BSB51415 Diploma of Project

Management

BSBPMG511
Manage project scope
Learner Guide

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Table of Contents

Unit of Competency ..................................................................................................................... 5

Application ...................................................................................................................................... 5
Performance Criteria....................................................................................................................... 6
Foundation Skills ............................................................................................................................. 7
Assessment Requirements .............................................................................................................. 8
1. Conduct project authorisation activities .................................................................................. 10
1.1 – Develop and confirm procedures for project authorisation with an appropriate authority ... 11
What is project scope?.................................................................................................................. 11
Project initiation documentation .................................................................................................. 11
Developing procedures for project authorisation ........................................................................ 13
Proposing the project.................................................................................................................... 14
Reviewing the project ................................................................................................................... 17
Approving or rejecting the project................................................................................................ 17
Activity 1A ..................................................................................................................................... 18
1.2 – Obtain authorisation to expend resources .............................................................................. 19
Expending resources ..................................................................................................................... 19
What is a business case? ............................................................................................................... 19
Time .............................................................................................................................................. 19
Budgeting ...................................................................................................................................... 20
Activity 1B ..................................................................................................................................... 21
1.3 – Confirm project delegations and authorities in project governance arrangements ............... 22
Project governance arrangements................................................................................................ 22
The delegating process ................................................................................................................. 23
Roles and responsibilities of the project manager ....................................................................... 24
Activity 1C ..................................................................................................................................... 26
2. Define project scope............................................................................................................... 27
2.1 – Identify, negotiate and document project boundaries ............................................................ 28
Project boundaries ........................................................................................................................ 28
Documenting project boundaries ................................................................................................. 29
Negotiating project boundaries .................................................................................................... 30
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Activity 2A ..................................................................................................................................... 32
2.2 – Establish measurable project benefits, outcomes and outputs .............................................. 33
Project benefits ............................................................................................................................. 33
Project outcomes .......................................................................................................................... 35
Project outputs ............................................................................................................................. 35
Methods of measuring progress ................................................................................................... 35
Activity 2B ..................................................................................................................................... 37
2.3 – Establish a shared understanding of desired project outcomes with relevant stakeholders.. 38
Project outcomes .......................................................................................................................... 38
Communicating with stakeholders ............................................................................................... 38
Activity 2C ..................................................................................................................................... 40
2.4 – Document scope management plan ........................................................................................ 41
What is a scope management plan? ............................................................................................. 41
Project life cycle ............................................................................................................................ 41
Developing a scope management plan ......................................................................................... 42
Activity 2D ..................................................................................................................................... 48
3. Manage project scope control process .................................................................................... 49
3.1 – Implement agreed scope management procedures and processes ........................................ 50
Implementing scope management procedures ............................................................................ 50
Activity 3A ..................................................................................................................................... 55
3.2 – Manage impact of scope changes within established time, cost and quality constraints
according to change control procedures .......................................................................................... 56
Managing the impact of scope changes ....................................................................................... 56
Time constraints............................................................................................................................ 56
Cost constraints ............................................................................................................................ 57
Quality constraints ........................................................................................................................ 57
Change control procedures........................................................................................................... 57
Activity 3B ..................................................................................................................................... 59
3.3 – Identify and document scope-management issues and recommend improvements for future
projects ............................................................................................................................................. 60
Scope management issues ............................................................................................................ 60
Future improvements ................................................................................................................... 60
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Activity 3C ..................................................................................................................................... 62
Summative Assessments – Refer to individual tasks ........................................................................ 63

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Unit of Competency

Application

This unit describes the skills and knowledge required to determine and manage project
scope. It involves obtaining project authorisation, developing a scope management plan,
and managing the application of project scope controls.
It applies to individuals responsible for managing and leading a project in an organisation,
business or as a consultant.
No licensing, legislative, regulatory or certification requirements apply to this unit at the
time of publication.
Unit Mapping Information

BSBPMG511A Manage project scope – Equivalent unit

Pre-requisite Unit

Nil

Unit Sector

Management and Leadership – Project Management

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Performance Criteria
Element Performance Criteria
Elements describe the Performance criteria describe the performance needed to
essential outcomes. demonstrate achievement of the element.

1. Conduct project 1.1 Develop and confirm procedures for project

authorisation authorisation with an appropriate authority
activities 1.2 Obtain authorisation to expend resources
1.3 Confirm project delegations and authorities in project
governance arrangements

2. Define project scope 2.1 Identify, negotiate and document project boundaries
2.2 Establish measurable project benefits, outcomes and
outputs
2.3 Establish a shared understanding of desired project
outcomes with relevant stakeholders
2.4 Document scope management plan

3. Manage project 3.1 Implement agreed scope management procedures and

scope control processes
process 3.2 Manage impact of scope changes within established
time, cost and quality constraints according to change
control procedures
3.3 Identify and document scope management issues and
recommend improvements for future projects

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in
the performance criteria that are required for competent performance.

Reading
 Interprets and analyses information from a range of complex texts.
Writing
 Develops project documentation and procedures using formats and language
appropriate to context.
Oral communication
 Participates in discussions and negotiations using clear language and appropriate
non-verbal features
 Uses active listening and questioning to elicit views and opinions of others.
Numeracy
 Interprets numerical information to determine project timelines and measure
outcomes against project scope.
Navigate the world of work
 Adheres to organisational policies and procedures and considers own role in terms
of its contribution to broader goals of work environment.
Interact with others
 Identifies and uses appropriate conventions and protocols when communicating
with diverse stakeholders
 Collaborates with others to achieve joint outcomes, playing an active role in
negotiating and facilitating agreement.
Get the work done
 Sequences and schedules complex activities, monitors implementation and manages
relevant communications
 Makes a range of critical and non-critical decisions in relatively complex situations,
taking a range of factors into account
 Uses experience to reflect on ways variables impact outcomes and identify future
improvements.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Assessment Requirements

Performance Evidence

Evidence of the ability to:

 Complete project authorisation activities
 Collaborate with stakeholders to produce a scope-management plan
 Implement scope-management plan according to procedures
 Review and document scope-management implementation and recommend
improvements.

Note: If a specific volume or frequency is not stated, then evidence must be provided at
least once.
Knowledge Evidence

To complete the unit requirements safely and effectively, the individual must:
 Identify components of a project scope-management plan
 Describe factors likely to impact the project scope
 Explain formal change-control processes
 Describe methods for measuring work outcomes and progress against plans
 Describe methods for segmenting and documenting a work breakdown structure
 Identify and describe problem areas likely to be encountered in scope management
 Explain procedures for reporting scope change
 Explain project life cycle and the significance of scope management
 Identify project management tools used for managing scope
 Outline roles and responsibilities of project manager in relation to project planning
 Identify types of project initiation documentation.

Assessment Conditions

Assessment must be conducted in a safe environment where evidence gathered

demonstrates consistent performance of typical activities experienced in the management
and leadership – project management field of work and include access to:
 Workplace documentation used to document and manage project scope
 Examples of feedback from project stakeholders regarding management of project
scope
 Case studies and, where possible, real situations
 Interaction with others.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Assessors must satisfy NVR/AQTF assessor requirements.
Links

Companion Volume implementation guides are found in VETNet -

https://vetnet.education.gov.au/Pages/TrainingDocs.aspx?q=11ef6853-ceed-4ba7-9d87-
4da407e23c10

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
1. Conduct project authorisation activities

1.1. Develop and confirm procedures for project authorisation with an appropriate
authority
1.2. Obtain authorisation to expend resources
1.3. Confirm project delegations and authorities in project governance arrangements

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 1.1 – Develop and confirm procedures for project authorisation with an appropriate
authority

By the end of this chapter, you should be able to:

 Explain how to gain project authorisation for project procedures

 Identify appropriate authorities.

What is project scope?

Project scope is part of the planning process within any project. It outlines the work that
needs to be accomplished in order to gain the required result; this is normally the delivery
of a product or service. A project scope provides guidelines for everybody that is involved in
the project to help make decisions. The better your project is ‘scoped’ at the beginning, the
better your team will be able to handle any changes that may occur.
It involves creating a list of:
 Project goals and objectives

 Tasks

 Deliverables

 Resources

 Deadlines

 Costs.

Effective scope management should lead to everyone within the team understanding the
project and agreeing on how the goals will be met. This requires good communication and
strong teamwork.

Project initiation documentation

The project initiation document (PID) is assembled using a series of other documents to
form a logical document that brings together all of the key information that is required to
start and run your project. A PID is often considered as a contract between the project
manager and project board for the particular project. It represents the plan of approach
within project management and defines all the major aspects of a project. As a PID will
inform everyone that is involved in a project where it is heading from the very beginning, it
is likely to lead to an effective and productive process.
A PID can be used for:
 Managing a project

 Assessing a project’s overall success

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Providing a reference point throughout the project.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
It will cover:
 Who?

 What?

 When?

 How?

 Why?

It will include:
 A definition of the project, its goals and scope

 A justification for the project

 The funding

 A definition of the roles and responsibilities of everyone that is involved

 Any constraints that may occur.

Project initiation documentation may include:

 Approved project charter or mandate

 Business case

 Changes to internal or external organisations, legislation and/or regulations

 Documentation accessed through various accessibility modes

 Feasibility study

 Minutes of management or executive decisions

 Organisation strategic and business plans

 Outcomes and recommendations of associated projects.

Developing procedures for project authorisation

Through the process of project authorisation, you will aim to gain permission to carry out
your project along with the written approval to do so.
Project authorisation may:
 Already have been decided before involvement of the project manager

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
  Be in the form of a scope statement briefly explaining why the project has
been formed, what it hopes to achieve and how success will be measured

 Be required at a number of critical review points during the project.

There are a series of activities that should be carried out within the process of project
authorisation, including:
 Proposing the project

 Reviewing the project

 Approving or rejecting the project.

Proposing the project

You will be required to create a proposal for your project that will then need to be
submitted to the sponsor and customer for review. A proposal is the initial formal document
of your project and should be persuasive. It should be well organised and describe in detail
what you plan to do throughout your project.
Your project proposal should identify and describe high-level requirements including:
 Background

 Goals and objectives

 Time estimates

 Deliverables

 Risk management

 Costs

 Benefits.

Background
You should provide a background for your project. Why are you doing it? What do you want
to address? Why does this issue need addressing? Describe your reasons for wanting to do
your project. If relevant, you can relate it to supporting projects or documentation.
Goals and objectives
Within this section of a project proposal, you should translate your customer’s or client’s
needs and wants into clear specifications. What are the overall goals of the project? Goals
are the long-term desired results of a project. Objectives are smaller, specific statements
that support a goal. What objectives will you need to achieve in order to reach the goals of
the project?
Time estimates
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Use a work breakdown structure (WBS) to divide your whole project into smaller
components. These components will be the individual tasks that you will need to carry out
within your project. From this, make reasonable estimates of the time each task may
require as well as how long you think the overall project will take. Consider developing a
project schedule or using a milestone chart.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
What is a project schedule?
A project schedule should list details of the tasks that are to be completed within your
project. The list should also include the resources that are needed to complete the task as
well as the time the task will take to complete. Depending on the nature of your project, the
schedule may be as simple or as complex as is necessary. As a schedule helps to manage
your tasks and resources, it can help guide your project and help you to complete it
successfully and on time.
What is a milestone chart?
A milestone chart includes the milestones that you are required to achieve along the way.
Although deadlines can be flexible, milestones are fixed. They help you to meet the vital
goals within your project or team. By tracking the important events and tasks of your
project, you can ensure your project results in a successful outcome.
Deliverables
Deliverables is a term used to describe what the specific results of a project or process will
be. Deliverables should be quantifiable and specific. You should develop a detailed
description of your project’s deliverables; what you are providing and when you will provide
it. Ask yourself: what will my customer or client receive at the end of my project?
Risk management
You should include a risk management plan within your proposal. This
will identify any possible risks that may occur throughout your
project’s life cycle. It will also outline the actions that you plan to take
to avoid these risks occurring as well as the actions that you plan to
take if they do actually occur. This plan may need to be updated
throughout your project because as it becomes more complicated, the
risks may become more defined.
Costs
You should try to estimate how much your project will cost. Divide
your budget up into major categories and aim to justify the spending
of the money. You should always demonstrate that you are spending
money wisely. Ensure you include any overhead costs that may be associated with your
project. Overhead costs are indirect costs that are needed for the ongoing project in
general, not for a particular work order.
Benefits
After providing details on what your project consists of, the required resources, the project
deliverables and the possible risks, you should also give details of the benefits of your
project. This will allow whoever needs to approve your project’s proposal to see the
positives of your project.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Reviewing the project
After proposing your project, it will be reviewed through the analysis of its feasibility and its
cost-effectiveness.
The feasibility of your project is associated with how easily it can be completed. Is your
project convenient? A feasibility study can help assess the strengths and weaknesses of your
project, the resources it requires and the prospects for success. It should be conducted
objectively and without bias.
The cost-effectiveness of your project is determined by looking at the costs of completing it
and comparing these to the expected outcomes. Ask yourself: is your project worth what it
is going to cost?

Approving or rejecting the project

Within this stage, you will receive a response regarding your proposal. You will be informed
whether it can go ahead or not. You should be provided with reasons if your project is
rejected. These can be utilised when considering any further projects.
You will need to gain confirmation from the appropriate authority.
Appropriate authority may include:
 Client, owner, sponsor, senior executive or other individual or group vested
with the authority to make decisions regarding the project

 Having the capacity to make decisions regarding commitment of funds,

resources and priorities.

It may also be necessary to seek authorisation throughout your project. For example, when
changes need to be made during the process of your project, you may need to gain
confirmation that they can go ahead.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Activity
1A

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 1.2 – Obtain authorisation to expend resources

By the end of this chapter, you should be able to:

 Explain what is meant by a business case

 Outline what a business case can be used for

 Identify a relevant example project and outline:

o the resources required

o who to gain authorisation from

o how to gain authorisation.

Expending resources
Expending resources is simply using the resources that you need in order to carry out your
project. This should be considered as part of your project’s plan and needs to be authorised
by the correct person. You should make sure that you know who this person is. Your
resources are an extremely important element for your project and need to be used
correctly and efficiently in order for your project to be a success.
When you are seeking approval to expend resources you should justify the reasons for
needing the resources, regardless of whether it’s money or manpower. In order to authorise
the expending of resources, you may need to present your proposal (discussed in Chapter
1.1) and review the business case against it.

What is a business case?

A business case is a documented argument that is intended to
convince someone to approve your project. It involves the reasoning
for initiating your project and captures both the quantifiable and
unquantifiable characteristics of your project. A business case will
examine the benefits and risks of carrying out your project, along with
the benefits and risks of not carrying it out. Within a business case,
you should support the need to use resources with the specific needs
of your project.
Two key resources when carrying out your project will be the financial resources and the
amount of time that is available.

Time
Time is a terrible resource to waste as it considered the most valuable resource. Without
good time management, your project could be heading for disaster. The time that is needed
in order to implement a project is often underestimated and unexpected events are
completely forgotten. Accurate time estimation for your project is essential for good project
management.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
In order to develop an accurate time frame for your project you should:
 Ensure that you fully understand what it is you want to achieve

 Create a detailed list of each individual task that is part of your project

 Estimate how long each of these tasks will take to complete

 Keep in mind the possibilities of disruptions (e.g. accidents, unanticipated

events and urgent tasks)

 Consider any past experiences that may help you estimate the time it may
take to complete tasks

If you underestimate the time needed to complete your project and the tasks within it, you
will miss deadlines. This will affect you, your team and your project. The time that you have
to complete your project should be agreed on and authorised by the relevant personnel.

Budgeting
Preparing a budget requires thinking through your project in detail. Within budgeting, you
should plan for the worst possible scenario. Try and identify any areas where changes are
likely. You can ensure that these areas are closely monitored throughout your
project. Once you have written down the costs of your project, you will be able
to see if they are within the proposed budget. If they are; that’s great. If not,
you should look into how you can keep your project within the budget or look
into ways to expand your budget. The budget that you have for your project
needs to be planned for and approved by the relevant person/people.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Activity
1B

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 1.3 – Confirm project delegations and authorities in project governance arrangements

By the end of this chapter, you should be able to:

 Explain what is meant by project governance arrangements

 Explain why project governance arrangements are useful

 Explain the key stages in the delegation process

 Explain how responsibility, authority and accountability are delegated in a

relevant project.

Project governance arrangements

Governance arrangements are the details of your project within your governance
framework. A governance framework generally consists of the standards, processes and
procedures that need to be followed throughout your project. It allows the stakeholders
that are involved in the project to understand what their roles and responsibilities consist
of. Everyone that is involved with the project should be fully aware of the governance
framework that is in place, along with their own roles and responsibilities. It is also
important that everyone knows their own limitations within the project.
Within the project governance arrangements, the project delegations and authorities should
be confirmed. Delegation is an important management skill and is vital for effective
leadership.
Project delegations and authorities may include:
 Consultative expectations

 Degree of line authority with project team

 Finance expenditure limits

 Procurement delegations

 Required organisational procedures.

By delegating responsibility and authority to others

working on a project, you can ensure that you are
achieving effective results. It’s worth noting that
accountability cannot be delegated.
Responsibility
If you are given responsibility to get a task done within your project, do it. Responsibility
tends to flow from top to bottom. For example, the higher up in the project you are, the
more responsibility you are likely to have. It is your duty to complete any task that is
assigned to you by the relevant authority.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Authority
Within project management, authority is the power associated with using and allocating the
resources of your project. Authority should be well-defined and involves making decisions,
giving orders and getting things done. It also usually flows from top to bottom. For example,
the higher up in the project you are, the more authority you are likely to have. If you have
authority, you should ensure that you know the scope of it and you must never misuse it.
Authority should be accompanied with equal responsibility.
Accountability
Accountability cannot be delegated but is closely linked with responsibility and authority. If
you are held accountable for something, you will have to give explanations for any
difference between the actual performance and the original expectations of the project.
Accountability arises from responsibility and you cannot escape it. You are the one that is
answerable for the end result of the project.

The delegating process

Delegating authority and responsibility may involve:

 Assigning duties

 Granting authority

 Creating responsibility and accountability.

Assigning duties
The first step of the delegation process involves
defining and clarifying the tasks and duties in
question. The results that are expected should also be
defined then the tasks and duties can be assigned to
the appropriate people.
Granting authority
When someone with authority wants to share their
authority, they should ensure that the appropriate
person is chosen. When giving a person authority, you
should ensure that they are capable of gaining what is
required of them. Delegating power correctly is extremely important to get effective results.
Creating responsibility and accountability
The process is not complete once authority has been given out; they also have their related
duties assigned to them. From their delegated authority, they are then given responsibility
alongside this. From their responsibility comes their accountability. Therefore, any authority
that is delegated to someone will come with the relevant responsibility and accountability
too.
By assigning responsibility, authority and accountability, everyone that is involved in the
project should know exactly what their roles and responsibilities are. They will know what
Business College at International House
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Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
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tasks and duties they have to complete as well as the roles of everyone else within the
team. This will ensure your project runs as smooth as possible.

Roles and responsibilities of the project manager

The project manager will generally be the one who has ultimate accountability for a project.
They will be in charge of delegating duties, tasks, authority and responsibility. The project
manager will have overall responsibility for the successful initial, planning, design,
execution, monitoring and closure of a project. They will be responsible for making
decisions, controlling risk and minimising uncertainty.
The responsibilities and duties of a project manager can be broken down into:

 Planning

 Organising

 Leading

 Controlling.

Planning
Planning is an essential responsibility of a project manager. They need to determine what
needs doing when and by whom. The project manager will need to define the project scope,
develop the project plan and schedule, and develop appropriate policies and procedures to
enable the efficient achievement of the project objectives.
Organising
This relates to the project team’s structure. It will involve
identifying or assigning roles and positions to team members
and clearly establishing the organisational structure of the
team. This will ensure that the chain of command is clearly
established so that responsibility and authority are flow in a
clear direction.
Leading
As it sounds, this refers to actually carrying out the project. It
involves a lot of soft skills, such as effective communication,
keeping the team motivated and morale up, and resolving
conflict. Leading is an ongoing process throughout the course
of the project and may involve assigning work, coordinating
activities, and setting the team direction.
Controlling
The project manager must remain in control of the project in
order to keep it on track to achieve the objectives. This can be achieved by consistently
undertaking three key processes: measuring, evaluating and correcting. These involve

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checking the project progress towards its identified objectives, identifying the cause of any
deviations from the plan and taking steps to address them.

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 Activity
1C

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2. Define project scope

2.1. Identify, negotiate and document project boundaries

2.2. Establish measurable project benefits, outcomes and outputs

2.3. Establish a shared understanding of desired project outcomes with relevant

stakeholders

2.4. Document scope management plan

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 2.1 – Identify, negotiate and document project boundaries

By the end of this chapter, you should be able to:

 Explain what is meant by a WBS and its use in documenting project
boundaries

 Identify how to account for negotiated boundaries

 Outline the benefits of identifying project boundaries

 Document the boundaries of a relevant project.

Project boundaries
It is important to clearly establish the boundaries of your project at the very beginning.
Boundaries ensure that the scope of the project is clearly defined in detail. They should be
measurable so that you can continually check expectations and targets against the actual
progress and boundaries of the project. Identifying project boundaries will ensure that your
team are able to manage their own activities, since they understand the limits of their role
and the project. It also makes the project management processes easier, as they should
need to exercise less direct control to keep the project within the expected scope.
If boundaries are not identified the individuals and teams within your project will not be
able to carry out their responsibilities. There will be no foundation for controlling
performance within the project or for making delegations.
Boundaries may include:
 Constraints/Exclusions

o these outline any limitations on the

project, particularly in relation to what is
not included within the scope of the
project

 Product/service specifications

o these set out exactly what product/service

is expected, including required
characteristics and specific processes, in
order to meet the needs of stakeholders

 Project deliverables

o these are the specific results of the process of the project.

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Documenting project boundaries
It is essential to clearly document the boundaries of your project. In doing so, you will
ensure that all stakeholders can work towards a common goal fully informed of the limits of
the project. It will also provide a yardstick against which the success of the project can be
measured.
Statement of work
One of the most common ways of documenting the boundaries of your project is through
creating a scope statement, sometimes also known as a statement of work (SOW). It is a
document that clearly sets out and defines the scope of the entire project.
The SOW should clearly define the boundaries relating to:
 Budgets

 Schedules, milestones and deadlines

 Necessary resources

 The roles of team members and relevant personnel/stakeholders

 Exact deliverables.

Work breakdown structure

A Work Breakdown Structure (WBS) organises your project into smaller, more manageable
sections. It should represent a flowchart in which all elements are logically connected. The
scope and boundaries will be defined into chunks that the project team can understand.
Each level of the WBS then provides further definition and detail.
The elements within the WBS are the tasks related to a project. These are illustrated in a
way that portrays their relationships to each other and the project as a whole. A WBS can
help a project manager to predict outcomes based on various scenarios and this means that
good, informed decisions can be made about potential changes. It can, therefore, identify
areas in which the project might exceed its scope or boundaries.
A work breakdown structure may include:
 Activity and task descriptors

o these will briefly summarise the breakdown

elements

 High-level deliverables framework

o these are the major deliverables of the project

o they can be broken down into lower deliverable

until you have manageable tasks

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  Multi-level task granulation

o multi-level task granulation involves combining tasks of differing

importance and it allows you to plan more effectively

 Work breakdown task dictionary

o this contains every detail that is necessary to complete your project

o it provides definitions for each component in your WBS.

Negotiating project boundaries

Throughout the course of any project, the boundaries will inevitably be pushed. This may be
through circumstances beyond your control or perhaps by stakeholders requesting changes.
In scoping the project correctly and specifically, you should be able to factor for at least
some issues which may challenge the boundaries of your project.
Overestimate
It is always tempting to underestimate how long a particular task or project might take, or
how much something might cost. However, rarely does everything go entirely to plan.
Interruptions, problems and distractions all occur that can take away from your anticipated
targets. Missing your targets then has the effect of forcing you or the team to play catch up,
which can have a detrimental effect on the quality of your work. Where possible, allow
more time, money and resources than you think you’ll need. It’s better to include them in
your plan and then not need them, than it is to find yourself panicking and cutting corners.
Specify expectations and meanings
At the beginning of any project, you will sit down with the
stakeholders and outline what the deliverables of the project
are. It is important that you ensure get sufficient specificity from
the stakeholder to allow you to plan effectively and efficiently
achieve the project deliverables. For example, the stakeholder
might request that you design them a new lamp. This is where
you would need to clarify exactly what they want. Is it a floor,
wall or table lamp? What colour? What materials? By asking
detailed questions up front, you will be able to define the
boundaries of your project.
Also, remember that you can specify what is explicitly not included within the scope of your
project. Using the lamp example, for instance, you might clearly explain that you will not
design a lightbulb to go with the lamp. This will further prevent shifting boundaries.
Communication
Keep in regular contact with all members of your project team and with all relevant
stakeholders. This way, if there are any changes that need to occur to the boundaries of the
project, they can be accounted for early and incorporated into the project plans. It is much
easier to address small issues as they arise than it is to present the stakeholder with a
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finished product that doesn’t satisfy them, forcing you to make considerable changes which
will cost further time and money.

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 Activity
2A

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 2.2 – Establish measurable project benefits, outcomes and outputs

By the end of this chapter, you should be able to:

 Explain what is meant by project benefits, outcomes and outputs

 Identify benefits, outcomes and outputs in relation to a relevant project

 Explain how benefits, outcomes and outputs can be measured in relation to

a relevant project.

Project benefits
A project benefit is the desired result of a project and you should ensure that your project
provides clear benefits. These benefits can be tangible, objective and easily measured or
intangible, subjective and not so easily measured.
Benefits management
This is a process by which you ensure your project delivers exactly what you want it to. It
will help ensure that your project’s deliverables give value to your organisation as a whole.
In your benefits management process, you should consider questions such as:
 Why are we doing this?

 Have we defined all of the benefits we’re expecting?

 How will we measure the benefits?

 What organisational objectives will this project help meet?

 Have we justified the time and expense of the

project?

 Is the project still valid?

 Are the benefits still relevant?

The phases of benefits management include:

 Defining the benefits

 Developing the benefits

 Developing the benefits plan

 Monitoring the benefits during project

 Completing project and reviewing your benefits.

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By investing your time in this benefit management process, you can help to reduce the
overall risk of your project.

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The types of benefits include:
 Indirect benefits

 Direct monetary benefits

 Direct non-monetary benefits

 Dis-benefits.

Project outcomes
In order to enable the evaluation of your project’s performance at a later stage, you
should identify the measurable outcomes. Once the goals and objectives for your project
have been outlined, you should identify the outcomes that you wish to reach. Be specific.
Usually, the outcomes of a project are the tangible results. Your outcomes should reveal
the extent of the impact your project had as well as the different types of impact it had.
In order to create outcomes, you need to transform your objectives into your deliverables
and your outcomes. By having good, clear objectives, you will be able to create and
measure good outcomes. The process of defining the measurable outcomes of your
project may take some time. However, it is worth putting the effort in as everyone that is
involved with the project will have a clear understanding of what the expected results are.
This will ensure your project is effective and productive.
Although it is sometimes difficult, it is not impossible to measure
your outcomes. The measurement of these outcomes is often a
subjective process. Outcomes are documented by evaluation
techniques once the project has been completed. Keep the
‘SMART’ technique discussed in Chapter 2.1 in mind when
developing your project outcomes.

Project outputs
Project outputs are related to your project objectives and are the
results of your project that are ‘put out’. They can be the services
that you offer, the facilities that you provide or the products that
you sell. Project outputs are usually tangible, easy to measure objectively and are
considered complete on delivery. The project outputs that you establish should be
measurable and are achieved immediately after implementing your project.

Methods of measuring progress

You should know how the work within your project is progressing compared to your initial
plans for times, cost and resources. Measuring the progress of your project activities will
contribute to the overall success of it. It involves looking back at the agreed plans and
seeing what progress has been made in relation to it and also looking forward and assessing
what still needs to be done with the time and resources that are left. Measuring progress
involves measuring the work performed by the work that is expected to be performed with
the given resources. By measuring the progress of you project activities, you can see areas
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within your project that need to be improved and plan for these future improvements. Any
problems that occur can be identified early on if you are continually monitoring the progress
of your project activities. This allows you to take appropriate action quickly and avoid
interrupting the project.
There are many techniques that you can use to measure the progress of your project, which
may depend based on the type of project you are involved with or the requirements of the
project manager or team.
The methods that can be used to measure the progress of your project activities may
include:
 Reporting periods

 Project status

 Project phases

 Highlight report

 Milestone chart

 Checkpoint report

 Percentage complete

 S-Curve

 Exception report

 Earned value management.

Regular reports should be conducted throughout the duration of the project. These reports
should measure progress of the project against budget, scope and scheduled timeline.
Reports should be short and concise, and cover all key areas.

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 Activity
2B

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 2.3 – Establish a shared understanding of desired project outcomes with relevant
stakeholders

By the end of this chapter, you should be able to:

 Outline important things to remember when developing project outcomes

 Identify stakeholders in relation to a relevant project

 Explain the most appropriate methods of communicating with different

types of stakeholder.

Project outcomes
As discussed in Chapter 2.2, project outcomes are the tangible results of your project.
Your outcomes should reveal the extent of the impact your project had as well as the
different types of impact it had.
When developing your outcomes, remember:
 Think about how you will monitor your outcomes throughout your project

 Consider how you will measure your progress in relation to your outcomes
at the end of your project

 Decide what you are going to monitor and measure (outcome indicators)

 Decide how often you will measure these indicators

 Focus on quality rather than quantity

 Think about the tools you will use to monitor and measure your outcomes.

You should aim to establish a shared understanding of the outcomes of your project with
the relevant stakeholders.

Communicating with stakeholders

Those relevant stakeholders may include:
 Clients

 Customers

 Decision makers

 Internal and external parties

 Sponsors

 Team members.
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It is worth noting that the relevant stakeholders for one organisation will differ from other
organisations. Think about who you should engage with within your own organisation.
This may be a group of people who will all have conflicting interests and their own
agendas. Regardless of this, you need the participation of everyone that is relevant to
your project. You should also think carefully about the most appropriate way in which to
communicate with different stakeholders; what is suitable method to use with team
members might not be suitable for communicating with customers, for example.
When communicating with stakeholders, you use an appropriate method. This might
include:
 Formal meetings

 Conference calls

 Letters

 Emails

 Phone calls

 Memos

 Presentations

 Social media

 Informal discussions.

When communication with the relevant stakeholders, remember:

 Don’t waste your or their time

 Communicate with anybody and everybody that is involved with your

project

 Use appropriate verbal and non-verbal language

 Don’t make assumptions

 Share knowledge and experience.

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 Activity
2C

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 2.4 – Document scope management plan

By the end of this chapter, you should be able to:

 Explain the meaning of a scope management plan

 Explain the process of developing a scope management plan

 Explain the benefits of having a scope management plan

 Create a scope management plan in relation to a relevant project.

What is a scope management plan?

Project scope outlines the work that needs to be accomplished in order to gain the required
result within your project. Scope involves gathering the information that you need in order
to start a project. It is a term that is used to explain the combined objectives and
requirements that are necessary to complete your project. The process of developing and
managing the scope of your project is achieved using a scope management plan.
A scope management plan describes how the scope of your project will be defined,
developed, monitored, controlled and verified. Within a scope management plan, the
roles and responsibilities of everyone involved with the project are also outlined. It can
help to manage any chaos that may occur within the process. The work breakdown
structure will also be created and defined within the scope management plan.

Project life cycle

There are four phases of your project’s life cycle:
 Initiation

 Planning

 Execution

 Evaluation.

Initiation phase
Within this phase, the first step is to define the project. This will include defining the scope,
purpose, objectives, resources, deliverables and timescales.
These can be summarised in a ‘business case’. A business case is a documented argument
for your project that outlines the reasons why it should be approved and why it will be
successful. A business case should weigh out the potential risks and benefits of carrying out
the project, as well as what the risks and benefits may be to not take on the project.
Planning phase
The planning phase of your project may involve developing a range of plans. These may
include project plans, quality plans, risk plans, and financial plans.

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Execution phase
Your project team will produce the project deliverables within the execution phase of your
project’s life cycle. While this is happening, the project manager will monitor and control
the project delivery by undertaking scope management assessments.
Evaluation phase
After you have completed your project, you will need to assess the overall success of your
project. During the evaluation phase, you will assess how effectively the outcomes of the
project were achieved. The lessons learned from one project can help you in any future
projects. You will need to review your progress throughout all of these phases.

Developing a scope management plan

You may be required to contribute to the development of the scope management plan. To
accomplish this, you will need to work through five processes.
These processes include:
 Collecting requirements

 Defining the scope

 Producing a WBS

 Verifying scope

 Controlling scope.

Collecting requirements
Within this section of your plan, you should aim to gain a clear definition of your
customer’s/client’s needs and the expectations of your project. From this, you should
ensure that you have a precise understanding of these. There is a wide range of
techniques and tools you can use to gather the information you require.
These can include:
 Brainstorming

 Observations

 Workshops

 Prototypes

 Surveys and questionnaires

 Interviews.

Once you have your project requirements, you will be able to develop your WBS and plan
your costs, quality criteria and schedule. You will also need to decide on how you are
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going to plan, prioritise, track and report the requirements. At the end of this process, you
will have a requirements management plan.
Defining the scope
In this process, you should produce your project scope statement using the requirements
documents generated in the first process along with the data within your project charter.
Your project scope statement will include:
 What the project is

 The deliverables

 Your approach

 What is excluded from the scope

 Define the acceptance criteria

 Details of possible constraints

 Team roles and responsibilities.

It is important to communicate any assumptions that have been made within this process.
Producing a WBS
As outlined in chapter 1.3, a WBS is a decomposition of your project into smaller
components. A WBS is deliverable-orientated and provides the framework for the
detailed estimation of the cost of your project. An element within a WBS may be a service,
product, data or a combination of these. Within a WBS, the tasks of a specific project are
illustrated to portray their relationships with each other. As well as this, they demonstrate
how they are related to the project as a whole. It provides you with an opportunity to
predict outcomes based on a particular scenario. This ensures that the decision-making
process is effective.
A detailed, well-organised WBS can help with effective:
 Budgeting

 Scheduling

 Quality assurance

 Allocation of resources

 Quality control

 Product delivery

 Risk management.

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Verifying scope
This process involves gaining the formal acceptance of your project deliverables from the
stakeholders involved with your project. They should provide you with a signed
agreement in order for you to go ahead with your project.

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Controlling scope
Throughout your project, you may be required to make changes to the scope baseline.
This is only natural and can result from a variety of reasons. Any changes that need to be
incorporated into your project scope must be formally accepted.
In order to have control of the scope of your project, you need:
 Your project management plan

 Your requirements documentation

 Your work performance data.

Remember the key elements when you are developing and documenting the scope
management plan for your project.
These may include how:
 The details of the project scope statement will be prepared

 The WBS will be created

 The WBS will be approved and maintained

 Formal acceptance will be obtained

 Request for changes will be handled.

Your scope management plan may include:

 Activities and tasks in the work breakdown
structure

 Constraints, assumptions and exclusions

 Deliverables

 High-level risk identification

 Key personnel

 Preferred work organisation

 Project benefits and outcomes

 Project objectives.

Good scope management ensures that only the work required to complete the project is
included in the project. Managing the project scope is primarily concerned with defining
and controlling what is and is not included in the project.
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 Business College at International House
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Benefits of a scope management plan include:

 Manages time, budget and quality effectively

 Helps prioritise and reduce work requests (saves time and money)

 Allows for quantitative analysis to validate the need for a request

 Facilitates productive communications with stakeholders and their team

 Serves as a tool to manage client expectations,

workload balancing and team morale

 Applicable to any sort of project.

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 Activity
2D

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3. Manage project scope control process

3.1. Implement agreed scope management procedures and processes

3.2. Manage impact of scope changes within established time, cost and quality
constraints according to change control procedures
3.3. Identify and document scope management issues and recommend improvements
for future projects

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 3.1 – Implement agreed scope management procedures and processes

By the end of this chapter, you should be able to:

 Outline and explain what scope management might include

 Explain the impact of scope management on a project

 Outline the scope management procedures and processes of a relevant

project.

Implementing scope management procedures

The work that you undertake within your project should be done so according to the project
scope management procedures and processes that you have previously agreed upon.
Scope management may include:
 Determining that a scope change has occurred or is about to occur

 Identifying and reporting scope creep

 Identifying factors influencing changes to scope

 Implementing agreed scope changes

 Monitoring and reporting the effect of scope changes on other areas and on
achievement of project objectives

 Refining scope progressively throughout the project life cycle

 Seeking authorisation for changes to project scope.

Determining that a scope change has occurred or is about to occur

A scope change is where a request is considered to change the agreed scope and objectives
of your project. This may be to accommodate a need that was not originally defined as
being part of your project. Throughout your project’s lifecycle scope change may be
necessary. You should be able to determine when a scope change is about to occur.
Identifying and reporting scope creep
‘Scope creep’ is a term used to describe changes in a project’s scope
that were not accounted for. These changes are uncontrolled and
usually a result of the project's scope not having been properly defined
and controlled in earlier stages. Scope creep may occur, for example,
when a client wants to add extras to the project scope unexpectedly. It
may occur as the result of poor communication within the
organisation and project team.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Scope creep can negatively affect the outcomes of a project, and so any instances of scope
creep should be reported and resolved as soon as they are identified.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Identifying factors influencing changes to scope
Scope change is inevitable and can be influenced by many factors.
These may include:
 Roles or responsibilities changing within project team

 An extension of the deadline being negotiated

 The usage of more resources being considered

 Aspects of the project may need to be outsourced

 New legislation may need to be reviewed.

Implementing agreed scope changes

Your change control process may include a sequence of six steps:
 Record

 Assess

 Plan

 Build and test

 Implement

 Gain acceptance.

Monitoring and reporting the effect of scope changes on other areas and on achievement
of project objectives
Once there has been a change to the scope of your project, you should monitor the effect of
these changes.
Ask yourself:
 What impact have these changes had in general?

 What things worked well?

 What things didn’t work well?

 Does anything need improving?

 Are you still achieving your project objectives?

Refining scope progressively throughout the project life cycle

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Refining the project scope means modifying and improving it throughout its life cycle. This
will help to keep your project on time and within budget.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Seeking authorisation for changes to project scope
The procedure for gaining authorisation for scope changes may depend on the person that
is in charge of the project, the organisation you are working within or the type of project
you are undertaking. It is important that you are aware of the appropriate way to report any
scope changes within your project.
Authorisation may be sought from:
 Another team member

 The project manager

 The project board

 Your client

 Your sponsor.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Activity
3A

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 3.2 – Manage impact of scope changes within established time, cost and quality
constraints according to change control procedures

By the end of this chapter, you should be able to:

 Explain the meaning of change control procedures

 Outline the main steps involved in a change control procedure

 Identify the time, cost and quality constraints on a relevant project

 Explain how you would manage the impact of scope change on a relevant
project using change control procedures.

Managing the impact of scope changes

Managing scope change is critical for the success of your project. As changes to the scope
occur, the cost, time and quality constraints will be significantly impacted. When scope
changes occur, you may need to alter your project in order to stick to your schedule.
This may involve:
 Breaking larger tasks into smaller ones

 Including more tasks

 Adjusting the duration of the tasks.

Any scope changes that do occur should be considered carefully in order to keep your
project on track.

Time constraints
Consider time constraints when looking at the impact of scope changes. A change to the
project scope will require more time, regardless of whether you are given any more time. In
many cases, there is just not enough time to complete the project. This may lead to
overloading everyone’s workload and overlapping tasks.
When extra tasks are required as the result of a scope change, consider:
 What extra tasks are required?

 How long will these tasks take?

 What order should they be completed in?

 Will I still be able to meet my deadline?

 How can I make sure we meet the deadline?

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RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Cost constraints
As well as time, scope changes can have an effect on the budget of a project. Scope changes
generally mean extra work, which means added costs. Not only does a scope change mean
there is more work to fund, it can sometimes mean that any money spent on tasks that have
already been started, or even completed, will be completely wasted. When managing scope
changes within your project, you should keep your established budget in mind. How much
will a scope change cost you and your project?

Quality constraints
Scope changes can impose greater risks on your project as they are often dealt with using
‘quick fixes’. This can reduce the quality of your project. Regardless of what occurs
throughout the life cycle of your project, you should aim to deliver the desired outcomes
that you outlined within your plan. Your project should meet the expectations of the client
or customer. When a scope change occurs, consider whether your project can still be
completed at the required standard of quality.
The process of managing the impact of scope changes should be done according to the
change-control procedures that you may have in place.

Change control procedures

Change control procedures are formal processes that are developed at the start of a project
and used to ensure that any changes are introduced in a controlled manner. Whether it is a
client or customer changing their mind or the outside world changing, changes within a
project are inevitable. Having change control procedures in place can help keep your project
on track when these changes do occur.
The necessity for change cannot always be prevented, but change control procedures can
ensure that all changes are agreed upon in advance by the relevant personnel and
implemented as effectively as possible and with the least possible disruption to project
work.
Your change control procedure may include a sequence of six steps:
 Record

 Assess

 Plan

 Build and test

 Implement

 Gain acceptance.

Change control procedures may include:

 Formal agreements, for example, contracts, subcontracts and memoranda of
understanding
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Major elements of the project likely to change, for example, design,
engineering and finance

 Project documentation, including plans, schedules, statements, directives,

guidelines and instructions.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Activity
3B

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 3.3 – Identify and document scope-management issues and recommend improvements
for future projects

By the end of this chapter, you should be able to:

 Outline scope management issues

 Suggest improvements to avoid scope management issues in the future.

Scope management issues

Projects often fail because they are not properly managed. Within scope management,
many problems can occur.
These may include:
 Poor communication

 Scope creep

 Incomplete scope

 Time wasting

 Missed deadlines

 Ambiguous scope.

Whether it is one problem or a combination of many, they can have a detrimental effect on
your project as a whole. These problems can lead to dissatisfaction within the project team
as well as clients and customers.

Future improvements
In order to avoid any problems in the future, there are many things to keep in mind. A
successful scope management process can lead to a project that is on time, within budget
and producing the desired quality of outcomes.
In future projects, consider:
 Keeping your eye on scope creep

 Identifying all the work that is necessary

 Ensuring everyone involved with the project knows exactly what is expected
of them

 Monitoring the progress of the project closely against your original plans

 Making sure you know what the project team needs to do and how they
should do it
Business College at International House
RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Outlining what actions should be taken when your project goes off track

 Ensuring good communication with clients/customers/stakeholders

 Working closely with stakeholders as ongoing process

 Ensuring that the scope is clear, complete, accurate and to the point

 Ensuring boundaries are defined.

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
 Activity
3C

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au
Summative Assessments – Refer to individual tasks

Business College at International House

RTO Code: 91109 CRICOS 02623G
Level 1, 203 Clarence St, Sydney NSW 2000 | Floor 1, 237 Oxford St, Bondi Junction NSW 2022
3 Searcy St, Darwin NT 0800 | Level 6, 601 Bourke St, Melbourne VIC 3000
[email protected]| www.ihBC.edu.au