Supporting Document-Assessment I - Project Human Resources Management (1)

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Details of Assessment
	Term and Year
	Term 3 2020
	Time allowed
	Week 6 Draft, Week 7 Revision
	Assessment No
	1
	Assessment Weighting
	100%
	Assessment Type
	Written Responses, Case Studies and Portfolio of Evidence
	Due Date
	Week 6 Draft, Week 7 Revision
	Room
	Zoom
	Details of Subject
	Qualification
	BSB51415 Diploma of Project Management
	Subject Name
	Project Human Resources Management
	Details of Unit(s) of competency
	Unit Code (s) and Names
	BSBPMG515 Manage Project Human Resources
	Details of Student
	Student Name
	
	College
	
	Student ID
	
	Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I acknowledge that I understand the requirements to complete the assessment tasks. I am also aware of my right to appeal. The feedback session schedule and reassessment procedure were explained to me.
	Student’s
Signature: ____________________
Date: _____/_____/_________
	Details of Assessor
	Assessor’s Name
	TAUFIQ ANWAR
	Assessment Outcome
	Assessment Result
	|_| Competent |_| Not Yet Competent 
	Marks
	 /100
	Feedback to Student 
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
	
	Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student.
|_| Student attended the feedback session.
|_| Student did not attend the feedback session.
	Assessor’s 
Signature: ___________________
Date: _____/_____/________
	Purpose of the Assessment
	The purpose of this assessment is to assess the student in the following learning outcomes:
	Competent
(C)
	Not yet Competent
(NYC)
	1.1 Determine resource requirements for individual tasks to determine required project personnel levels and competencies
	
	
	1.2 Establish project organisation and structure to align individual and group competencies with project tasks
	
	
	1.3 Allocate personnel to the project to meet planned work outputs throughout project timeline
	
	
	1.4 Apply human resources management (HRM) methods, techniques and tools to support engagement and performance of personnel
	
	
	2.1 Negotiate, define and communicate clear project role descriptions
	
	
	2.2 Identify, plan and implement ongoing development and training of project team members to support personnel and project performance
	
	
	2.3 Measure individuals' performance against agreed criteria and initiate actions to overcome shortfalls in performance
	
	
	3.1 Implement processes and take action to improve individual performance and overall project effectiveness
	
	
	3.2 Monitor and report, for remedial action, internal and external influences on individual and project team performance and morale
	
	
	3.3 Implement procedures for interpersonal communication, counselling, and conflict resolution to maintain a positive work environment
	
	
	3.4 Identify and manage inter-project and intra-project resource conflict to minimise impact on achievement of project objectives
	
	
	4.1 Disband project team according to organisational policies and procedures
	
	
	4.2 Identify and document human resource issues and recommended improvements
	
	
	Assessment/evidence gathering conditions
	Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
	Resources required for this Assessment
	Weekly eLearning notes relevant to the tasks/questions should be read prior to undertaking the assessment.
	Instructions for Students
	Please read the following instructions carefully
· This assessment must be completed |X| In class |X| At home
· The assessment is to be completed according to the instructions given by your assessor.
· Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.
· Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency. 
· If you are not sure about any aspects of this assessment, please ask for clarification from your assessor.
· Please refer to the College re-assessment for more information (Student Handbook).
	ASSESSMENT TASKS
	There are two tasks to complete for this unit of competence:
Task 1 – Written responses 
This activity has been designed to assess your knowledge and understanding of managing project human resources within projects.
This task consists of questionnaires which reflect the knowledge of project management (PMBOK). The responses should include the following:
· Must be relevant to your project as stated in BSBPMG511 Manage Project Scope, unless otherwise stated. Responses should link to the theoretical aspects of project human resources management followed by relevant experience / exposure of your nominated project you recently or are currently working on to progress both your studies and your projects simultaneously. Your response to the questionnaires must relate to the same project topic chosen for BSBPMG511 Manage Project Scope subject unit. 
· However, if you have started with this subject topic as an initial attempt of this course, you must negotiate and discuss with your Assessor to consider a project that you recently or are currently working on or a project that you have worked in the past. 
· If workplace project exposure does not apply to you, you must negotiate with your assessor to use a scenario/case study examples that you will find on e-learning. However, case study examples are a suitable substitute where workplace examples cannot be provided. Case studies are available on e-learning. Theory answers without reference to your experience will not be assessed as satisfactory
· Demonstrate that you can or have applied what you have learnt to your project, regardless of whether you have undertaken all the performance requirements in your workplace
Task 2 – Portfolio of Evidence
The portfolio of evidence comprises the assessment of the application of your project human resources knowledge. You will need to demonstrate your human resources management skills applied to a project which is based on the project you have chosen for BSBPMG511 Manage Project Scope subject unit. It should state relevant experience / exposure of your nominated project you recently or are currently working on to progress both your studies and your projects simultaneously.
If you have started with this subject topic as an initial attempt of completing this course, you must negotiate and discuss with your Assessor to consider a project that you recently or are currently working on or a project that you have worked in the past. 
If workplace project exposure does not apply to you, you must negotiate with your assessor to use a scenario/case study examples that you will find on e-learning. However, case study examples are a suitable substitute where workplace examples cannot be provided. Case studies are available on e-learning.
To such a degree you must negotiate with your assessor to use a scenario/case study examples that you will find on e-learning. 
Your nominated project must be agreed between you and your Assessor so that its methodology, tools and techniques accommodate to the performance requirements of each Unit of Competency prior to start of work on the unit.
Some of the tasks have been developed as a reflection of gaining feedback and ideas on methods, plans, strategies, standards, teameffort and inputs of project team members through verbal interactions that may occur in a real-life project environment situation whilst managing human resources with a project. Students are encouraged to conduct those tasks by interacting with classmates and stage a real-life work environment to brainstorm and generate an understanding of the project requirements. 
Your project must comprise:
· a comprehensive, detailed and integrated project management plan
· a formal communications plan
· a devoted and project-based budget
· formal and planned involvement with a wide range of stakeholders
· a documented risk, issues and change-management methodology
· a quality plan with assurance and control processes
· a project team-based environment.
Evidence of the following is important:
· demonstration of human resources management for several complex projects
· knowledge of human resources management plans, tools, issues and likely challenges
To achieve competency, you are required to demonstrate knowledge, skills and experience to:
Performance Evidence
Evidence of the ability to:
· plan and allocate human resources to a project
· identify and organise project personnel training and development
· manage project personnel to achieve project outcomes
· apply human resource management (HRM) methods, techniques and tools to the project.
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:
· summarise human resource management (HRM) methods, techniques and tools
· explain strategies for managing project human resources and their application to different situations
· explain processes used to measure individuals' performance against agreed criteria
· explain techniques for managing and improving performance.
· summarise key organisational policies and procedures applicable to this role.
	STRUCTURE AND MARKING CRITERIA FOR ASSESSMENT TASKS:
I. TASK 1 – Written Responses (Total 15 marks for TASK 1)
Q1: Functional and dysfunctional project conflict (5 marks)
Q2: Importance of building relationship (5 marks)
Q3 Tools and techniques for human resources requirements and to build an effective team (5 marks)
II. TASK 2 – Portfolio of Evidence (Total 85 marks for TASK 2)
A. Plan Human Resources (45 marks Total)
1. Resource Matrix (7 marks)
2. Responsibility/Accountability Matrix (7 marks)
3. Responsibility Assignment Matrix (5
4. marks) 
5. Manage Conflict Resolution (4 marks)
6. Stakeholder Grid/Power (4marks)
7. Stakeholder Planning (12 marks)
8. Skills Analysis (5 marks) 
B. Implement Personal Training and Development (15 marks Total)
1. Performance Indicators (5 marks)
2. Training Need Analysis and Training plan (10 marks)
C. Lead the Project Team (15 marks Total)
1. Tools and Techniques to develop the team (5 marks)
2. External and internal factors influencing project team (5 marks)
3. Actions to minimize human resources impact on project (5 marks) 
D. Finalise human resources activities (10 marks Total)
1. Organisational Policies and Procedures to disband the project team (5 marks)
2. List of human resources issues and recommendations (5 marks)
TABLE OF CONTENT
	Content
	Pages
	Marks
	Marks Achieved
	TASK 1 – Written Responses (Total 15 marks for TASK 1)
	Q1: Functional and dysfunctional project conflict 
	
	5
	
	Q2: Importance of building relationship 
	
	5
	
	Q3 Tools and techniques for human resources requirements and to build an effective team 
	
	5
	
	TASK 2 – Portfolio of Evidence (Total 85 marks for TASK 2)
	A. Plan Human Resources (45 marks Total)
	1. Resource Matrix 
	
	7
	
	2. Responsibility/Accountability Matrix
	
	7
	
	3. Responsibility Assignment Matrix
	
	5
	
	4. Manage Conflict Resolution 
	
	4
	
	5. Stakeholder Grid/Power 
	
	4
	
	6. Stakeholder Planning 
	
	12
	
	7. Skills Analysis 
	
	5
	
	B. Implement Personal Training and Development (15 marks Total)
	1. Performance Indicators 
	
	5
	
	2. Training Need Analysis and Training plan
	
	10
	
	C. Lead the Project Team (15 marks Total)
	1. Tools and Techniques to develop the team 
	
	5
	
	2. External and internal factors influencing project team
	
	5
	
	3. Actions to minimize human resources impact on project 
	
	5
	
	D. Finalise human resources activities (10 marks Total)
	1. Organisational Policies and Procedures to disband the project team 
	
	5
	
	2. List of human resources issues and recommendations
	
	5
	
	Total
	
	100
	
The learner is required to update and adjust the page numbers and topics based on the amount of their content and the responses made to each task.
Last Updated 20th Nov 2019 by SC 
	Task 1 – Written Responses
(BSBPMG515 – 1.1-1.4,2.1-2.5,3.1-3.2, PE 1-4, KE 1-4)
Answer the following questions in the appropriate spaces below: 
All responses must:
This activity has been designed to assess your knowledge and understanding of managing project human resources within projects.
This task consists of questionnaires which reflect the knowledge of project management (PMBOK). The responses should include the following:
· Must be relevant to your project as stated in BSBPMG511 Manage Project Scope, unless otherwise stated. Responses should link to the theoretical aspects of project human resources management followed by relevant experience / exposure of your nominated project you recently or are currently working on to progress both your studies and your projects simultaneously. Your response to the questionnaires must relate to the same project topic chosen for BSBPMG511 Manage Project Scope subject unit. 
· However, if you have started with this subject topic as an initial attempt of this course, you must negotiate and discuss with your Assessor to consider a project that you recently or are currently working on or a project that you have worked in the past. 
· If workplace project exposure does not apply to you, you must negotiate with your assessor to use a scenario/case study examples that you will find on e-learning. However, case study examples are a suitable substitute where workplace examples cannot be provided. Case studies are available on e-learning. Theory answers without reference to your experience will not be assessed as satisfactory
· Demonstrate that you can or have applied what you have learnt to your project, regardless of whether you have undertaken all the performance requirements in your workplace
You will need to complete the relevant templates from each knowledge area which are provided, you may use templates from the text or from your workplace that provide evidence of your competency. 
<50% marks of the allocated marks for the questions and answers in Task 1, will be given for providing theoretical aspect and remaining 50% marks for providing the relevancy on how the information fits in within your project management functionalities. However, Assessor to assess if relevant theory and reflection of the student’s nominated project has been provided by the student as per the requirement of the tasks. Non-relevant answers will be considered not satisfactory >
 
 15 Marks
	Question 1: Explain the difference between functional and dysfunctional conflict on a project. State an example from your nominated project that reflects such conflicts and how can they be managed. (BSBPMG515 –2.1,2.2,2.3, 3.1,3.2,3.3, 3.4, PE 2,3,4, KE 4) 
<1 mark for stating the difference, 2 marks for detailed information, 1 mark to demonstrate relevancy to your project with an example and 1 mark to state the resolution. Total of 5 marks> 5 Marks 
	Functional conflict happens due to disagreement between two or more parties, upon work related / professional ground, which effectively yields a better outcome than initially planned / sought for. It’s a process of questioning objectively to the purpose andhow that can be achieved counterbalancing conflicting / constraining requirements.
For instance, A project manager wants to recruit the best / most expert resources. But there is a cost factor to the project. From a PM perspective, HR cost is usually not that significant KPI. However, from a HR manager’s / recruiting constant’s perspective, it’s a big KPI that impacts his / her performance. So, the conflicting role and relationship between PM and HRM are there as a part of the nature of the job and associated KPI. Often, negotiation requires to reach a middle ground in such situation to meet a productive outcome.
Dysfunctional conflict refers to unproductive conflict, which hinders the project objective, instead of supporting it. It often happens to politicize the workplace in different groups, which try to obstruct each other for personal gain, rather than professional / project objectives. For instance, two personnel in the same field often fail to agree upon a conclusion, just because of narrowmindedness, lack of openness and respect. 
Emotional intelligence plays a significant role in managing conflict. Objective confrontation, negotiation techniques, compromise are they key to resolute conflict. Prioritizing the big picture of achieving the goal and the objectives of the project can come all parties together to a common ground in such circumstances.
Opposite to conflict is “group thinking”, which is also bad in many circumstances. It lets issues go unchallenged, and unquestioned, which later on can cause project to fail because of too much narrow view of resolution. 
Functional conflict and group think must maintain a good balance to ensure that project becomes successful.
	Question 2: Why is it important to build a relationship before you need it? (BSBPMG515- 1.1,1.2,1.3, 1.4, 2.1,3.1, 3.3, PE 1,3, KE 2,4) 
<1 mark for your response and 2 marks for explanation and 2 marks for detailed information with example from your project. Total of 5 marks> 5 Marks
	
Establishing relationship is fundamental to project team members as well as other stakeholders (such as vendors, maintenance engineers, project governing bodies, solution architect, front-end developers, back-end developers, network security engineers, database administrators, business analysts, financial analysts, UX/UI designers, platform integration experts, marketing and sales leads, quality assurance lead, government regulatory authorities, etc.). This is due to several reasons:
1. Proven experience & knowledge – You have already worked with the resource in other projects. So, the expectation and delivery match accordingly.
2. Trustworthy referees – Often the referees hold a face value and reputation, which they don’t want to lose by referring an unskilled / incapable performer. Since, their reputation is on the line, they try to provide good resources. 
3. Applied expertise in related function – The job role and deliverables that are there pave the road to recruit from known sources, who can deliver in the context of enterprise environmental factors.
4. Long-lasting connection to back each other up, during the time of difficulties and challenges – Many times the project manager struggles in completing work, prioritizing issues and risks to unknown stakeholders. Known resources back each other up due to personal relationship and cross over the finishing line due to personal commitments, which is why building relationship is fundamental to achieve the project objectives.
	Question 3: For a recent project, describe the tools and techniques you applied when determining human resource requirements and allocated them to the project and how you built an effective project team that contributed to achieving project outcomes.(BSBPMG511 1.1,1.2,1.3,1.4,2.1,2.2,2.3,3.1,3.4,4.2, PE 1,4, KE 1-4) 
<1 mark for stating the tools and techniques, 2 marks for detailed information on how you built an effective team and 2 marks for detailed information with example from your project. Total of 5 marks> 5 Marks
	
There are many tools and techniques available for this. PMBOK outlines these explicitly. Before assigning resources in a project, it is very important to know the scope, outlining the deliverables, breaking the deliverables trough WBS, and integrating those tasks to overall completion of the project.
Following picture is the basis of understanding:
However, the answer to the question (tools and techniques) are not addressed upon the above-mentioned part. For that, I would request to read “9.1.2 Plan Human resource Management: tools and techniques” in PMBOK, page 261. It will give you a good sense how to use these tools and techniques in combination. 
The tools and techniques used for project HRM are fundamentally tied up in three areas.
· Organizational Chart and position description – you need to know who are working in related field in the organization in the company. You can request to assign that resource for a task. These can be done by viewing the organizational Chart (organogram), Responsibility chart, and/or role description. 
· Networking – This is a great way to find out specialized skilled persons. Often, meet-ups and seminars contribute to widening your network, who can be part of your project.
· Organizational Theories – This refers to the social relationship within the organization that contribute to solving problem. Often, start-ups are great example to achieve more with limited resources. Learning and experiencing as you go is the principle. This is good for skill development, but not very efficient way of solving problem. There can be costly mistakes along the way. 
· Expert Judgement: Consultants who have years of experience in a / few particular areas, can help identify the right candidate for the job.
· Meetings – Often role-play, solving business-case, presentation and Q&A sessions are conducted to find out the right candidates in right perspective. Meetings are carried out to take opinion of a pool of officials in the recruitment process to decide upon the right person for the job.
	Task 2 – Portfolio of Evidence
(BSBPMG515 – 1.1-14, 2.1-2.3, 3.1-3.2, PE 1-4, KE 1-4)
You must use the same project for all units in this course and must be relevant to your project as stated in BSBPMG511 Manage Project Scope, unless your nominated project changes during the course or cannot adapt to the performance requirements of any of the units of competency. If either or both events occur during your course, you must contact your assessor to find out what you need to do to continue to satisfy the course performance requirements and achieve competency.
The project must be in an organisation, business or you are operating as a consultant.
Your nominated project must have:
· a comprehensive, detailed and integrated project management plan
· a formal communications plan
· a dedicated and project-based budget
· formal and planned engagement with a wide range of stakeholders
· a documented risk, issues and change-management methodology
You will need to complete the relevant templates from each knowledge area which are provided, you may use templates from this assessment or from your workplace that provide evidence of your competency, however they must meet the required criteria of the tasks.
<50% marks of the allocated marks for the questions and answers in Task A - D, will be given for providing theoretical aspect and remaining 50% marks for providing the relevancy on how the information fits in within your project management functionalities. However, Assessor to assess if relevant theory and reflection of the student’s nominated project has been provided by the student as per the requirement of the tasks. Non-relevant answers will be considered not satisfactory>
1. Plan Human Resources								45 Marks 
 (BSBPMG515 1.1, 1.2, 1.3, 1.4, 2.1, 2.2, 2.3, 3.1, 3.2, 3.3, 3.4, PE 1-4, KE 1-4)You will need to complete the relevant templates from each knowledge area which are provided which are provided or create relevant template as required by the tasks. You may use templates from the text or from your workplace that provide evidence of your competency. 
 
<50% marks of the allocated marks for the questions and answers in Task A (1-7), will be given for providing theoretical aspect and remaining 50% marks for providing the relevancy on how the information fits in within your project management functionalities. However, Assessor to assess if relevant theory and reflection of the student’s nominated project has been provided by the student as per the requirement of the tasks. Non-relevant answers will be considered not satisfactory>
A1. Resource Matrix 								 7 Marks
(BSBPMG515 1.1, 1.2, 1.3, 1.4, PE 1,3,4, KE 1,2)
Complete the following matrix from your nominated project as stated in BSBPMG511 Manage Project Scope, using the template given below or you may use any workplace template of your choice for resource documentation detailing human resource requirements. 
The matrix is derived from the Work Breakdown Structure (WBS). For each task on the WBS you need to list the job title of the resource that you require and estimated time requirements. An example has been provided for your understanding. Please present your findings using similar methods. Provide at least 7 (seven) tasks. 
Note: The tasks must be as stated in your WBS, as per created in BSBPMG511 Manage Project Scope. If you are starting this subject unit as an initial start of this course, you are to create a WBS of your nominated project or you may use the WBS with this subject you recently or are currently working on or a project that you have worked in the past.
<1 mark for each activities/deliverable and associated data provided – total of 7 marks>
	Task
	Human Resource required
	Estimated time
	1. Consulting with the customer for Project Scope Identification (Requirement Collection)
	Business Analyst, Project Sponsor, Sales Lead, Marketing Lead,
	2 days
	2. Designing
	Architect, Civil Engineer
	2 days
	3. Development of detailed Project Plan
	Project Manager, Architect, Civil Engineer, Project Sponsor
	3 days
	4. Groundwork and base structure
	Project Manager * 30 days
Civil Engineer * 30 days 
10 Project Team Members * 30 days 
	30 days
	5. Walls and frame installation
	Project Manager * 30 days
10 Project Team Members * 30 days
	30 days
	6. Roof and Celling Installation
	Project Manager * 10 days
5 Project Team Members * 10 days
	10 days
	7. Flooring and Tiling
	Project Manager * 5 days
5 Project Team Members * 5 days
	5 days
	8. Installation of other Amenities
	Project Manager * 5 days
5 Project Team Members * 5 days
	5 days
	9. Surveying and Quality Check
	Project Manager * 2 days
1 Surveyor / Auditor * 2 days
	2 days
	10. Project handover and closing
	Project Manager * 1 day
	1 day
A2. Responsibility/Accountability Matrix 						7 Marks
(BSBPMG515 1.1, 1.2, 1.4, PE 1,3,4, KE 1,2)
Complete the following matrix for a project you have managed/nominated project, listing the deliverables in the first column and label each of the remaining columns with your projects team members’ names (Must refer your nominated project as stated in BSBPMG511 Manage Project Scope). Use the codes to indicate each person’s role. An example is given as follows. Provide at least 7 (seven) activities/deliverables. 
Note: The phases and/or tasks must be as stated in your WBS, as per created in BSBPMG511 Manage Project Scope. If you are starting this subject unit as an initial start of this course, you are to create a WBS of your nominated project or you may use the WBS with this subject you recently or are currently working on or a project that you have worked in the past.
<1 mark for each activities/deliverable and associated data provided – total of 7 marks>
* Note: for one task, there can be maximum 1 role / person accountable. 
	Responsibility / Accountability Matrix
	 Person
Phase/Tasks (WBS)
	Business Analyst
	Project Manager
	Civil Engineer
	Architect
	Surveyor
	Sponsor
	1. Consulting with the customer for Project Scope Identification (Requirement Collection)
	A
	
	P
	I
	
	R, S
	2. Designing
	C
	R, I
	I
	A
	
	R, S
	3. Development of detailed Project Plan
	R, P
	A, S
	I, P
	I, P
	
	R, S
	4. Groundwork and base structure
	
	R
	A, S
	P
	R
	
	5. Walls and frame installation
	
	R
	A, S
	P
	R
	
	6. Roof and Celling Installation
	
	R
	A, S
	P
	R
	
	7. Flooring and Tiling
	
	R
	A, S
	P
	R
	
	8. Installation of other Amenities
	
	
	A, S
	R, S
	
	
	9. Survey & Quality Check
	
	
	
	
	A, R, S
	
	10. Project handover & closing
	
	A
	
	
	
	
	P = participate	A = Accountable R = Review	I = Input required S = Sign off required
A3. Responsibility Assignment Matrix 						 6 Marks
(BSBPMG515 1.1, 1.2, 1.4, PE 1,3,4, KE 1,2) 
Complete the following Responsibility Assignment matrix for a project you have managed/nominated project, and create the list for organising a project team, and a Roles and Responsibility Table for documenting all the members of a project team. (Must refer to your Project Team members as stated in BSBPMG511 Manage Project Scope.)
Note: The tasks must be as stated in your WBS, as per created in BSBPMG511 Manage Project Scope. If you are starting this subject unit as an initial start of this course, you are to create a WBS of your nominated project or you may use the WBS with this subject you recently or are currently working on or a project that you have worked in the past.
This is RACI Matrix, as you read in 9.1.2 in PMBOK. Note in the following picture that for 1 task there is maximum 1 role / person accountable. Rest can be many.
Provide at least 6 (six) tasks as per your nominated project. 
<1 mark for providing each tasks and associated data provided – total of 6 marks>
	Task
	Who is responsible for completing the task? (whole or part)
	Who is accountable for ensuring this task is done? (With what individual does the buck stop?)
	Who should be consulted about it?
	Who should be informed that it is being/has been done?
	1. Consulting with the customer for Project Scope Identification (Requirement Collection)
	Business Analyst (Requirement Collection and project scoping)
	Business Analyst
(Accountable)
	Architect,
Sponsor,
Civil Engineer,
	Project Manager
	2. Designing
	Architect
Civil Engineer
	Architect, 
	Civil Engineer,
Business Analyst
	Project Sponsor
	3. Development of detailed Project Plan
	Project Manager,
Business Analyst
	Project Manager
	Architect,
Civil Engineer
	Project Sponsor
	4. Groundwork and base structure
	Civil Engineer,
Site Manager,
Masonry,
 Pile Specialist 
	Civil Engineer
	Project Manager,
Architect
	Project Manager,
Project Sponsor, 
Client
	5. Walls and frame installation
	Masonry,
Fitters,
Carpenters,
Plumbers,
Steel joiners,
Project Manager,
Civil Engineer,
	Project Manager,
	Architect,
Interior Designer,
Site Manager,
Surveyor
	Project Sponsor, 
Client
	6. Roof and Celling Installation
	Project Manager,
Civil Engineer,
Site Manager,
Roofer
	Project Manager,
	Architect,
Interior Designer,
Site Manager,
Surveyor
	Project Sponsor, 
A4 Manage Conflict Resolution				 			 4 Marks
(BSBPMG515 3.1, 3.2, 3.3, 3.4, PE 2,3,4, KE 1,2,4)
Provide your project conflict resolution process. Provide an example where you resolved conflict in the table below:
Consider your inter and intra project resources and list some positive and negative outcomes of conflict.
Provide at least 2 (two) conflicts in each section as per your nominated project and also state the resolution for each conflict. 
<0.5 mark for each conflict and 0.5 mark for each resolution process – total of 4 marks>
	Positive (2 Marks) 
(Functional Conflict)
	Negative (2 Marks) 
(Dysfunctional Conflict)
	Opportunities to consider other perspectives
	Increased hostility among the team and/or stakeholders
	Conflict: The architect and the civil engineer had adispute regarding which approach is better in construction of the bathroom in the property.
Resolution: Both parties put their views on the table, and the project manager mediated them in presence of other civil engineers and architects to vote and resolute based upon rationale.
	Conflict: The Steel-joiner and the site manager disputed where to store materials. They were putting their personal prerogative and authority in the project for imposing their individual preferences, which had nothing to help in project accomplishment. 
Resolution: The project manager intervened and put forth the lack of value in the dispute in terms of project accomplishment.
	Conflict: The Business Analyst proposed a last-minute change in the project plan, which the project manager indicated that would increase cost and delay the delivery of the project by 10% and caused conflict of interest.
Resolution: Both parties went to the project sponsor and the decision made to create a new baseline for the scope changes.
	Conflict: Two painters were not coordinating their work due to personal clash, which they experienced since the earlier project. This led to complaint against each other and gossiping. It was hindering the work-environment in the project site.
Resolution: The project manager warned that the continuation of such behaviours will lead to replacing both of them with alternative resources from other projects. This made them letting go of their personal clash and achieving of the project objectives mutually.
A5. Stakeholder Grid/Power						 	4 Marks
(BSBPMG515 1.1, 1.2, 1.4, PE 1,3,4, KE 1,2)
Consider the stakeholders in your project/project that you have managed. 
Using the Stakeholder Power/Interest Grid shown below, classify them by their power over your work and by their interest in your work. Someone's position on the grid shows you the actions you are required to undertake.
Provide at least 1 (one) in each quadrant as per your nominated project. 
<0.5 mark each for the Stakeholder provided and 0.5 mark for each role they play – total of 4 marks>
			POWER
	High
Low
	
 (Manage closely) Council
Surveyor
	
(Keep satisfied) 
Customer
Sponsor
	
	
	
Monitor (minimum effort)Suppliers
Project Labourers
	
(Keep informed)Civil Engineer
Site Engineer
Risk Auditor
	
	
			Low		INTEREST			High
	
A6. Stakeholder Planning															12 Marks
(BSBPMG515 1.1, 1.2, 1.3, 1.4, 2.1, 2.2, 2.3, PE 1,3,4, KE 1,2)
 Complete the Stakeholder Planning Sheet provided below for a project you have been involved in: (all areas of the template must be used) 
<You are required to document at least 5 Stake holders and provide the associated data that has been provided within the table. 
1 mark allocated for providing 5 Stakeholders (total of 1 mark for all 5 of them), 1 mark allocated to each associated power & interest data (total of 1 mark for all 5 of them), 2 mark for Key interests & Issues (total of 2 mark for all 5 of them), 1 mark for Current Status (total of 1 mark for all 5 of them), 1 mark for Desired Support (total of 1 mark for all 5 of them), 2 marks for Actions desired (total of 2 mark for all 5 of them), 1 mark for messages needed (total of 1 mark for all 5 of them) and 2 marks for Actions & communications (total of 2 mark for all 5 of them) . This totals the Stakeholder planning of 12 marks>
	Stakeholder Name 
(1 Mark) 
	Power & Interest 
(1 Mark)
	Key Interests and Issues 
(2 Marks)
	Current Status[footnoteRef:1] [1: Advocate, supporter, neutral, critic, blocker] 
(1 Mark)
	Desired Support[footnoteRef:2] [2: High, medium or low] 
(1 Mark)
	Desired Project Role[footnoteRef:3] [3: If any] 
(1 Mark)
	Actions Desired[footnoteRef:4] [4: If any] 
(2 Marks)
	Messages Needed 
(1 Mark)
	Actions & Communications (2 Marks)
	Mark
	High (Power), High (Interest)
	Meeting constraints (cost, time, scope and quality defined)
	The project progress report has been shared with EVM parameters
	Change Request Approval processing
	Project Sponsor
	Approval, Consultation with customers and Council (when needed) 
	Project Status Report
	Share weekly Project Status Report, Meeting, and seldom site-visit
	Ben
	High (Power), High (Interest)
	Meeting constraints (cost, time, scope and quality defined)
	The project progress report has been shared with EVM parameters
	N/A
	Customer
	Review of work completed
	Project Status Report
	Share Monthly Report, Meeting, and seldom site-visit
Note: I am just Providing 2 examples. You have to provide 5.	
Project Human Resources Management Assessment Task, v2, Last Updated 25 May 2019 Page 13 of 20 
To assist you with the stakeholder planning above (Task A6), you may consider working through the following steps given below to carry out a Stakeholder Planning and complete the sheet provided above:
Step 1	Update the Planning Sheet with Power/Interest Grid Information 
Based on the Power/Interest Grid you created, enter the stakeholders' names, their influence and interest in your project and your assessment of where they stand.
Step 2	Plan Your Approach to Stakeholder Management
The amount of time you should allocate to Stakeholder Management depends on the size and difficulty of your projects and goals, the time you have available for communication and the amount of help you will need to achieve the results you want. Help includes project sponsorship, advice, expert input and product review. 
Step 3	Think Through What You Want From Each Stakeholder
Work through your list of stakeholders to identify the levels of support you want from them, the roles you would like them to play (if any) and the actions you would like them to perform. Record this in the ‘Desired Support’, ‘Desired Project Role’ and ‘Actions Desired’ columns.
Step 4	Identify the Messages You need to Convey
Identify the messages that you need to convey to stakeholders to persuade them to engage with the projects. Typical messages include benefits to the individual or organization. 
Step 5	Identify Actions and Communications: 
Finally, work out what you need to do to win and manage stakeholder support. With the time and resource, you have available, identify how you will manage the communication to and the input from your stakeholders, focusing on the high-power/high-interest stakeholders
A7. Skills Analysis of available team members							5 Marks
(BSBPMG515 1.1, 1.2, 1.4, 2.1, 2.2, 2.3, PE 1-4, KE 1,2,3)
To ensure appropriate analysis of assigning resources to task, build up the following matrix by identifying your project’s resources pool. Consider their skill sets, availability, charge out rates and mapping the resources to the required task. Your team members must relate to, as stated in BSBPMG511 Manage Project Scope. 
Please ensure your project team members details relate to the data you provided in Task 2 A (1-3). 
<1 mark for providing the tasks of your project, 2 marks to state the team members and 2 marks to state the associated codes – total of 5 marks>
	
	Name Ana
(Business Analyst)
	Name Ben
(Civil Engineer)
	Name Comey
(Architect)
	Name Dimitrov
(Site Engineer)
	Task 1
	· Negotiation (4),
· Moderation, (1)
· Communication (written and oral) (4)
· Taking Functional and non-function Requirements (4)
	· Estimation of cost, timeline and resource requirement (4)
	· Designing (4)
· Communication (2)
	- Managing stakeholder (4)
- Functional Conflict Resolution (2)
	Task 2
	
	
	
	
	Task 3
	
	
	
	
	Task 4
	
	
	
	
	Codes
	4 = proficient
	3 = good
	2 = adequate
	1 = poor
A. Implement Personal Training and Development					15 Marks
(BSBPMG515- 2.1, 2.2, 3.1, 3.2, 3.3, 3.4)
You will need to complete the relevant templates from each knowledge area which are provided which are provided or create relevant templateas required by the tasks. You may use templates from the text or from your workplace that provide evidence of your competency. 
 
<50% marks of the allocated marks for the questions and answers in Task 2 B (1 & 2), will be given for providing theoretical aspect and remaining 50% marks for providing the relevancy on how the information fits in within your project management functionalities. However, Assessor to assess if relevant theory and reflection of the student’s nominated project has been provided by the student as per the requirement of the tasks. Non-relevant answers will be considered not satisfactory>
B1. Performance indicators							 5 marks
(BSBPMG515- 2.1, 2.2, 3.1, 3.2, 3.3, 3.4)
Provide a performance report by developing performance indicators for any one member of your project team. Describe the process by which you developed those indicators and the process by which you are going to communicate those expectations to your team. Your organisation will likely have policies and procedures around this activity.
Ensure the indicators:
· That links individual performance to the team goals
· Measures performance against an agreed criteria/ key performance indicator
· Include performance improvement strategies and development plans.
You may choose to do this task using tables. Suggested template is given below for your understanding. You may incorporate your findings in the provided template or create your own. Please demonstrate your performance report for one of your team members based on the need of your project using a table.
State the process of development of Performance Indicators: 			1 mark 
< INSERT ANSWER HERE >
There is no “one-size fits all” process for KPI development. There are multiple ways to do it. Typically, the tasks that an individual will perform are in focus. Then the desired result in the project comes into play. From there, the matrix of role and responsibility gives HR manager a set of items that a person must be able to do. From there, the monitoring of those functions is broken down into quantitative metrices, assigning what it means to achieve over, below, and just meeting expectations. A new candidate is evaluated by that basis. Alternatively, a mature employee may create a self-defined KPI chart and present it to the PM / functional line manager, which results to negotiation and final determination. However, most of the companies, put a weight upon individual achievement, and rest weight of Project / Organizational achievement under KPI to balance the collaboration and overall achievement. 
 
Please complete the following form with details of one of your team member’s performance: Ensure team member is relevant to Task 2 A (1-3 & 7). 
You may conduct this task (if needed or supportive to identify your findings) by interacting with one of your classmate and stage a real-life work environment to brainstorm and generate an understanding on team effort and their contribution with a project. Through such an interaction approach you can generate ideas on methods to communicate and what could be the performance level of that team member and any input and/feedback that could be provided, to support your findings. You may take the role of the Project Manager and assume your classmate to act as the team member. 
4 marks
	Team Member’s Personal Report Form 
	Name
	Title
	Date
	
Ana
	
Project Business Analyst
	
7-Aug-20
	Job Description (0.5 mark) <state what the member’s job description is for the role he plays in the project>
	· Outlining Project Requirements and Project Statement & Charter
· Facilitation and Moderation with cross-functional project team and external stakeholders
· Creating business case, analysis, outlining problems, opportunities and solutions
· Financial modelling
· Variance Analysis
· Pricing & Negotiation
	Qualification/s and or Experience (0.5 mark) <what qualifications/experiences does he/she possess to be suitable to take the role/for the position of the project>
	· University graduate in Accounting / Business Analysis / Finance / Project Management
· Minimum 2 years of experience of Business Analysis in Real-estate industry in Australia
· Certification like CCBA / CBAP is highly preferred, but not essential
· Experience of managing cross-functional team in a matrix organization
· Experience in stakeholder management, reporting and project coordination
· The financial and risk modelling have to be carried out as and when required
	Team Performance Objective: (0.25 mark) <state what his/her goals are to work within the project team to achieve the overall project objective>
	- Coordinating and managing project scope under the supervision of Project Manager
- Facilitation / Moderation of meetings / workshops / interviews / Focus Group discussion to reach actionable consensus
- Achieving project completion through collaboration of other team members 
	Individual Key Performance Indicator: (0.25 mark) <state what his/her individual goals/targets are to achieve the overall project objective>
	· Taking project requirements and outlining project scope in given timeline
· Estimation of project cost and project benefit
· outlining business case
	Key Outcome: (0.5 mark) <what is the expected key results of his/her performance to achieve within the project>
	- The project scope requirements should be accurate and realistic, with a variance of 0% ~ 10%.
- The project cost estimation should be sourced from nominated vendor lists through RFP and RFQ within the constraining time, with a tolerance of 0% ~ 10%.
- The accuracy of cost estimation has to be prevalent with a variance of 0% ~ 10%.
	Observation of Performance: (0.5 mark) <how have you/others observed his/her performance to be within the project, including any feedback from other members within the team>
	· Peer-appraisal: The Peer appraisal took place in the cross-functional project team, where the behavioral (coordination, communication, support) aspects were evaluated upon a statistical scale of 0 to 5. The team members rated each other.
· Appraisal from line manager: The line manager checked his KPI as per the performance evaluation criteria set at the beginning for his role.
	Proposed Development Need and Opportunity Identified (0.5 mark) <what areas and/or performance have you identified that he/she may need to improve or allow an opportunity to excel her performance>
	
There is a need of training in “moderating a meeting”, while reaching the decisions and objectives in a limited timeframe.
	Stakeholder present: (e.g. Sponsor, Investors, Client, or team members) (0.5 mark) <who were present and/or conducted this performance appraisal>
	Project Manager, Project Sponsor, PMO (Program Management Office) Director
	Feedback received from Stakeholder: (e.g. Sponsor, Investors, Client, or Project Manager) (0.5 mark) <what feedback did he/she state during this performance appraisal>
	The stakeholders agreed that the Business analyst had a great way of rationalizing and winning the contract. However, the Business Analyst often took more time to convince, resulting to booking additional meeting with the client to get him/her onboard. The PMO Director suggested that the Business Analyst take a lesson on meeting moderation.
Last Updated 20th Nov 2019 by SC 
B2. Training need Analysis and Training Plan													10 Marks
(BSBPMG515- 2.1, 2.2, 3.1, 3.2, 3.3, 3.4, 4.2,PE 1-4, KE 1-4)
Undertake a training needs analysis for your team and write a proposal for a training plan for approval by the higher authority. The plan should be compliant with your organisation’s policies and procedures and validate involvement of your human resources department in the development of the plan.
You may use the template below or any other template from your workplace. Provide at least 5 (five) symptom andassociate evidences as stated in the table. 
You may conduct this task (if needed or supportive to identify your findings) by interacting with one/two of your classmates and stage a real-life work environment to brainstorm and generate an understanding on team effort and their contribution within a project and identify areas that may require training. Through such an interaction approach you can generate ideas on methods to communicate what could be the performance level of team members, ways to identify cause and how to provide them opportunities to improve. This is to support you with your findings. You may take the role of the Project Manager and assume your classmates to act as the other key stakeholders.
<You are required to document at least 5 symptoms and provide the associated data within the template. 2 marks allocated for all 5 data of symptoms provided (total of 2 marks for all 5 data), 2 marks allocated for problems provided – in which 1 mark for all 5 data of causes and 1 mark for all 5 data of methods (total of 2 marks for all 5 data), 2 marks allocated for training provided – in which 1 mark for all 5 data of method and 1 mark for all 5 data of objective (total of 2 marks for all 5 data), 2 marks allocated for all 5 data of possible costs provided (total of 2 marks for all 5 data), 2 marks allocated for all 5 data of expected outcome provided (total of 2 marks for all 5 data). This totals the training need analysis and training plan of 12 marks.>
Training Needs Analysis Work Sheet: (all areas of the template must be used)
	Symptom (2 Marks)
	Problems (2 Marks)
	Training (2 Marks)
	Possible Costs (2 Marks)
	Expected Outcomes (2 Mark)
	
	Cause (1 Mark)
	Method (1 Mark)
	Method (1 Mark)
	Objective (1 Mark)
	
	
	75% cases of the last 1-year projects, the customer signed off the agreement on the third meeting instead of the second meeting. 
	Lack of customer analysis before meeting
Lack of using formal meeting agenda.
Shyness of interrupting the talkative / most vocal participants
	The stakeholders involved in appraisal agreed to present the statistical evidence of delayed sign-off occurrences in past 1 year.
	There are multiple training providers that coach “Effective Meeting Moderation Training”.
	Reduce the timeframe to get the client sign up agreement by the end of second meeting.
	$ 2500
	In 75% cases next year, the customer will sign up new agreement in 2 meetings.
Last Updated 20th Nov 2019 by SC 	
	
B. Lead the project team 							 15 Marks
(BSBPMG515- 1.3, 1.4, 2.1, 2.2,2.3, 3.1,3.2,3.3,3.4,4.1, PE 1,3,4, KE 1,2,4)
<50% marks of the allocated marks for the questions and answers in Task 2 C (Q1 – Q3), will be given for providing theoretical aspect and remaining 50% marks for providing the relevancy on how the information fits in within your project management functionalities. However, Assessor to assess if relevant theory and reflection of the student’s nominated project has been provided by the student as per the requirement of the tasks. Non-relevant answers will be considered not satisfactory>
	Question 1: Explain the tools and techniques would you use to develop your team. Why are these suitable? (BSBPMG515 –1.3, 1.4, 2.1, 2.2,2.3, 3.1,3.2,3.3,3.4,4.1, PE 1,4, KE 1,2) 
<1 mark for identifying the tools and techniques and 4 marks for explaining your decision and its suitability. Total of 5 marks> 5 Marks
	
The PMBOK enlists the tools and techniques that you use to develop project team as follows. I can talk about 3 to 4 of them here to give you some ideas. Nonetheless, you can pick from any of the tools and techniques and describe how you used it. 
Training: Often, there are technical expertise required to do certain tasks, which can be addressed by subject matter training. Nonetheless, there are behavioural training as well, such as Agile (example, CSM - Certified Scrum Master) training provides a lot of emphasis on agile manifesto, principle, honesty, PMP training emphasizes on Ethics, etc.
Team-building activity: These are typically non-work-related activities. It can be as simple as socializing after work / barbeque party, camping, etc., where people get to know others personally. It helps breaking the ice and be comfortable in a team setting. It also helps to develop empathy and receptive to others’ situation in a much humane way. 
Ground rules: Usually this comes from enterprise environmental factors, such as organization culture, norms and values. Project managers often lay out the line. For instance, how to raise a point / motion without intervening others’ speech, how to behave in someone’s absence (no to talk in others’ back), and how to value time (often the Indian subcontinent considers 30 mins delay acceptable, whereas other cultures may not), and many other behavioural aspects.
Personnel Assessment Tools: These are tied up to appraisals, which can result to bonus, promotion, and other forms of monetary non-monetary (such as Award / Certificate) benefits.
	Question 2: Give an example where individual or project team performance or morale was influenced by external or internal factors. (BSBPMG515- 3.2, 3.3, 3.4, PE 3, KE 2,4) 
· How was this identified? (2 marks)
· What remedial action did you take? (3 marks)
 5 Marks
	
One of the tasks in the critical path of the project had issues with the supplies. The supply was delayed by 2 business days, resulting 4 human resources staying unutilized for those 16 hours. However, the next work package (successor) was not flexible in terms of schedule since the skilled human resources for that specific task were scarce and only available for pre-planned time slot. But, the project manager identified the issue that there was no provision for overtime in this task. This meant that the resources who stayed unutilized for 2 days, must achieve almost 25% more for the remaining days. This caused the team-members’ morale down. The project coordinator recognized that the team members were trying to finish the tasks quickly, causing mistakes, and lack of quality than acceptable. 
Immediately, the project coordinator addressed the issue to the project manager. The project manager calculated the increase of the cost if overtime is allocated, which was in his tolerance for the work package. He immediately granted overtime for that task. This eased out the pressure. The team members no longer worried that they would have to put free effort. 3 out of the 4 resources took the opportunity to work overtime to complete the task with accepted quality requirements. That’s how the project manager reduced the impact.
	Question 3: You have been told that one of your critical human resources is not available for the time required – what action would you take to minimise impact to the project if this resource was: 
(BSBPMG515- 3.2, 3.3, 3.4, PE 3, KE 2) 
· Internal (2.5 marks)
· External (2.5 marks) 
 5 Marks
	Internal Resource:
If an internal resource is not available, it is recommended to talk to that functional head to check if any alternate / proxy resource can represent/participate/work on his/her behalf to minimize impact in the project. Most often, the department / functional head coordinates in such cases. Nonetheless, if it is not possible, the project manager can check if the sequential (successor) work packages can partially start the work sothat delay on the predecessor work package has negligible impact that is covered by the set tolerance. However, in the worst-case scenario, whereas the allocated tolerance in hand of the project manager is not enough to bear the impact, it is important to escalate the issue as per the escalation matrix set in the project.
Please read about escalation matrix from the link below:
https://www.tacticalprojectmanager.com/templates/project-escalation-matrix-template-excel/#:~:text=An%20escalation%20matrix%20defines%20who,can%20potentially%20help%20you%20with.
External Resource:
Usually external resources are managed by the procurement team upon contract basis. In order to minimize impact, procurement team takes account of a pool of suppliers in their ERP (Enterprise Resource Planning) Systems. They hold the provision to alternate suppliers if a certain KPI (in our case resource on time) cannot be met. However, there are exclusive / scarce items (human resource with specialised skill sets), which may not be available from other suppliers. In such case, the best approach is to ensure that higher tolerance / buffer is placed during the schedule planning. Nonetheless, even after putting high tolerances for such work packages, it may not be sufficient to cover impact. Similar to the internal resource scarcity, escalation matrix is the way to go to report such issue to the sponsor, so that the necessary changes in the project baseline are implemented unless any resolution is reached.
C. Finalise human resource activities							10 Marks
(BSBPMG515- 3.2, 3.4,4.1, 4.2, PE 1,3,4, KE 1,2) 
<50% marks of the allocated marks for the questions and answers in Task 2 D (Q1 & Q2), will be given for providing theoretical aspect and remaining 50% marks for providing the relevancy on how the information fits in within your project management functionalities. However, Assessor to assess if relevant theory and reflection of the student’s nominated project has been provided by the student as per the requirement of the tasks. Non-relevant answers will be considered not satisfactory>
D1. Answer the following question
	Question 1: Describe how the team is disbanded – how this follows organisational policies and procedures. (BSBPMG515 –4.1, PE 1,3,4, KE 1,2) 
<3 mark for stating how your team was disbanded and 2 marks for explaining how it follow the organisational policies. Total of 5 marks> 5 Marks 
	The project team disbands in its adjourning phase. In this phase, the project documentations are completed, the lessons learned are finalized, and lastly the official sign-off takes place in regard to project handover. The team members disband and either go back to their business-as-usual function (if they are permanent employees of functional or balanced matrix organization), or they start looking for next project.
Some projects have project in overall and team-members’ final appraisal before the disband takes place (mostly in matrix organization). If there were any commitment, such as bonus / promotion / recognition (award) tied upon meeting special commitments, those are evaluated and put forth. The team members receive their share according to the policy and the procedures of the organization.
Moreover, if there was any conflict / confrontation within team members, the project manager tires to resolve it before the official disbanding of the project team. It’s better that the project does not leave behind a scar / emotional baggage within the team members.
Lastly, if there is any confidentiality agreement (due to the nature of the project, competitive advantage of the client / parent company), it is reminded to the project team members to adhere the agreement clause once again before final official adjourning of the team.
Tell me what took place in your case. There could be many cases involved, such as appraisal, product warranty, 
D2. List at least 5 (five) human resource issues you may have experienced on the project (in the table below) including a recommendation for future projects. (BSBPMG515- 3.2, 3.4, 4.2, PE 1,4, KE 1,2,4) 
 5 Marks
<0.5 marks allocated to identify each human resources management issues and the dates (2.5 marks in total of 5 human resources management issues), 0.25 marks allocated to state recommendation( 1.25 marks in total of 5 state recommendation), 0.25 marks allocated to providing lesson learnt raised ( 1.25 marks in total of 5 lesson learnt. Total of 5 marks> 
	Date
	Description of problem/opportunity
	Recommended Action for next time/project
	Lesson Learnt Raised By
	3-Jul-20
	Personal (dysfunctional) conflict between site manager and steel joiner was politicising and hurting the work environment.
	Instead of going into very detail to understand the source of personal clash, it is better to see if there is any value generated in achieving project objective.
	Dysfunctional conflict must be avoided by consultation and putting forth the big picture
	15-Jul-20
	Frustration in team members due to many change requests was delaying task completion in critical path
	Escalation of the unnecessary intervention of the client was pitched to sponsor, so that he governs the adherence of the change request policy and procedure. It helped the workers to concentrate upon the planned tasks.
	Explicitly clarifying change request policy and procedures in the contract is essential to ensure seamless project governance.
	21-Jul-20
	Lack of communication and coordination between two team members delayed paint job completion
	For predecessor and successor tasks, as well as parallel work packages, there should be some time allocated for coordination and communication 
	Blame-game can be avoided through time allocation for communication & coordination
	31-Jul-20
	Delay in supply of one raw material increased time-pressure to the team-members upon completing one task in inflexible, tight timeline. The team members were making mistakes due to hastiness and blaming each other.
	The critical path in the project needs to be monitored vigilantly. This applies not only to the existing task in hand, but also the incoming supplies. In case, such issue cannot be avoided, it is worthwhile to allocate overtime payment and still allow the workers to complete the task without compromising quality. There was no overtime, which affected the team morale.
	If there is a provision to have alternate suppliers for the work-packages in the critical path, it should be explored to ensure that there is no procurement or logistic delay. 
Moreover, there should be provision of overtime for the tasks in the critical path to ease the deadline without compromising quality. 
	3-Aug-20
	Some of the team members were taking too much time and attention, which was disallowing the other members to express their opinion. This was hurting the effectiveness of the meeting
	Before scheduled meeting, circulation of agenda and taking written / recorded opinions helped manage to minimize the time involvement and effective meeting outcome without excessive iteration on one point.
	Agenda, opinion poll, room for open-ended comment, issue escalation in digital medium can be less intimidating to a shy project member. Plus, this can increase the effectiveness of the meetings. 
END OF ASSESSMENT
Last Updated 20th Nov 2019 by SC