Activity 1A

Concept proposal
 Persuade stakeholders to invest
 Highlight the part of the organisation that is underperforming and likely
impact on strategic goals
 Justify the need for the project
 Suggest the preferred materials, suppliers, and resources
 Investment and resources required
 Benefits.

Feasibility study
 Description of the project and project objectives
 Timeline
 Costs and budgeting
 Purpose
 Market analysis
 Resources required
 Proposed methodology
 Management and team structure
 Observations
 Outcomes

Project initial documentation

 Contract documentation

 Executive team instructions

 Life cycle approval gateways

 Output from prior project.

 Activity 1B

Market focus
← It is designed to unite and motivate stakeholders towards a common goal
and usually sets out the company’s values and beliefs. It contains:
←
o the target market of the organisation
o the geographical limits of the organisation
o how the organisation intends to survive, grow and prosper
o the organisation’s philosophy
o the desired image of the organisation

Strategy plans
should be reviewed regularly and modified to reflect changes within the
organisation. A strategy plan should:

o set out goals for the medium term (two to four years)
o be completed by the organisation’s director or owner
o containstrategicgoalsandnotfocusondaytodayissues
o berealistic,balancedandcriticalo be reviewed regularly
o documented

Values and ethics

It is often referred to as corporate social responsibility and includes

consideration for:
o the environment
o the community
o diversity
o charitywork
o global issues.
Activity 1C

Project objectives, outcomes and benefits may include:

 Expected benefits to be achieved for organisation and business

 Measurable project product statement
 Short and long-term outcomes for the organisation.
Activity 1D

Organisation chart

An organisational chart is a diagram that depicts the structure of an organisation

in terms of authority and hierarchy. It also demonstrates the relationships
between each member of the organisation. They are usually pyramid shape with
the director at the top followed by senior management, middle management and
employees at the bottom. People are usually denoted by a rectangle; the bigger
the rectangle the more authority that person has. An organisational chart can be
used to map out roles and responsibilities of each member of the project team
and each department if your project is on a large scale. It might be that you have
more than one organisational chart for different functions within the project.
Activity 1E

← Broad stakeholder identification and their respective roles

and responsibilities – an organisation chart should be used to identify
each stakeholder and their level of authority within the hierarchy, and a
work breakdown structure to detail the roles and responsibilities of each
project team member
←
← Consolidated project initiation documentation (PID) –
all initial project documentation that was gathered in chapter 1.1 will
have been put together in one document to form the PID. The PID details
all the major aspects of the project and the way in which it will be
managed. The PID is the document that is sent up to senior management
and stakeholders for approval and sign off before the project can begin.
Some smaller projects may not use a PID, preferring to use the project
charter as the document that governs the management of and approach to
the project. A PID typically contains the following information about the
project:
Activity 2A

A WBS is a deliverable-based hierarchical structure that breaks down the

objectives into the deliverables and sub-deliverables required to realise the
objectives. It resembles an organisation chart but deliverables replace the names
and roles of employees. A WBS should not be confused with a project schedule
which documents the project tasks and activities required to produce the
deliverables. A WBS is a simple document that determines the deliverables only.
In doing so it maps out the scope of the project by only containing deliverables
that are within the scope; any out-of-scope and unnecessary deliverables will
cause confusion and waste project resources. It is therefore important that you
check the alignment of deliverables with objectives.
Activity 2B

Monitoring and controlling stage

Generic Client Project objective Agreed outcome
requirement requirement issues

Monitoring and Since this The Control Costs This process is

reviewing all process process belongs to part of the Project
processes in involves the the Project Cost Stakeholder
execution stage formal Management Management
acceptance of knowledge area. knowledge area. It
the completed The key outputs of involves managing
project this process are stakeholders and
deliverables, work performance the strategy used
some outputs information, cost to engage them.
are accepted forecasts, and Key outputs of this
deliverables, change requests. process are work
change The project performance
requests, work management plan information and
performance and project change requests.
information, documents may Meetings and
and updates to also need to be expert judgment
the project updated. are key techniques
documents. used in this
process.

Identifying and This process is This process is As listed above,

preventing risks part of the Project part of the Project the Monitoring
Communications Risk Management and Controlling
Management knowledge area. It process group has
knowledge area. It involves tracking several processes.
involves making identified risks, By using these
sure the which are processes,
communications documented in projects that are
needs of the risk register, not going
stakeholders are and identifying according to plan
met throughout new risks. The are brought back
the project. process can on track. The
Therefore, outputs trigger change processes in this
such as work requests, which process group
performance can include trigger processes
information and corrective and in other process
change requests preventative groups. For
are part of this actions. example, project
process. And, as plans may be
expected, tweaked based on
 meetings are the work
critical to this performance
process. information

Minimising Collecting and Quantifying and If there have been

changes to reporting reporting quality adjustments to the
project performance data control issues are budget, timeline,
is important to necessary – and or the desired
complete proper ongoing – to end-product, it is
forecasting with support the important to re-
regard to timeline accuracy and visit the
and phasing. responsiveness of documentation
Keeping the project. Based related to the
stakeholders on findings from scope and mitigate
aware of team monitoring, any unresolved
progress toward process challenges.
benchmark goals adjustments can Maintaining
supports positive be made. effective
project relations. communication
with stakeholders
and related
constituents will
keep everyone
updated and
engaged in the
project’s success.

Activity 2C
Project integration
Project function How is it interdependent on
project integration?

Communication

Human resources

Procurement and contracting

Cost

Quality

Risk

Scope

Time