Task 1 – Knowledge Questionnaire
| Task summary and instructions | |
| What is this assessment task about? | The following units of competency have been clustered for delivery and assessment:
· BSBPMG630 Enable program execution · BSBPMG635 Implement program governance · BSBPMG636 Manage benefits The units have been clustered in one module called ‘Support program execution’. This assessment is a written questionnaire with a mix of objective and subjective questions. The questionnaire is designed to meet the knowledge required to meet the units’ requirements safely and effectively. The questions focus on the knowledge evidence required for these units of competency: BSBPMG630 Enable program execution · methods used to construct future state scenarios · internal and external factors and issues likely to cause changes to: o desired future state o program execution approach o business case · business case development processes, documentation and presentation · program execution approaches · program governance models · knowledge management system · financial, legal and contractual obligations. BSBPMG635 Implement program governance
· techniques for the use and purpose of program controls · functions of audit and/or compliance requirements for a program · plans to rectify program compliance problems · decision-making processes in the program context · methods to support skill development support within a program. BSBPMG636 Manage benefits
· components of different benefit delivery models · qualitative and quantitative data to assess project and program performance against plans · techniques used in decision making theory and analysis applied to benefits assessment · types and definition of program benefits · workplace identification and documentation of program benefits · relationship between program delivery and benefits realisation approaches · forecasting program benefits realisation. Your assessor will be looking for demonstrated evidence of your ability to answer the questions satisfactorily, follow instructions, conduct online research and review real or simulated business documentation as instructed. |
| What do I need to do to complete this task satisfactorily? | · submit your answers to the questions within the set timeframe,
· answer all questions as instructed, · answer all questions using your own words and reference any sources appropriately, · all questions must be answered satisfactorily. It is advisable to: · review the questions carefully, · answer the questions using online research and the learning material provided for the unit and by reviewing real or simulated relevant business documentation (such as policies and procedures), · further research the topics addressed in each question. |
| Specifications | You must submit to GOALS the
· assessment coversheet, · answers to all questions, · references. |
| Resources and equipment | • computer with Internet access,
• access to Microsoft Office suites or similar software, • learning material. |
| Re-submission opportunities | You will be provided feedback on your performance by the Assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task. If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you with written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date. You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal. You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the task. |
Answer all the questions below:
Question 1
Outline three (3) methods used to construct future state scenarios.
(30-50 words)
| Method | Outline
(30-50 words/method) |
| Identificationof the trends and driving forces | It states the need to evaluate interest and conclude who will be influenced and who will be affected by the decision framed. |
| Brainstorm the scenarios for future | It states that there is a need to implement some time frame and the related values that are to be incorporated (Lobel, 2012). |
| Generating scenario related to the plan | It states that there is a need to identify the key factors and their related driving forces that impact the environment. |
Question 2
Identify and describe three (3) internal and three (3) external factors and issues that are likely to cause changes to the desired future state; the program execution approach and the business case.
| Internal factor/issue
(30-50 words/factor) |
External factor/issue
(30-50 words/factor) |
| Financial situation of the organization can impact the desired future state of the program so it need to be monitored nicely. | Any new policy implmented by the government can create some issues in the working of the organization. |
| The environment and the culture with in the organization plays a very important role maintaining a positive environment at workplac that leads to efficient quality of work. | Competitiors can create issues in the desired state of the organization by manipulating the market. |
| Management possessed by the leaders should be nice because it directly impact the performance and if not nice then can cause issues.
|
Economic condition of the market also affects the program execution because if the market is running bit weak then it can be difficult for a company to achieve its desired state. |
Question 3
Outline the following:
- How to develop a business case
- What documentation should be included in the business case
- How you would present the business case to a company client
(50-100 words)
| Phases required to develop business:
1. Analysis and recommendation phase 2. Capacity and management phase 3. Phase related to strategic context. Required Documentation: 1. Financial analysis report 2. Internal situation of the organization (Lobel, 2012). 3. Document related to strategic objectives of the business. Business can be presented in the form of a graphical presentation that is ppt, in meetings, etc. |
Question 4
Explain what the program execution approach is. Include 2-3 examples of approaches in your answer. (50-100 words)
| Strategies related to program execution approach are the one that outlines the task and its completion that are necessary for the completition of the project.
At the time of the execution of the program it is necessary to maintain a time frame. The related examples of the approaches are: 1. Updating the stakeholders 2. Forming and building a supportive team 3. Updating the stakeholders |
Question 5
Outline two (2) program governance models.
| Model | Outline
(30-50 words/model) |
| Model of team management | This model helps the organization in focusing on developing the skills of the employees that helps to make nice and effective decisions. |
| Cooperative model | It is teh model that helps the organization in taking and reaching decisions that are consensual. It helps to form a democratic governance model. |
Question 6
Explain what a knowledge management system is and its role in program management.
(50-100 words)
| It is the management system that uses knowledge to provide benefit to the company and acts like an essential component in project maangement and also helps the organization in increasing the efficiency of the program.
It is the IT system that helps to store and retrive data and knowledege tha helps the organization in improving its business understanding. |
Question 7
Discuss the importance of financial, legal and contractual obligations in program management. Include two examples of each in your answer.
(80-120 words)
| There is a great importance of legal, financial, and contractural obligations in the management of the program as it helps to provide a sense of security and ensures that the peopleinvlved in it tend to fulfill the commitments that they have made in the contract (Turner, 2016).
It helps in minimizing the risk involved and helps the company in understanding its rights and obligations related to the agreement that has been made. It helps in the avoidance of certain acts, delivery of products, and completion of some tasks that are involved in certain ways. Examples- Time and material contract, contract related to the price (Turner, 2016). |
Question 8
Outline three (3) techniques for the use and purpose of program control.
| Techniques | Outline
(30-50words/technique) |
| Planning | It is the technique used in the program control that helps to define the proper purpose of the program and involves some measures that control the program. |
| Communication | For the purpose of serving program control, it is necessary to do regular communication and facilitate program control. |
| Monitoring and controlling | It is the technique that is used in controlling the program becausue it help to mitigate the potential risks that are involved. |
Question 9
Explain the importance of audit and/or compliance requirements for a program. Include 2-3 key functions of audit and/or compliance requirements in your answer.
(100-150 words)
| Auditing and compilance are very important in the monitoring and governance of the program. Auditing compilance is both external and internal and helps the company in identifying the weakpoints of the company that helps in regulating the process related compilance and creating paths to initiate further development (Herda, et al., 2019).
It helps to compile the auidt and reduce the risk involved in the program and it also helps to avoid troubles that can be either legal or illegal. Key functions related to audit and compliance requirements are: 1. It helps in accessing the overall compliance of the business. 2. It also helps in managing the risk. |
Question 10
Identify three (3) possible compliance problems in a program and outline a plan to rectify the non-compliance.
| Compliance problem | Plan outline (30-50 words/problem) |
| Impact on the environment | For implementing the program it is really necessary for the organization in implementing the changes and conducting surveys that helps in knowing the impact (Herda, et al., 2019). |
| Managing Quality | It is also important for the organization in maintaining and implementing KPIs to manage the quality of the program. |
| Management of data | For surviving the compliance of problems it is important to implement software that can manage the data of the company. |
Question 11
Outline how decision-making processes are used in the program context. Your answer may include a discussion about specific decision-making processes that can be implemented in programs.
(50-100 words)
| It is really important for the organization toidentify the decisions that are made. It is important for them to gather data, identify one from it, and also implement its actions that can be beneficial for the organization and at last the organization should conduct a follow up for reviewing the process.
To eliminate mistakes it is really important to involve others in it so that everybody can put forward there suggestions and help the organiztion in reaaching a wise decision. |
Question 12
Explain why skill development support for program personnel is essential in program management.
Provide six (6) examples of skill development support initiatives in your answer.
(100-150 words)
| In skill development and project management, it is important to make plans and manage different departments so that the skills contribute a nice part (Lock, 2017).
It helps in improving the skills and managing the effectiveness of the program. It helps in incorporating ideas that help in decision-making. It helps in the professional and personal development of skills. It helps to increase productivity. Initiatives that help in supporting skills are: 1. Training 2. Communicating clearly 3. Conducting the brain-boosting sessions 4. Giving and taking feedback 5. Practicing active listening (Lock, 2017). |
Question 13
Briefly describe the critical components of two (2) different benefits models.
(80-120 words)
| Risk assessment model – It helps in identifying, analyzing, and controlling risk. It also helps in evaluating risks and analyzing them that are associated with the analysis of hazards.
Cause and effect model – It is the model that helps in evaluating the causes involved and it also serves. It is tool that helps in identifying, displaying, and sorting possible causes. It also helps in illustrating the relationship that is between factors responsible and the provided outcomes. |
Question 14
Identify and list four (4) quantitative and four (4) qualitative data to assess the project and program performance against the plans.
| Quantitative data | Qualitative data |
| 1 productivity matrix
2. Responsiveness matrix 3. Quality matrix 4. productivity matrix |
1. Documents
2. Diary accounts 3. Recordings 4. Case studies |
Question 15
Outline how decision-making theory and analysis can apply to benefits assessment. Include examples of two (2) decision-making techniques in your answer.
| Decision making theory and analysis helps the company in evaluating the outcomes and determining the course of actions that are correct.
Examples of the decision making techniques are- 1. Group discussions 2. Brainstorming |
Question 16
List and describe four (4) types of program benefits.
| Program Benefit | Description
(30-50 words/benefit) |
| Customer care | It helps in building the connection with customers and improving the quality of services. |
| Quality improvement | It refers to the framework that helps to systematically improve the care |
| Increase in the customer retention rate | It helps to attract the customers and convert them into regular once. |
| Error rate reduction | It helps in the management of the strategies and manages the complexity that occurs due to errors. |
Question 17
How are program benefits identified and documented in the workplace?
(50-100 words)
| In the identification of the program benefits it is imporatnt to create structure and establish benefits that helps in linking the organization with each other.
It helps to classify the benefits and refers to the current deliverables related to the project goals. Helps to document them in the form of records and benefits (Love, et al., 2014). |
Question 18
Explain the relationship between program delivery and benefits realisation approaches.
(80-120 words)
| Benefit realization helps to enable the project and that is to be implemented in the deliveries in almost every program. It also helps to spreading the overall relization that is beyond the program lifecycle.
It is a long term process that requires some governance ad helps to inform the program business and plan that needs to be synchronized. The process realted to the benefits need to be linked governance in the program. |
Question 19
Describe how you can forecast program benefits realisation.
(50-100 words)
| 1. Generate the management strategy
2. Identify benefits and implement them in the project 3. Plan the benefits 4. Realize the benefits that are involved 5. Do a proper review of the performance 6. Identify some new benefits that can serve the change (Love, et al., 2014). |
Referenes
Herda, D. N., Cannon, N. H., & Young, R. F. (2019). Workplace mindfulness and its effect on staff auditors’ audit quality-threatening behavior. Behavioral Research in Accounting, 31(1), 55-64.
Lobel, O. (2012). New governance as regulatory governance.
Lock, D. (2017). The essentials of project management. Routledge.
Love, P. E., Matthews, J., Simpson, I., Hill, A., & Olatunji, O. A. (2014). A benefits realization management building information modeling framework for asset owners. Automation in construction, 37, 1-10.
Turner, R. (2016). Gower handbook of project management. Routledge.
Assessment – Task 2
Student Declaration
To be filled out and submitted with assessment responses
◻ I declare that this task and any attached document related to the task is all my own work and I have not cheated or plagiarised the work or colluded with any other student(s)
◻ I understand that if I am found to have plagiarised, cheated or colluded, action will be taken against me according to the process explained to me
◻ I have correctly referenced all resources and reference texts throughout these assessment tasks.
◻ I have read and understood the assessment requirements for this unit
◻ I understand the right to re-assessment
◻ I understand the right to appeal the decisions made in the assessment
| Marking Sheet
Completed successfully Did the student satisfactorily: |
Comments | Y | N | DNS |
| The student has satisfactorily completed and submitted the following:
· Future state report in Task 2.1A · Business Case in Task 2.1B · Reflection in Task 2.1C · Program Charter in Task 2.2A · Program Benefits Register (if submitted in separate file) in Task 2.2A · Program Schedule (if submitted in separate file) in Task 2.2A · Program specific policy (if submitted in separate file) in Task 2.2A · Agreed changes to Program Charter in Task 2.2B · Observation checklist in Task 2.2B |
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☐ | ☐ | ☐ |
| The student collaborated with the relevant stakeholders and consulted with the Program Sponsor to develop the future state report and the business case:
· Involved stakeholders to participate actively in providing feedback and inputs · Listened actively · Used questioning to ensure understanding and gather feedback · Negotiated effectively to reach an agreement on the desired future state and the business case · Worked in a professional manner, respecting the opinion of others · Provided key information when required · The future state report and the business case are approved. Feedback in Comments. |
|
☐ | ☐ | ☐ |
| The student collaborated with the relevant stakeholders and consulted with the Program Sponsor to develop the Program Charter:
· Involved stakeholders to participate actively in providing feedback and inputs · Listened actively · Used questioning to ensure understanding and gather feedback · Negotiated effectively to reach an agreement on content of the Program Charter · Worked in a professional manner, respecting the opinion of others · Provided key information when required Feedback in Comments. |
|
☐ | ☐ | ☐ |
| Demonstrated ability to:
· Define and agree on description of the desired future state with pertinent stakeholders · Identify and explore with relevant stakeholders gaps between current state and desired future state · Identify and evaluate internal and external factors and issues likely to cause changes to the desired future state · Agree on desired future state and confirm alignment with expected benefits · Communicate with relevant stakeholders changes required to transition from current state to future state and agree approach This is evidenced by: · Future state report in Task 2.1A · Reflection in Task 2.1C |
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☐ | ☐ | ☐ |
| Demonstrated ability to:
· Identify program procurements, scope, timeline, budget, client expectations and organisational goals · Communicate with relevant stakeholders changes required to transition from current state to future state and agree approach · Prepare and seek approval from relevant stakeholders on business case for desired future state and program execution approach · Identify and develop program management structure · Analyse benefits and their alignment to organisational objectives · Define and communicate expected short- and long-term benefits and trade-offs with key stakeholders
This is evidenced by: · Business Case in Task 2.1B · Reflection in Task 2.1C |
|
☐ | ☐ | ☐ |
| Demonstrated ability to:
· Identify program execution approach · Identify, monitor and evaluate internal and external factors and issues likely to cause changes to program execution approach · Prepare and seek approval from relevant stakeholders on business case for desired future state and program execution approach · Identify and develop program management structure · Identify and create policies, processes, and procedures for supporting management of program · Develop a knowledge management system to capture progress, insights, experiences and learnings · Assess project and program performance against respective plans · Monitor and evaluate internal and external program contexts for circumstances that may require changes to the expected benefits · Define and confirm benefit dependencies with key stakeholders · Devise and agree benefits delivery approach with key stakeholders considering impact of the benefit on risk management, issues management, and change control · Assign ownership of benefits delivery · Review confirm and update benefits measurement approach and benefits delivery approach · Negotiate and communicate clear roles and responsibilities to all relevant stakeholders · Confirm decision making roles with stakeholders · Document decisions and accountabilities for program objectives · Make decisions regarding complex priorities and competing demands using repeatable methods · Establish systems and processes according to program objectives · Implement management control systems for monitoring program progress against organisational objectives · Generate audit documentation, presenting information and distributing reports to key stakeholders · Establish and monitor process efficiency · Support process with relevant program policy · Identify both organisation and external compliance requirements relevant to the program · Establish and securely maintain audit records according to legislative requirements · Report on compliance to relevant authorities and key stakeholders · Identify and implement actions to rectify non-compliant behaviours, processes and products · Identify management and internal personnel support needs for the program · Evaluate and establish appropriate systems for supporting implementation · Establish skill development support systems for program personnel to meet program needs This is evidenced by: · Program Charter in Task 2.2A · Program Benefits Register (if submitted in separate file) in Task 2.2A · Program Schedule (if submitted in separate file) in Task 2.2A · Program specific policy (if submitted in separate file) in Task 2.2A · Agreed changes to Program Charter in Task 2.2B · Observation checklist in Task 2.2B |
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☐ | ☐ | ☐ |
| When collaborating with the group, the student has actively participated in group work with a substantial contribution that can be assessed individually for all the requirements of this task. |
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☐ | ☐ | ☐ |
| Task Outcome: Satisfactory ☐ Not Yet Satisfactory ☐ | ||||
| Student Name: | ||||
| Assessor Name:
Assessor Signature: Date: |
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Table of Content
Student Declaration. 2
Task 2 – Plan and prepare to support program execution. 9
Task 2.1 Envision the desired future state and establish program parameters. 13
Task 2.2 Program execution, benefits realisation and governance approach. 19
Task 2 – Plan and prepare to support program execution
| Task summary and instructions | |
| What is this assessment task about? | Please refer to the program scenario and the simulated work environment provided for the course.
You are a Program Manager engaged by the sponsoring organisation to: · Develop a future state report · Develop a business case for the program · Develop a detailed project charter for the program · Support program execution, benefits realisation and implementation of the program governance approach Assessment Task 2 focuses on the first 3 points above. This assessment is a clustered assessment addressing the following units of competency: · BSBPMG630 – Enable program execution · BSBPMG635 – Implement program governance · BSBPMG636 – Manage benefits You will collaborate with the relevant stakeholders in a simulated work environment to carry out the responsibility of your role as a Program Manager. Although you will collaborate with relevant stakeholders, your assessment’s work must be individual, and it will be marked as such. This task comprises of the following assessment methods: o Product-based ☒ o Direct observation of Role-Play ☒ o Case Study ☐ o Other (specify) ☐ It has been designed to evaluate your ability to/competency in: · Identify program procurements, scope, timeline, budget, client expectations and organisational goals · Define and agree on description of the desired future state with pertinent stakeholders · Identify and explore with relevant stakeholders gaps between current state and desired future state · Identify and evaluate internal and external factors and issues likely to cause changes to the desired future state · Agree on desired future state and confirm alignment with expected benefits · Identify program execution approach · Identify, monitor and evaluate internal and external factors and issues likely to cause changes to program execution approach · Communicate with relevant stakeholders changes required to transition from current state to future state and agree approach · Prepare and seek approval from relevant stakeholders on business case for desired future state and program execution approach · Identify and develop program management structure · Identify and create policies, processes, and procedures for supporting management of program · Develop a knowledge management system to capture progress, insights, experiences and learnings · Analyse benefits and their alignment to organisational objectives · Define and communicate expected short- and long-term benefits and trade-offs with key stakeholders · Assess project and program performance against respective plans · Monitor and evaluate internal and external program contexts for circumstances that may require changes to the expected benefits · Define and confirm benefit dependencies with key stakeholders · Devise and agree benefits delivery approach with key stakeholders considering impact of the benefit on risk management, issues management, and change control · Assign ownership of benefits delivery · Review confirm and update benefits measurement approach and benefits delivery approach · Negotiate and communicate clear roles and responsibilities to all relevant stakeholders · Confirm decision making roles with stakeholders · Document decisions and accountabilities for program objectives · Make decisions regarding complex priorities and competing demands using repeatable methods · Establish systems and processes according to program objectives · Implement management control systems for monitoring program progress against organisational objectives · Generate audit documentation, presenting information and distributing reports to key stakeholders · Establish and monitor process efficiency · Support process with relevant program policy · Identify both organisation and external compliance requirements relevant to the program · Establish and securely maintain audit records according to legislative requirements · Report on compliance to relevant authorities and key stakeholders · Identify and implement actions to rectify non-compliant behaviours, processes and products · Identify management and internal personnel support needs for the program · Evaluate and establish appropriate systems for supporting implementation · Establish skill development support systems for program personnel to meet program needs Your assessor will be looking for demonstrated evidence of your competency in the above. You are required to address the following: · Task 2.1 Envision the desired future state and establish program parameters
· Task 2.2 Program execution, benefits realisation and governance approach
Although the assessment requires group collaboration to simulate a work environment, the assessment submission is individual, and it will be marked as such. |
| What do I need to do to complete this task satisfactorily? | · submit the completed assessment tasks, according to instructions,
· complete the tasks with sufficient detail and present them in a professional manner, · use your own words and reference sources appropriately, · meet the word count where required, · use the scenario provided, · use the templates provided where required, · for your performance to be deemed satisfactory in this assessment task you must satisfactorily address all of the assessment criteria, · if part of this task is not satisfactorily completed you will be asked to complete further assessment to demonstrate satisfactory performance. |
| Specifications | You must deliver/participate in:
· Collaboration with relevant stakeholders and consultation with Program Sponsor to develop the future state report and the business case · Collaboration with relevant stakeholders and consultation with Program Sponsor to develop the Program Charter · Present, discuss, negotiate and finalise the Program Charter (Role-Play) in week 4 You must submit to GOALS · Future state report · Business Case · Reflection · Program Charter · Program Benefits Register (if submitted in separate file) · Program Schedule (if submitted in separate file) · Program specific policy (if submitted in separate file) · Agreed changes to Program Charter · Observation checklist |
| Resources and equipment | • Computer with Internet access
• Access to Microsoft Office suites or similar software • Learning material • Scenario for assessment as provided • Appendices as provided • Relevant policies and procedures as provided • Templates as provided |
| Re-submission opportunities | You will be provided feedback on your performance by the Assessor. The feedback will indicate if you have satisfactorily addressed the requirements of each part of this task. If any parts of the task are not satisfactorily completed, the assessor will explain why, and provide you written feedback along with guidance on what you must undertake to demonstrate satisfactory performance. Re-assessment attempt(s) will be arranged at a later time and date. You have the right to appeal the outcome of assessment decisions if you feel that you have been dealt with unfairly or have other appropriate grounds for an appeal. You are encouraged to consult with the assessor prior to attempting this task if you do not understand any part of this task or if you have any learning issues or needs that may hinder you when attempting any part of the assessment. |
Complete the following activities:
Task 2.1 Envision the desired future state and establish program parameters
Work in collaboration with a group of 3-4 classmates in simulated work conditions. The group of classmates will play the role of relevant stakeholders in the sponsoring organisation and provide feedback and inputs to develop:
- The future state report (Task 2.1.A)
- The business case (Task 2.1.B)
Consult with the Program Sponsor (played by the trainer and assessor in simulated work conditions) as needed.
Once you have completed the Future State Report and the Business Case, present your work to the Program Sponsor (trainer and assessor) for approval (5 minutes).
The trainer and assessor will provide feedback about your collaboration with the stakeholders and consultation with the Program Sponsor on the marking sheet. The trainer and assessor will also provide approval for the Future State Report and the Business Case.
Document the name of the classmates who played the role of relevant stakeholders to provide inputs and feedback in developing the Future State Report and the Business Case.
Ensure to reach an agreement on Future State Report and the Business Case when collaborating with the stakeholders.
Relevant stakeholders may include members of the program team, including project managers, internal stakeholders such as departmental managers and external stakeholders such as subject matter experts.
Please note, although the task requires group collaboration to simulate a work environment, the assessment submission is individual, and it will be marked as such.
| Student Name | |
| Student Name | |
| Student Name | |
| Student Name |
- Future State Report
Develop a Future State Report (Template 1) to include:
- An analysis of the internal and external business environment
- A description of the desired future state for the organisation
- A gap analysis to determine the gaps between the current and the desired future state
- Identified changes needed to support the organisation in achieving the desired future state
- Identified internal and external factors and issues likely to cause changes to the desired future state
Use the template provided below and follow the instructions.
Template 1 –Future State Report ELIZA
Business Background
Provide a brief description of the organisation, its products/services and the industry in which they operate.
(50-100 words)
| ABC pty. Ltd. Is an organization that produces high quality beauty products for both men and women that are made up of natural elements without any harsh chemicals and provides a variety of products like creams, moisturizers, conditioners, shampoos, talc, etc.
It is an Australian-based company that is operating for 15 years. |
Business Internal and External Context – Overview
PESTLE Analysis
Perform a PESTLE analysis of the organisation’s external business environment.
Include at least two points of analysis for each PESTLE category. Be specific (for example, do not just mention tax policy under economic, specify what tax policy you refer to).
Use the table below to document your analysis.
| PESTLE Analysis | |
| Political | As per the news, the government is increasing tax on beauty products |
| Economic | The economic condition of the company and market is in a good situation for now. |
| Social | It is known for its chemical-free products and is established as a trusted brand in the market (Perera, 2017). |
| Technology | There is a need to introduce new technology that can pace the speed of production. |
| Legal | The company has all the documents verified by the government and is a legal company as per the documents. |
| Environmental | The environment within the company is good and there is a lot of diversity found in the company (Perera, 2017). |
SWOT Analysis
Perform a SWOT analysis for the sponsoring organisation.
Identify at least four factors/sections in the table below.
Use the table below to document the analysis.
| SWOT Analysis | |
| Strengths | Provide natural and high-quality goods to the customers at affordable prices. |
| Weaknesses | Need to implement effective management strategies and new technology so that the testing speed of the products can increase (Sarsby 2016). |
| Opportunities | Can lunch more beauty and baby products to capture the market. |
| Threats | Political threat and competitive threat (Sarsby 2016). |
Desired Future State
- Describe the desired future state based on the business environmental analysis. (30-50 words)
- Identify the expected benefits of the desired future state for the organisation. (4-5)
- Explain how the desired future state aligns with expected benefits. (30-40 words)
| Desired Future State | the company wants to sell its product online to capture the market
globally and open more chains in Australia. |
| Benefits | Increase in customer retention rate and increase in profit margin. |
| Alignment | If the company will operate online then more customers a get attracted to it and lead to increase net sales and profit. |
Gap Analysis
Perform a gap analysis.
Identify the gaps between the current state and the desired future state. (2- 3 gaps)
Use the table below to document the analysis.
| Gap Analysis | ||
| Current state | Future state | Gaps |
| Slow speed of testing related to beauty products | Increase in the testing speed of beauty products | Need to incorporate new and efficient technology that can test the products and check their quality nicely. |
| Low customer retention rate | the online mode of promotion of products is not effective | Need to build a versatile website to attract customers for selling the products online. |
Factors to cause change
Identify and evaluate 3-5 internal and external factors and issues likely to cause changes to the desired future state.
Use the table below to document the identified changes.
| Internal and External factors and issues | |
| Factors and Issues | Evaluation |
| Political risk | Analyze the actions taken by the government |
| Risk due to competition | Do market analysis regularly and keep the business performance up to date |
| Slow speed of testing
the quality of the product |
Incorporate new technology. |
- Business Case
Develop a program’s Business Case (Template 2) to achieve the desired future state (refer to your work in Task 2.1A).
Remember, the program is the solution to a problem or opportunity. It is what will move the organisation from the current to the future state.
Use the templates provided below and follow the instructions.
Template 2 -Business Case ADITYA
Program Strategic Objectives
Identify 3 strategic program objectives.
Benefits
- Identify and list five (5) program benefits that have been identified for the program (assess if they are short or long term benefits)
- For each benefit, identify one success criteria (SMART objective)
- For each benefit, evaluate how it aligns with the organisational objectives
| Benefit
(ST – LT) |
Success criteria | Alignment with organisational objective |
| Example:
Increase in productivity (LT) |
5% increase in productivity in the next 12 months |
Supports increase in productivity and cost cutting. |
Trade-offs
Identify and outline three (3) expected trade-offs for benefits realisation.
Scope of the program
Outline the scope of the program.
The program scope describes the totality of the work and the overall boundaries of the program. In a program, the initial scope of work describes the work of the entire program. Include a list of the projects in the program scope (min. 3 projects).
(50-100 words)
Program Complexity
Describe why managing this business solution initiative is more appropriate as a program rather than a project.
(40-80 words)
Expectations
Outline the expectations of the sponsoring organisation about the program.
Example: what it will achieve, how it will be managed, collaboration with the program management team etc.
(40-80 words)
Required Resources
Determine a high-level estimate of the resources required to execute the program.
The estimate highlights the value of the program against the resources that are required for its successful implementation. Use the table below for your list:
- Human Resources (quantity, skills and capabilities) – 4-8 resources
- Physical (equipment, software, office space etc.) – 4-8 resources
| Resources | |
| Human Resources | |
| Physical | |
Financial Requirements
Determine a high-level budget for the program and describe sources of program funding.
Include high-level budgetary items – 8-10 (for example, budget for human resources, budget for equipment, and so forth).
Use the table below to document the financial requirements.
List 2 potential sources of program funding.
| Sources of Program Funding: |
- Reflection
Reflect on the work performed to develop the Future State Report and the Business Case.
Address the following points in your reflection:
- How did you facilitate collaboration with relevant stakeholders from the sponsoring organisation?
- What feedback and inputs did the relevant stakeholders provided? Provide two examples.
- Provide an example of how you consulted with the Program Sponsor?
- How did you negotiate the definition of the desired future state and the desired program benefits with relevant stakeholders?
- How did you reach an agreement on the business case? Provide an example of the negotiation, communication and/or facilitation technique that you used.
- What were your biggest challenges? How did you overcome them? Provide an example.
- What could you improve as a Program Manager when defining the desired future state and writing a program business case?
(100-150 words)
Document your reflection in the space provided below.
- Did all involved stakeholders agree on the desired future state? Y ☐ N ☐
- Did all involved stakeholders agree on the business case? Y ☐ N ☐
Task 2.2 Program execution, benefits realisation and governance approach
Build on the work performed in Task 2.1.
This task requires you to:
- Develop a detailed program charter (Template 3) that includes a program execution approach, benefits realisation approach and governance approach. Conside this to be a program definition document.
- Present, negotiate and obtain approval for the Program Charter
Work in collaboration with a group of 3-4 classmates in simulated work conditions. The group of classmates will play the role of relevant stakeholders in the sponsoring organisation and provide feedback and inputs to develop the Program Charter (Task 2.2.A, Template 3).
Consult with the Program Sponsor (played by the trainer and assessor in simulated work conditions) as needed.
The trainer and assessor will provide feedback about your collaboration with the stakeholders and consultation with the Program Sponsor on the marking sheet.
Document the name of the classmates who played the role of relevant stakeholders to provide inputs and feedback in developing the Program Charter.
Please note, although the task requires group collaboration to simulate a work environment, the assessment submission is individual, and it will be marked as such.
| Student Name | |
| Student Name | |
| Student Name | |
| Student Name |
Once you have completed the Program Charter, present your work to a group of relevant stakeholders, played by classmates (Task 2.2.B).
- Program Charter
Develop a detailed program charter (Template 3) that includes a program execution, benefits realisation and governance approach.’
Use the templates provided below and follow the instructions.
Template 3 -Program Charter
Program Vision SHAIK
Develop a statement on how the program will benefit the organisation. Link this to the desired future state.
Justification
Identify the key objectives of the program based on the company strategic objectives and the business case.
Describe the objectives in measurable terms with specific success criteria (SMART objectives).
Identify three key objectives.
Program Scope
Outline the scope of the program.
The program scope describes the totality of the work and the overall boundaries of the program. In a program, the initial scope of work describes the work of the entire program.
Program Components
Identify the different program components. Include a brief description of each component and its function in the program.
(3-5 components; 50-100 words)
Note: components may include projects or dedicated teams such as a risk management office.
Benefits Realisation
Benefits -Definition
This section defines:
- Each benefit in the program (5)
- How the benefits are to be realised; and how each benefit relates to the outcome of the program
- Key metrics to measure progress towards benefits realisation
- Key metrics to evaluate realised benefits
- Timelines for periodical review (monitoring)
| Benefit | Benefits realisation
and alignment with program outcomes |
Metrics:
· Progress · Realisation |
Review schedule |
Benefits register
Create and populate a benefits register for the program (5 benefits).
The register builds on your planning. Include all the elements listed below (the use of a table is recommended).
- Benefits identification number (optional)
- Benefit description and significance
- Benefit type – example: financial or non-financial
- Benefit owner: a person or organisational unit or department responsible for the realisation of the benefit with contact information
- Benefits priority level – decide on the level of priority (High-Medium-Low)
- Stakeholders- stakeholder or stakeholder group interested in the benefit
- Measurement criteria – example: earned benefit, financial analysis, increased market share
- Status indicator – Progress indicator for each benefit (not to be populated at the planning stage)
- Planned realisation date
- Actual realisation date (not to be populated at the planning stage)
- Notes
Copy and paste the register below or submit it in a separate file.
Dependencies
Outline the benefit dependencies.
Assumptions and constraints
Identify and list the key assumptions and the key constraints that may impact benefits realisation.
(3 assumptions and 3 constraints)
Interdependencies between projects in the program
Identify and list the interdependencies between the benefits of the projects in the program.
Benefits- project and program performance
Summarise the qualitative and quantitative data that will be captured to assess project and program performance against benefits realisation.
It is recommended that you differentiate between the program and project level. At the project level, differentiate between projects (min. 3 projects).
| Level | Qualitative Data | Quantitative Data |
| Program | ||
| <Project 1> | ||
| <Project 2> | ||
| <Project 3> |
Benefits Delivery Schedule
Develop a benefits delivery schedule. You can use a Gantt chart or a roadmap with key milestones.
Copy and paste your schedule below or attach it in a separate document with your submission.
Benefits Realisation – Roles and Responsibilities
Specific roles and responsibilities of the program team members in benefits realisation.
Develop a Responsibility Assignment Matrix (RAM).
(6-8 roles)
| Role in the Program | The responsibility associated with benefits realisation |
Benefits – Communication
Outline the following:
- Communication methods used to ensure stakeholders are informed about benefits management and realisation.
- Describe how feedback from stakeholders regarding benefits realisation will be collected, assessed and implemented.
(60-80 words)
Benefits – Risks and change management
Address the following:
- Identify the key risks associated with benefits realisation (5-6)
And
- Outline how the program change management process will be implemented to ensure the successful delivery of the benefits
- Outline how the program issue management process will be implemented to ensure the successful delivery of the benefits
(50-100 words)
Benefits – Monitoring and evaluation
Outline the following:
- How the internal and external program context will be periodically monitored and evaluated for circumstances that may require changes to expected benefits.
- How the program plans will be periodically reviewed to confirm or update the benefits measurement approach and the benefits delivery approach
- How variances in the delivery of expected benefits will be addressed
(50-100 words)
Benefits – Transition
Describe how the program will transition into ongoing operations, emphasising how the program’s benefits will be sustained.
(40-80 words)
Strategic Fit
PRAKAT
- Outline how the program’s objectives and benefits support the organisation’s strategic goals and the business case.
- Outline how the program supports other strategic initiatives in the organisation that are not linked to the program directly (if applicable).
(50-100 words)
Known risks and issues
Identify and list any risks and issues relevant to program execution known at this time. (8-12)
Schedule
Plan the length of the program and any milestones that are known at this time. Consider timelines for each project included in the program. You can use a table or a simple Gantt Chart. Document the schedule in the space provided below, or attach it in a separate file with your submission.
Resource Requirements
Identify the essential resources (8-10) required to implement the program and their (high-level) cost. Consider human resources and physical resources.
Use the table below; add additional rows if needed.
| Resource
|
Estimate Cost |
| $ | |
| $ | |
| $ | |
| $ | |
| $ | |
| $ | |
| $ | |
| $ | |
| Total |
Stakeholder considerations
- Summarise the primary concerns of the critical stakeholders who are expected to influence the execution of the program and who will be actively involved in various phases of the program life cycle.
| Concerns: |
Factors to cause change
Identify and evaluate 3-5 internal and external factors and issues likely to cause changes to the program execution approach.
Use the table below to document the identified changes.
| Internal and External factors and issues | |
| Factors and Issues | Evaluation |
Program Governance Support Approach
Address the following:
- Outline the process that was followed to develop the program governance model
(40-80 words)
- Develop the program governance structure/model for the program (chart) and document it in the space provided below.
| Governance Model – Process: |
| Program Governance Chart: |
Stakeholder analysis
Develop a stakeholder analysis matrix using the table provided. (8 stakeholders – groups and individuals)
| Stakeholder
Name, title, role, department or group |
Stakeholder interest in the program | Stakeholder authority/power in the program | Strategies to gain support | Communication needs |
| Example: Board of Directors | Example: Support of strategic growth of the company through the realisation of the program. | Example: High-level decision making for strategic decisions with financial implications. | Example: Periodic communication, attendance to board meeting to inform the Board about program progress, consultation. | Example: Monthly Progress Reports; Attendance to Board meetings bi-monthly. |
Communication plan
Develop a communication plan to communicate the governance structure, roles, responsibilities, authorities, the decision-making process, and updates to all stakeholders. Include the following:
- Stakeholders
- Purpose of the communication
- Methods and frequency of communication
- Communication content
(6 communication needs)
| Stakeholder | Purpose of communication | Methods and frequency of communication | Communication content |
| Example: Board of Directors | Example: Information about progress, issue management, consultation | Example: Attendance to Board Meetings – Bi-monthly
Progress Reports – Monthly email Ad-hoc consultation via a written feedback form |
Example: Financial matters, risk, quality management, schedule, progress towards objectives, changes.
Issue resolution. Request for feedback or guidance on specific matters,
|
Program personnel
Address the following:
- Outline how roles, responsibilities and authorities for the program were identified and allocated (30-50 words)
- Develop a program personnel matrix (10 roles) to document decisions and accountability relevant to the program objectives using the table provided (include key decision-making roles).
- Outline how the program personnel matrix will be made available to all relevant stakeholders. Specify what stakeholders. (30-50 words)
| Negotiation and confirmation of roles, responsibilities and authorities -process: |
| Communicating and sharing the matrix: |
Decision Making Framework
Outline the decision-making process to make valid and reliable decisions regarding issues, complex priorities and competing demands in the program. You should consider:
- The program and the project level
- The steps needed to make a decision
- The impact of the decision
- The severity of the issue
- The areas of decision making (who needs to be involved)
(40-80 words)
Change Management process
Develop a program change process; you could use a flow chart to support your process.
(40-80 words)
|
|
Asset Register
Complete an asset register to record office space and equipment needed by the project (add additional rows if needed).
| Asset Category | Qty | Description | Location/
Department/ Project |
Use |
| Office space | ||||
| Office Equipment | ||||
| Other (Specify, example: software) | ||||
Monitoring and control systems CATERINA
Develop and outline three (3) monitoring and controlling systems and processes to monitor program efficiency and progress.
For each one of them, include the following information:
- If the system has been developed specifically for the program or if it is an existing organisational system or process
- The departments/projects that will be utilising the system/process
- The use of the system/process in the program
- The reason why the system/process is important for the program and how it aligns with program objectives
| Monitoring and control system | Existing
Y/N |
Used by | Use | Importance for the program |
| Example: Review of financial statements and invoices | Example: Y | Example: Finance Department; Program Team | Example: Monitor financial expenses; adherence to budget and variations; alignment with financial authority as stipulated in the governance model | Example: keeps the program within financial constraints, signal issues (variances in expenses) |
Program Audit
Identify the following:
- Four (4) audit activities that will be performed in the program (internal and external)
For each audit activity, specify:
- Who is responsible for each audit activity?
- When the audit activities will be performed
- How the Program Management Office will collect or generate audit and configuration information and maintain document integrity
Use the table provided below.
| Audit Activity | Internal (I)
External (E) |
Audit Period | Responsibility |
| Example: WHS audit | Example: I | Example: Yearly | Example: HR Manager |
Outline the following about audit documentation (40-80 words):
- How the audit records will be securely collected and maintained.
- How the audit findings will be communicated to relevant stakeholders (specify what stakeholders).
- How document integrity will be maintained for audit purposes.
| Audit documentation: |
Program Policies
The Program Management Office establishes process efficiency and supports it with suitable program policy.
Address the following:
- Identify and list what organisational policies will be used in the program. (4)
- Identify what program-specific policies need to be created and why. (2)
| Organisational policies:
Program-specific policy (with the rationale behind the choice): |
Develop a high-level draft of a program-specific policy to support your program. Attach it to your submission in a separate file or copy and paste it in the space provided below.
Suggested format:
- Policy Title
- Purpose of the policy (briefly describe purpose and scope of the policy)
- Policy (summarise the content of the policy including relevant procedures -step by step)
| Program-specific policy: |
Program Compliance
Develop a program compliance system. Address the following:
- Identify and describe both organisational and external compliance requirements relevant to the program (5)
For each compliance, specify:
- Reporting requirements (if any)
- Data collection requirements
- Strategies to rectify non-compliant behaviours, processes and products
| Compliance Requirement | Internal (I)
External (E) |
Reporting Requirements | Data collection requirements | Strategies to rectify non-compliance |
| Example:
Trainer and assessor requirements |
Example: I,E | Example: Yearly internal audit and external audit from ASQA | Example: Trainer and Assessor’s:
· Qualification · Evidence of industry Currency · Evidence of Professional Development · Current resume · Trainer’s matrix |
Example: External and internal training
Improve recruitment practices |
Management and governance support
Identify, evaluate and describe management and governance support needs for the program. (5)
Skills, Knowledge and Attributes (SKAs) requirements and KPIs
Identify and list the Key SKAs required for program personnel. (5 roles)
Identify 2 KPIs for operational performance for each role.
Skill development support
Develop a strategy to support skills development for program personnel. Include what development support systems for program personnel have been planned to meet program needs (4).
(50-100 words
Knowledge Management
Develop a program knowledge management strategy. Address the following:
- Identify what knowledge* is needed for the program (4)
- Identify how the knowledge can be stored
- Describe how the knowledge will be shared
- Describe how lessons learned from the program will be recorded and shared to support current and future organisation requirements for program development
*Remember that knowledge includes data and information (tacit and explicit knowledge)
(50-100 words)
- Presentation, negotiation and approval
Schedule a time (20-30 minutes) with the trainer and assessor and meet with a group of relevant stakeholders in the organisations played by 3-4 classmates.
This is a Role-Play.
The trainer and assessor will observe and evaluate your performance during the Role-Play.
During the meeting present and negotiate the Program Charter for approval.
Before the meeting:
- Have the draft of the Program Chater ready
- Consider what the stakeholder expectations could be
- Identify possible common ground for negotiation
- Determine the non-negotiable
- Anticipate and prepare to respond to objections
- Devise strategies to engage the stakeholders in discussion (collaborative approach)
- Prepare your classmates for the Role-Play, asking them to play specific roles relevant to the sponsoring organisation and the program
During the meeting:
- Present the Program Charter
- Use clear and detailed language to provide relevant information
- Listen actively and encourage feedback from the stakeholders
- Negotiate effectively
- Use appropriate protocols when seeking or communicating information
- Obtain approval for the Program Charter, and in particular:
- The program execution approach
- The program benefits realisation approach
- The program governance approach
Included in the Program Charter.
After the meeting:
- Document any agreed change to the Program Charter. (Use the space provided below)
- Apply the agreed changes when finalising the Program Charter before assessment submission.
Please note that the trainer and assessor will check that the agreed changes have been approved to the Program Charter when marking your assessment.
References
Perera, R. (2017). The PESTLE analysis. Nerdynaut.
Sarsby, A. (2016). SWOT analysis. Lulu. com.