Project planning templates

Part of a suite of support materials for the
BSB Business Services Training Package
Project Planning Templates
BSBPMG522 Undertake project work
Table of Contents
1.1 – Initiation and scope
...............................................................................................
....1
Project brief
...............................................................................................
....................1
Project scope document
...............................................................................................
2
Stakeholder analysis
...............................................................................................

.....3
Communication plan (example)
...................................................................................4
Roles and responsibilities
............................................................................................5
Project snapshot
...............................................................................................
............6
1.2 – Planning
...............................................................................................
......................7
Work breakdown structure
...........................................................................................7
Project plan
...............................................................................................
....................7
Gantt chart
...............................................................................................
.................. 11
Activities schedule
...............................................................................................
...... 13
Budget
...............................................................................................
......................... 14
Risk register

...............................................................................................
................ 15
Risk assessment form
...............................................................................................
16
1.3 – Implementation
...............................................................................................
....... 17
Change requests
...............................................................................................
......... 17
Issues
log..........................................................................................
.......................... 17
1.4 – Monitoring
...............................................................................................
................ 19
Status update report
...............................................................................................
.. 19
1.5 – Finalising and
review.....................................................................................
......... 20
Budget variation report
..............................................................................................
20
Post-project review meeting

...................................................................................... 21
Handover report
...............................................................................................
.......... 22
Post-project review report
......................................................................................... 23
BSBPMG522 Undertake project work Project Planning
Templates
© 2015 Innovation and Business Industry Skills Council Ltd 1st
edition version: 1
Page 1 of 24
1.1 – Initiation and scope
Project brief
Project purpose and rationale
The justification and validity of the project needs to be
confirmed before the project proceeds. This
document is used to clarify the project purpose and justification
and to gain approval to proceed
to the next phase.
Project title

Working title.
Project purpose
Describe the purpose/need/rationale/feasibility for the project.
Background and strategic context
Explain the background to the project and how it relates to the
key strategic plans.
Priority
Note the importance and/or urgency of the project to the
organisation.
Related projects
Any other projects that have been undertaken in the past, are
currently underway, or planned for
the future that will or may be affected by, or simply connected
to, this project.
Project client/owner
The person who requires the project to be undertaken.
Project sponsor
The person who is providing the funds and has the ultimate
authority over the project.
Project manager

The person who has the responsibility to manage the project on
a day-to-day basis.
Project status
What has already been decided about the project? What
decisions have already been made? What
work has already been done in relation to the project? Any
assumptions or constraints?
Special provisions
Special regulations, ethical or legal considerations, etc.
Project approvals
Add any signatures that are required for approval to proceed to
the next phase.
Project Manager Project Sponsor
Project Client/Owner Other
Project Title: Project Client: Date:
Version:
Project Sponsor: Project Manager:
File Name: Page x of y

Templates
edition version: 1
Page 2 of 24
Project scope document
This template is a tool that can be used with key stakeholders to
clearly define the logical
boundaries of the project. Ensure that you note any
requirements that are out of scope to achieve
absolute clarity about what is and is not covered by this project,
and to avoid the potential for
problems later on.
In Scope Out of scope
(exclusions)
Assumptions Constraints
Version:

Templates
edition version: 1
Page 3 of 24
Stakeholder analysis
Use this template to identify areas, groups or individuals who
may participate in, or are affected
by, the project. Include everyone who has a vested interest. A
useful question to ask is: ‘What will
make this project a success for you?’
Name Work area Stakeholder type
(client, end-user)
Impact on/by project,
requirements, success
criteria

Version:
Templates
edition version: 1
Page 4 of 24
Communication plan (example)
What Who Purpose When/frequency Type/methods
Initiation
meeting
All stakeholders. Gather information
for initiation plan.

FIRST
Before project start
date.
Meeting.
Distribute
project
initiation
plan
All stakeholders. Distribute plan to
alert stakeholders
of project scope
and to gain buy in.
Before kick-off
meeting.
Before project start
date.
Project snapshot
distributed via

hard copy or
electronically.
May be posted on
project website.
Project
kick-off
All stakeholders. Communicate plans
and stakeholder
roles/
responsibilities.
Encourage
communication
among
stakeholders.
At or near project
start date.
Meeting.
Status

reports
All stakeholders
and project office.
Update
stakeholders on
progress of the
project.
Regularly
scheduled.
Weekly is
recommended for
small-medium
projects.
Distribute status
report electronically
and post via
website.
Team

meetings
Entire project team.
Individual meetings
for sub-teams as
appropriate.
To review detailed
plans (tasks,
assignments, and
action items).
Regularly
scheduled.
Weekly is
recommended for
entire team. Weekly
or bi-weekly for
sub-teams as
needed.
Meeting: detailed

plan.
Sponsor
meetings
Sponsor/s and
Project Manager.
Update sponsor/s
on status and
discuss critical
issues.
Seek approval for
changes to project
plan.
Regularly
scheduled.
Recommended
bi-weekly or
monthly and also as
needed when

issues cannot be
resolved or changes
need to be made to
project plan.
Meeting.
Version:
Templates
edition version: 1
Page 5 of 24
Roles and responsibilities
It is important to identify who the major players are on the
project. List the major project roles,
responsibilities and the actual people involved. Add in any
additional roles as required.

Role Name/s Responsibilities Signature/s
(if required)
The person who requires the
project to be undertaken.
Project sponsor/project
director/project board
Senior management of the
project. Accountable for the
success of the project. Has the
authority to commit resources.
Project manager
Person responsible for running
the project on a day-to-day
basis within defined authorities
for cost and schedule as
agreed with the project

sponsor/board.
Manager of the project
manager
The operational/line manager
who the project manager
reports to on a day-to-day
basis.
Project team members
Staff who will be working on
the project.
Steering committee/
working party
To provide advice and
recommendations.
Version:

Templates
edition version: 1
Page 6 of 24
Project snapshot
The project snapshot summarises the purpose, deliverables,
stakeholders, resources, risks,
interdependencies and success criteria of the project.
Project snapshot
Name of project:
Project purpose:
What are the goals/objectives of this project? Why are we
undertaking it? What is the
problem/opportunity?
Deliverables with timeframes
What, when, etc.

Stakeholders
Who is the sponsor, project manager,
customers, and other key groups who can
impact, or be impacted by, this project.
Resources
Cash flow, people, equipment, facilities,
software, etc.
Risks
Resource limitations, deadlines, budget,
technology, legal and other constraints, etc.
Interdependencies
With other projects, groups, system
interfaces, etc.
Success criteria
How we know we are successful.
Version:

Templates
edition version: 1
Page 7 of 24
1.2 – Planning
Work breakdown structure
A work breakdown structure (WBS) in project management is a
tool used to define and group the
project’s discrete work elements (or tasks) in a way that helps
organise and define the total work
scope of the project. The WBS is a dynamic tool and can be
revised and updated as needed by the
project manager.
Level 1 Level 2 Level 3
Task 1
Sub-task 1.1
Work item 1.1.1

Work item 1.1.2
Work item 1.1.3
Sub-task 1.2
Work item 1.2.1
Work item 1.2.2
Work item 1.2.3
Task 2
Sub-task 2.1
Work item 2.1.1
Work item 2.1.2
Work item 2.1.3
Sub-task 2.2
Work item 2.2.1
Work item 2.2.2
Version:

Project plan
The project plan is the basis for monitoring and controlling the
project. All project information is
http://en.wikipedia.org/wiki/Project_management
Templates
edition version: 1
Page 8 of 24
consolidated to date, forming the basis for monitoring and
controlling once implementation of the
project commences.
Project title:
Project purpose
From project proposal – update if required.
Background and strategic context
Other related projects

Project objective
Scope including key deliverables
In scope.
Out of scope.
Assumptions
Constraints
Deliverables
Governance
From project proposal – update if required. Attach a project
organisation chart and additional
information on responsibilities if required.
From project proposal.
Project sponsor
Project Manager

Manager of the project manager
Templates
edition version: 1
Page 9 of 24
Project team members
Key stakeholders
From project proposal – update if required. Include a more
detailed stakeholder analysis in the
Appendices, if required.
Schedule
Using the information you generated in the work breakdown
structure, update the schedule.
Include a Gantt chart or additional planning information in the
Appendices.
Item Milestone date Responsibility

Resource and cost plan
Resource planning is where you determine what resources
(people, equipment and materials) and
what quantities of each should be used to perform activities.
Once the resources have been
determined, estimate the project costs. Include a more detailed
resource and cost plan in the
appendices if required.
Deliverable/milestone/phase Resource Cost
Project risk assessment
From project proposal – update if required. Include a more
detailed risk management plan in the
appendices.

Templates
edition version: 1
Page 10 of 24
Risk
Level
(high/medium/low)
Management strategy
Quality management plan
Include a high level quality management plan here. Include a
more detailed quality management
plan in the appendices if required.
Item from WBS Agreed quality standard Recovery procedure
Communications and reporting

Include a high level communications plan here. Include a more
detailed communications
management plan in the appendices if required.
Stakeholder Information required When required Format
Controls
Outline how you are going to track, monitor and report on the
project. For example:
● status reports
Templates
edition version: 1
Page 11 of 24
● exception reports
● issues/risk log
● variance requests.
Appendices

List the appendices that are attached to your project plan, for
example:
● stakeholder needs analysis
● work breakdown structure
● Gantt chart
● activities schedule
● budget/cash flow
● human resource planning schedule
● roles and responsibilities
● procurement schedule
● combined resources and cost schedule
● risk management plan
● quality management plan
● communications management plan.
Future related projects
Project approvals
Add any signatures that are required for approval to proceed to

the next phase.
Project Manager Project Sponsor
Project Client/Owner Other
Version:
Gantt chart
To use a Gantt chart, list the activities and tasks in column A,
select an appropriate time interval
(days, weeks or months), allocate the dates to columns B
onwards and plot the expected time
duration (total time from start to completion) under the
appropriate column by selecting shading
Templates

edition version: 1
Page 12 of 24
from the cells. When you wish to provide a status report, simply
colour or shade in black those
items that are completed or estimate the percentage complete.
This will give you an immediate
visual representation as to whether or not you are on schedule.
You can add extra columns for
assignment of responsibilities, etc.
For small projects, a Gantt chart can be created as a
spreadsheet.
Activity/task 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Legend
If there are many tasks or stages in your project, you can
identify them with a key or legend.

Task 1 Task 5
Task 2 Task 6
Task 3 Task 7
Task 4 Task 8
Version:
Templates
edition version: 1
Page 13 of 24
Activities schedule
The activities schedule is a tool used to monitor individual
activities against the project plan. Information recorded on the
schedule can be used when
providing project status updates to stakeholders.

Phases &
activities
Responsibility Resources Effort (hrs) Started Deadline
Actually
completed
Comment/status
Version:
Templates
edition version: 1

of 24
Budget
The project budget is a prediction of the costs associated with a
particular project. These costs
include labour, materials, and other resources required to
complete the project.
Project Name:
Income Inc. GST Ex. GST
Total income
Expense Inc. GST Ex. GST
Subtotal
Contingency (+10%)
TOTAL

Version:
Templates
edition version: 1
Page 15 of 24
Risk register
This template is used to record identified risks associated with
your project, analyse the impact
and determine resultant action to be taken.
Risk
Likelihood
(H/M/L)
Impact
(H/M/L)
Risk response

(contingency
strategies)
Responsible
Version:
Templates
edition version: 1
Page 16 of 24

Risk assessment form
Identified risks are logged on a risk form and a copy is
forwarded to the project manager.
Project details
Project Name: Project Name Project name to which the risk
relates.
Project Manager: Name of the project manager responsible for
mitigating the risk.
Risk details
Risk ID: Number allocated to this risk.
Raised by: Name of person who has raised the risk.
Date raised: Date of completion of this form.
Description of risk:
Briefly describe the identified risk and its possible impact on
the project (e.g. scope, resources,
deliverables, timelines and/or budgets).
Likelihood of risk:
Describe and rank the likelihood of the risk
occurring (i.e. low, medium or high).

Impact of risk:
Describe and rank the impact on the project if
the risk occurs (i.e. low, medium or high).
Risk mitigation
Preventative actions recommended:
Briefly describe any action that should be taken to prevent the
risk from occurring.
Contingency actions recommended:
Briefly describe any action that should be taken, should the risk
occur, to minimise its impact
on the project.
Approval details
Supporting documentation:
Details of any supporting documentation used to substantiate
this risk.
Signature: _______________________ Date: ___ /___ /____
PLEASE FORWARD THIS FORM TO THE PROJECT
MANAGER

Version:
Templates
edition version: 1
Page 17 of 24
1.3 – Implementation
Change requests
This form is used to assist with recording and management of
changes in scope, time, quality or
budget. The change management procedure must be negotiated
with the key stakeholders prior to
the sign-off of the project plan.
Change request – Project
Issued by
Item affected

Nature of change
requested
Reason for change
Impact on scope
Impact on budget
Impact on schedule
Change authorised: Yes/No Adj. completion date: Adj. final
budget: $
Signed:
Project Manager
Signed
Sponsor
Signed
Client

Signed
Date Date Date Date
Version:
Issues log
In this template all issues are treated as risks. They should be
recorded when they arise, assigned
Templates
edition version: 1
Page 18 of 24
a number and responsibility, a recovery strategy or alternate
path agreed, acted upon and
recorded when closed.
Item Strategy Date logged Date resolved

Signed:
Project Manager
Signed:
Sponsor
Signed:
Client
Signed:
Date: Date: Date: Date:
Version:

Templates
edition version: 1
Page 19 of 24
1.4 – Monitoring
Status update report
This is one example of a status report. The preferred format
should be negotiated with the project sponsor. Attach minutes
of project meetings.
Status report – Project
Item Work completed
to-date
Milestone date Revised/ actual
date
Budgeted cost Revised/ actual
cost
Responsible

Version:
Templates
edition version: 1
Page 20 of 24
1.5 – Finalising and review
Budget variation report
The project budget is a prediction of the costs associated with a
particular project. These costs
include labour, materials, and other resources required to
complete the project.

Project name:
Income Budget Actual % Variation
Total income
Expense Budget Actual % Variation
Subtotal
TOTAL
Version:

Templates
edition version: 1
Page 21 of 24
Post-project review meeting
This template provides a proposed post-project review meeting
agenda, detailing items to be
discussed when reviewing the overall project.
Post-Project Review Meeting – Agenda
Topic Speaker Time
Brief overview of project:
Purpose of project, major accomplishments, comments.
Project
Manager
5 mins
Review by team:
Goals, objectives, deliverables, schedule, budget, and success
criteria (Were they met, partially met, or missed?).
All 10 mins
What worked/what could have gone better?

Some areas to consider:
● project planning
● project management
● project scheduling and tracking
● project estimating
● communication (with team, other groups/stakeholders,
sponsor)
● risk management
● vendor management
● issues management
● stakeholder management
● resourcing
● users
● development approach:
○ methodology
○ analysis and design
○ development
○ testing

○ implementation
● training, documentation
● technology
● overall approach to project (i.e. vendor package, staged
implementation, etc.)
● production and operation support.
All 20 mins
Lessons learned All 10 mins
Next steps All 5 mins
Version:
Templates
edition version: 1
Page 22 of 24

Handover report
This template summarises the project as delivered and any
agreed changes to baseline scope,
quality, costs and schedule.
Handover report
Initial overall objectives
Agreed changes to objectives
Final agreed deliverables
Item Budgeted cost
Final
cost
Schedule
date
Final date
Total
Issues summary
Item Strategy Date logged
Date
resolved

Documents attached
No. Title
____________________
Project Manager
_____________________
Project Sponsor
_____________________
Project Client
Version:

Templates
edition version: 1
Page 23 of 24
Post-project review report
This template can be used to guide you through the process of
conducting a post-project review.
This template can be used to document the key learning in terms
of what worked well and what
could have been improved.
Post-Project Review Report
Name of project:
Date and location of meeting:
Names of attendees:
1. Overview by Project Manager:
Brief summary of highlights and achievements, etc.

2. Review by team of goals, objectives/deliverables and
schedule as outlined in project plan
Cut and paste from project plan.
Met Missed Partially
met
Comments
Project goal/s
Objectives/deliverables
Success criteria
Schedule
Budget
Templates

edition version: 1
Page 24 of 24
3. What worked well; what could have gone better?
Worked well Could have gone better
4. Lessons learned
5. Next steps / improvement plans
Version:
Simulated Business

Max Lionel Realty
Table of Contents
Chapter 1 – Business plan (excerpt)
...........................................................................1
Chapter 2 – Organisational chart and management profiles
....................................2
Chapter 3 – Management responsibilities
..................................................................3
Chapter 4 – Budget summary
......................................................................................4
Chapter 5 – Operational plan
......................................................................................5
Chapter 6 – Operational risk register
..........................................................................7
Chapter 7 – Work Health and Safety (WHS) Policy
.....................................................8
Chapter 8 – Anti-discrimination

policy...................................................................... 10
Chapter 9 – Procurement policy and procedures
.................................................... 11
Chapter 10 – Max Lionel Realty current tenants list
............................................... 16
Chapter 11 – List of pre-approved suppliers
........................................................... 17
BSBPMG522 Undertake project work Max Lionel Realty
(simulated business)
edition version: 1
Page 1 of 17
Chapter 1 – Business plan (excerpt)
From Max Lionel Realty business plan FY 2013/14
About Max Lionel Realty
Max Lionel Realty was founded in 2008 by property developer
Max Lionel. The
company currently employs approximately 100 people, 80 of
whom are licensed real

estate agents.
Through its client agents, the organisation manages property
sales and rentals (both
residential and commercial) on behalf of a range of clients. The
organisation also
separately engages in investment activities, such as property
and land development.
Max Lionel Realty has been a member of the Real Estate
Institute of Victoria (REIV)
since 2008 and proudly follows the REIV Code of Conduct.
Mission:
● to achieve the highest returns for our clients and to deliver a
client experience
that is second to none in the industry.
Vision:
● to establish, within five years, the MLR brand — the highest
ethical standards
with best-in-breed performance for clients.
Values:
● integrity
● client-focus

● active encouragement of excellence, innovation and
continuous improvement
● teamwork
● recognition of the diversity and expertise of MLR employees
and agents.
Strategic directions:
The strategic context in which Max Lionel Realty will achieve
its mission and vision is
through:
● engaging with customers and clients
● building goodwill and reputation for integrity
● supporting innovative thinking, management and leadership
skills.
● creating a high-performing, highly profitable organisation.
edition version: 1
Page 2 of 17
Chapter 2 – Organisational chart and management profiles

Max Lionel Realty organisational chart
Board of Directors
and CEO
Max Lionel
Chief Financial
Officer
Riz Mehra
Operations General
Manager
Kim Sweeney
Human Resources
Manager
Les Goodale
Manager
Residential Realty
(Sales and Rentals)
Sam Lee
Manager
Commercial Realty
(Sales and Rentals)
Pat Mifsud

Manager
Investments
Peter Mitchell
edition version: 1
Page 3 of 17
Chapter 3 – Management responsibilities
Max Lionel, CEO
Max is responsible for working with the Board of Directors to
oversee the business, set
overall strategic directions, manage risk, and authorise large
financial transactions.
Riz Mehra, Chief Financial Officer
Riz is responsible for preparing quarterly financial statements
and overall budgeting. Riz
Is also responsible for overseeing budgets for cost centres and
individual projects. At the
completion of financial quarters and at the end of projects, Riz
is responsible for viewing

budget variation reports and incorporating information into
financial statements and
financial projections.
Kim Sweeney, Operations General Manager
Kim is responsible for the day-to-day running of the company.
Kim oversees the
coordination, as well as the structural separation, of the
Residential, Commercial, and
Investments centres. Kim is responsible for sponsoring projects
which affect operations
of the organisation as a whole. Kim works with the Human
Resources Manager to
coordinate systems and projects in order to achieve company-
wide synergy.
Les Goodale, Human Resources Manager
Les is responsible for the productive capacity and welfare of
people at MLR. With the
Operations General Manager, Kim works to coordinate projects
and management
systems such as performance management, recruitment, and
induction. Kim will need to
ensure aspects of the recently launched WHS management
system, such as risk

assessment, management, consulting, reporting and continuous
improvement, are
coordinated with all subsequent activities.
Sam Lee, Manager Residential Realty
Sam is responsible for the management of all aspects of
residential realty. Sam manages
the activities of residential agents.
Pat Misfud, Manager Commercial Realty
Pat is responsible for the management of all aspects commercial
realty. Pat manages the
activities of commercial agents.
Peter Mitchell, Manager Investments
Peter is responsible for the management of all aspects
investment realty. Peter manages
the activities of investment agents. Peter works with the
Operations General Manager to
ensure separation of investment from obligations to residential
and commercial clients.

edition version: 1
Page 4 of 17
Chapter 4 – Budget summary
Max Lionel Realty 2013–2014 budget by activities to be
undertaken
Income:
Commissions, fees from
clients
$2,566,000 Commissions and agents’ fees for the period.
Investment income $1,567,000 Real estate investment income.
COGS $150,413 Cost of provision of services.
Total Income $3,982,587 Gross profit.
Expenses:
Wages, salaries and on
costs
$1,567,890 Wages, salaries, superannuation, work cover
insurance, payroll tax.

Consultancy fees $50,000 Project management: WHS
management
system; AD awareness program.
Communication expenses $42,000 Telephone, ISP costs, IT
support.
Staff travel, transport and
accommodation.
$55,500 Cost of staff travel and associated costs for
sales, etc.
Premises expenses $250,000 Rent, electricity, maintenance,
cleaning.
Capital expenditure $120,000 Purchase of new office equipment
(90%),
vehicles; purchase of properties, land.
Depreciation and
amortisation
$177,569 Computers and capital equipment that is
depreciated.
Office supplies $65,068 Printing and stationery, postage,
amenities.

Professional fees
(consultants, legal and
audit), insurances, taxes and
charges, subscriptions and
memberships.
$62,187 Audit fees, external accounting costs, bank
charges, insurance except workers
compensation.
Total Expenses $2,390,214
Surplus $1,592,373 Net income before tax.
edition version: 1
Page 5 of 17
Chapter 5 – Operational plan
Max Lionel Realty operational plan (summary) FY 2013 - 2014
Objectives: Performance measures Tasks:

1 Engage with
customers/build
ethical profile:
● raise
organisational
profile by 20%
● improve client
satisfaction
performance by
25%.
● Percentage of brand recognition
in sought-after categories in
periodic customer surveys.
● Percentage of customers with
positive view of organisational
responsiveness, innovation,
quality.
● Number of client/tenant

complaints.
● Project to raise awareness of anti-discrimination, WHS and
other
legislation/codes of conduct among agents, clients, tenants.
● Conduct of quarterly surveys: clients and tenants.
● Training needs analysis and training of agents.
● Ensure agents disclose potential conflict of interest to clients,
tenants.
● Development of ethical charter, including principles all
agents must
follow.
2 Increase revenues by
20% within the third
quarter.
● Total income.
● Agent income.
● Investment income.
● Investigate resourcing needs: number of agents; personnel;
office

equipment, cars, etc.
● Fulfil resourcing needs in accordance with policies and
procedures.
3 Reduce direct and
indirect costs of
operations by 10%.
● General ledger accounts;
financial statements:
○ wages
○ cost of agent services
○ consultancy fees
○ wastage and associated
expenses.
● Renegotiate with suppliers.
● Research potential new suppliers.
● Management engagement with employees to achieve greater
employee support of organisational goals.
● Include explanation of how activities work with
organisational

strategic goals in all communications to internal personnel.
● Greater use by managers of budgets to encourage restraint.
● Greater focus on budget restraint in management of projects.
edition version: 1
Page 6 of 17
Max Lionel Realty operational plan (summary) FY 2013 - 2014
Objectives: Performance measures Tasks:
4 Engage workers with
strategic goals of
business and
support professional
development in line
with strategic goals.
(Targets to be set by
individual managers.)

● Percentage completion of
performance plans and
performance management
process.
● Numbers of coaching sessions
completed.
● Numbers of operational – related
training programs completed.
● Management engagement with employees to achieve greater
buy in
of organisational goals.
● Include explanation of how activities work with
organisational
strategic goals in all communications to internal personnel.
● Regular coaching.
● Training needs analysis and training.
● Strategic goals included in induction program for estate
agents.
● Employee incentives for performance in all areas relevant to
operational and strategic goals.

5 Improve health of
employees (range of
specific areas).
● Numbers of injuries (Target = 0).
● Numbers of absentees
(Target = <3% of total hours).
● Training need analysis and training on WHS and
implementation of
recently launched MLR WHS management system.
● Research incentives for: safe work achievement and healthy
lifestyle.
edition version: 1
Page 7 of 17
Chapter 6 – Operational risk register

Max Lionel Realty risk register FY 2012/2013
Identified risk Probability Impact Current controls Future
actions
Failure to recruit qualified real estate
agents due to increased competition.
Medium High ● All office equipment regularly
reviewed and updated as required;
IT security monitored and
maintained.
● Appropriate insurances held and
coverage reviewed annually.
● Managers encouraged and
incentivised to follow performance
management policy.
● Employee performance plans align
with business plan and six-monthly
review process in place.
● Project to raise awareness of anti-
discrimination, WHS and other

legislation/codes of conduct
among agents, clients, tenants
● Appropriate HR policies and
procedures in place.
● WHS management system in
place.
● Industry benchmarking
in all areas of
organisational
performance
● Conduct periodic reviews
of agent performance to
ensure professional
conduct
● Staff trained in use of
technology as needed.
● Keep abreast of changes
in potential liabilities.

● Review and develop HR
related policies where
required.
● Development of ethical
charter, including
principles all agents
must follow
Failure to realise revenue gains due to
recent slump in real estate prices.
High High
Inadequate insurance cover. Low High
Non-compliance on anti-discrimination. Medium High
Perception of discriminatory practice
reducing client and tenant base.
Medium High
Poor organisational culture; low level of
staff engagement and morale.
Medium Medium

Loss of knowledge and capability
through departing staff.
Low High
Failure to meet occupational health and
safety requirements.
Low High
edition version: 1
Page 8 of 17
Chapter 7 – Work Health and Safety (WHS) Policy
Max Lionel Realty WHS policy
Max Lionel Realty recognises its responsibility to provide a
healthy and safe working
environment for employees, contractors, clients and visitors.
Max Lionel Realty is
committed to the continued wellbeing of its employees and to
ensuring that all employees

are safe from injury and health risks whilst undertaking work-
related duties, including
home-based work.
Purpose The purpose of this policy is to ensure the acquisition
of resources
is carried out consistently, fairly and transparently and in
accordance with organisational requirements.
In order to ensure a healthy and safe working environment, Max
Lionel Realty will (in accordance with the WHS management
system):
● undertake risk assessments and implement procedures to
adequately manage any risks in the working environment
● provide written procedures and instructions for safe working
practices
● ensure compliance with all relevant legislation
● maintain safe systems of work including the work premises
and environment
● provide appropriate support, instruction, training and
supervision to employees to ensure safe working practices.

Scope The scope of this policy covers employees and
contractors of Max
Lionel Realty (MLR).
Resources Specific procedures for the implementation of this
policy are
available below and on the company intranet.
Responsibility Max Lionel Realty management and employees
are ultimately
responsible for ensuring that safe systems of work are
established,
implemented and maintained.
Management is responsible for:
● the effective implementation and regular review of WHS
procedures
● consultation with employees regarding health and safety
issues and changes to legislation and/or working practices
which may affect the health, safety or welfare of employee
● providing and maintaining a safe system of working practices

edition version: 1
Page 9 of 17
● providing support, training, and supervision to employees to
ensure safe and healthy workplace practices are carried out,
including relevant first aid training where appropriate
● the provision of adequate resources for employees to meet
the WHS commitment, including an up-to-date first aid kit.
Individual employees are responsible for:
● following all WHS policies and procedures
● ensuring they report all potential and actual risks to partners
or managers/supervisors
● taking care to protect their own health and safety and that of
their colleagues at work
● ensuring their own or others health and safety is not
adversely affected by the consumption of drugs or alcohol
● encouraging others to follow healthy and safe working
practices in the workplace.

Policy
Implementation
and Review
This policy has been established and implemented through the
human resource functions of the organisation and will be
reviewed
regularly in consultation with MLR management and employees
to
ensure compliance with legislation, industry standards and
organisational changes.
Relevant
legislation, etc.
● Privacy Act 1988 (Cwlth)
● Estate Agents Act 1980 (Vic)
● Equal Opportunity Act 2010 (Vic)
● Occupational Health and Safety Act 2004
● Dangerous Goods Act 1985 (Vic)
● AS/NZS 4804:2001 Occupational health and safety
management systems – General guidelines on principles,

systems and supporting techniques
Updated/
authorised
10/2013 – Riz Mehra, CFO
edition version: 1
Page 10 of 17
Chapter 8 – Anti-discrimination policy
Max Lionel Realty Anti-discrimination Policy
Purpose The purpose of this policy is to ensure transactions
with clients,
tenants and other employees is handled fairly and transparently
and in accordance with organisational and legal requirements.
Generally it is unlawful to discriminate on the basis of the
following 16 characteristics:
● sex
● relationship status

● pregnancy
● parental status
● breastfeeding
● age
● race
● impairment
● religious belief or
religious activity
● political belief or activity
● trade union activity
● lawful sexual activity
● gender identity
● sexuality
● family responsibilities
● association with, or
relation to, a person
identified on the basis of
the above.

Scope The scope of this policy covers all employees and
contractors of
Max Lionel Realty (MLR).
policy are
Responsibility Responsibility for the implementation of this
policy rests with all
employees, contractors and management of Max Lionel Realty.
Relevant
legislation, etc.
● Age Discrimination Act 2004 (Cwlth)
● Disability Discrimination Act 1992 (Cwlth)
● Racial Discrimination Act 1975 (Cwlth)
● Sex Discrimination Act 1984 (Cwlth)
Updated/

authorised
edition version: 1
Page 11 of 17
Chapter 9 – Procurement policy and procedures
Max Lionel Realty procurement policy
Purpose The purpose of this policy is to ensure the acquisition
of
resources is carried out consistently, fairly and transparently
and in accordance with organisational requirements.
Scope The scope of this policy covers the purchasing and
acquisition of
resources by employees and contractors of Max Lionel Realty
(MLR).
policy are

Responsibility Responsibility for the implementation of this
policy rests with
employees and management of Max Lionel Realty with
responsibility for purchasing resources.
Relevant
legislation etc.
● Corporations Act 2001 (Cwlth)
● A New Tax System (Goods and Services Tax) Act 1999
(Cwlth)
● Income Tax Assessment Act 1997 (Cwlth)
● Fair Work Act 2009 (Cwlth)
● Occupational Health and Safety Act 2004 (Vic)
Updated/
authorised

edition version: 1
Page 12 of 17
14 Principles governing the Max Lionel Realty procurement
process
1. Probity and ethical behaviour
The principle of probity and ethical behaviour governs the
conduct of all procurement
activities. Employees who have authority to procure goods and
services must comply with
the standards of integrity, probity, professional conduct and
ethical behaviour. Employees
or directors must not seek to benefit from supplier practices that
may be dishonest or
unethical.
2. Value for money
Value for money is the core principle underpinning
procurement. Contracted

organisations must be cost effective and efficient in the use of
resources whilst upholding
the highest standards of probity and integrity. In general, a
competitive process carried
out in an open, objective and transparent manner can achieve
the best value for money
in procurement.
3. Non-discrimination
This procurement policy is non-discriminatory. All potential
contracted suppliers should
have the same opportunities to compete for business and must
be treated equitably
based on their suitability for the intended purpose.
4. Risk management
Risk management involves the systematic identification,
analysis, treatment and, where
possible, the implementation of appropriate risk-mitigation
strategies. It is integral to
efficiency and effectiveness to proactively identify, evaluate,
and manage risks arising out
of procurement related activities. The risks associated with
procurement activity must be

managed in accordance with the organisation’s risk management
policy.
5. Responsible financial management
The principle of responsible financial management must be
applied to all procurement
activities. Factors that must be considered include:
● the availability of funds within an existing approved budget
● staff approving the expenditure of funds strictly within their
delegations
● measures to contain costs of the procurement without
compromising any
procurement principles.
6. Procurement planning
In order to achieve value for money, each procurement process
must be well planned and
conducted in accordance with the principles contained in this
document and comply with
all of the organisation’s policies and relevant legal and
regulatory requirements.
When planning appropriate procurement processes consideration
should be given to
adopting an approach that:

● encourages competition
● ensures that rules do not operate to limit competition by
discriminating against
particular suppliers
● recognises any industry regulation and licensing requirements
edition version: 1
Page 13 of 17
● secures and maintains contractual and related documentation
for the procurement
which best protects the organisation
● complies with the organisation’s delegations policy.
7. Buy Australian Made/support for Australian industry
Employees who are involved in procurement activities must
make a conscious effort to
maximise opportunities for Australian manufacturers and
suppliers to provide products
where there is practicable and economic value. In making a
value for money judgement

between locally-made and overseas-sourced goods, employees
are to take into account:
● whole-of-life costs associated with the good or service
● that the initial purchase price may not be a reliable indicator
of value
● the quality of locally made products
● the record of performance and delivery of local suppliers
● the flexibility, convenience and capacity of local suppliers for
follow on orders
● the scope for improvements to the goods and ‘add-ons’ from
local industry.
8. Pre-registered list of preferred suppliers
Max Lionel Realty shall maintain a pre-registered list of
preferred suppliers, following a
request for expressions of interest and an evaluation of the
submissions. Suppliers can
request to be evaluated for inclusion on the existing pre-register
list at any time.
All purchases under $5,000 may be made from preferred
suppliers without undertaking a
competitive process. Purchases above $5,000 where a preferred
supplier exists should

include a competitive process if practicable.
This list is reviewed at regular intervals with admission of
interested parties on a rolling
basis. Care should be taken to ensure that such lists are used in
an open and
non-discriminatory manner. Max Lionel Realty encourages new
contractors to provide
information on their experience, expertise, capabilities, pricing,
fees, and current
availability. It is in the interest of the organisation that the pool
of potential suppliers is
actively maintained and updated. Employees should be
encouraged to provide reports of
their experiences in working with each contractor/consultant to
assist future decisions
concerning commissioning suitable contractors and consultants.
9. Avoid conflict of interest
Employees and directors are required to be free of interests or
relationships in all aspects
of the procurement process. Employees and directors are not
permitted to personally gain
from any aspect of a procurement process.
Employees and directors shall ensure that to the best of their

knowledge, information and
belief, that at the date of engaging a contractor no conflict of
interest exists or is likely to
arise in the performance of the contractor’s obligations under
their contract.
Should employees or directors become aware of potential
conflicts of interest during the
contract period, they must advise the CEO and the Board of
Directors immediately.
Prior to any situation arising with potential for a conflict of
interest, complete disclosure
shall be made to the CEO and the Board of Directors to allow
sufficient time for a review.
edition version: 1
Page 14 of 17
10. Report collusive tendering
Employees should be aware of anti-competitive practices such
as collusive tendering. Any
evidence of suspected collusion in tendering should be brought

to the attention of the
CEO and the Board of Directors.
11. Competitive process
It is a basic principle of procurement that a competitive process
should be used unless
there are justifiable circumstances. For purchases under $5,000,
the list of preferred
suppliers may be used. The type of competitive process can vary
depending on the size
and characteristics of the contract to be awarded.
12. Direct invitation (selective or restricted tendering)
A process of direct sourcing to tender may be used. This may
involve:
● an invitation to organisations deemed appropriately qualified
for a particular
product or service (this may be appropriate for specialised
requirements in markets
where there is a limited number of suppliers or service
providers)
● an invitation to tender to organisations on MLR’s pre-
registered list of preferred
suppliers if applicable.

13. Evaluation and contract award
For projects being awarded, consideration will be given not
only to the most economically
advantageous tender, but also to the track record of the tender
respondent and the
degree of confidence that the panel has in the quality if the bid.
It will be the normal
practice to have the evaluation of tenders carried out by a team
with the requisite
competency.
14. Results of tendering process
All tender respondents should be informed in writing of the
result of a tendering process
immediately after a contract has been awarded.
edition version: 1
Page 15 of 17
Summary of procurement policy delegations
Authority Purchase amount Required number

of quotes
Comment
CEO and one
Director
Authority to sign
contracts for
products and
services over
$75,000.
Two or more
competitive quotes
for contracts over
$75,000.
Detailed services
contract required.
CEO Authority to sign
contracts for
products and

services up to
$75,000.
Two or more
competitive quotes.
Detailed services
contract required for
contracts over
$20,000.
General Managers
Delegated
authority only
through CEO
Authority to sign
contracts for
products and
services under
$30,000.
One or more

competitive quotes
preferred.
Provided they are
within the approved
budget and
consistent with
business/operational
and strategic
planning.
Managers Authority to sign
contracts for
products and
services under
$10,000.
One or more
competitive quotes
preferred.
Follow MLR

purchasing
procedures.
Agents Authority to sign
contracts for
products and
services under
$5,000.
Must use preferred
suppliers list.
Follow MLR
purchasing
procedures.
Contractors and
external
consultants
No authority. One or more
competitive quotes
preferred.

Must use preferred
suppliers list.
Contractors and
external consultants
must follow MLR
purchasing
procedures and must
seek approval for
purchases from
person holding
relevant authority.
edition version: 1
Page 16 of 17

Chapter 10 – Max Lionel Realty current tenants list
edition version: 1
Page 17 of 17
Chapter 11 – List of pre-approved suppliers
Max Lionel Realty
List of preferred suppliers and contractors
● Ace Consultants: Project managers, IT technicians, technical
writers, marketers,
subject matter experts for short or long term human resourcing
needs.
● Innovative Travel: Business travel bookings
● Melbourne Car World: Fleet sales and service
● Ready Office Supplies: Computers, photocopiers, etc.
● Coffeeville: Business function catering
○ Catering menu:

<http://simulations.ibsa.org.au/coffeeville/menu.php>.
# Street Suburb
Property
Type
# Beds # Baths
OS
Parking
LUG
Y/N
BIRs
Y/N
Garden
Floor
Surface
Tenant 1 Name Tenant 2 Name
Tenant 3
Name
Tenant 4 Name
Lease

Commenced
Inspection
Due
Rent
P/W
67 Miller Street Preston House 3 2 2 Y Y Y Carpet Grace
Haines David Haines 6/22/2011 12/22/2013 420.00$
33 Alexandra Avenue Abbotsford House 2 1 1 N Y Y Carpet
Peter Hickman 7/19/2012 7/19/2013 310.00$
789 Carter Road Collingwood House 2 1 1 N N N Polished
Priscilla Schwartz Andrea Lewis 8/12/2012 8/12/2013 297.00$
45 Main Street Epping Townhouse 3 1 1 N Y N Carpet Phong
Lil Michael North Xin Ling 3/5/2012 9/5/2013 207.00$
22b Chestnut Street Northcote Apartment 1 1 0 N Y N Polished
Wendy Stuart 1/7/2012 7/7/2013 159.00$
12/445 Commercial Road South Preston Flat 3 2 1 Y Y N Carpet
Sarah Tatou Sydney Kellett 12/17/2009 12/17/2013 238.00$
72 Hoddle Street Collingwood Apartment 1 1 0 N Y N Carpet
Tom Casper Amanda Casper 6/3/2010 12/3/2013 326.00$
18 Abbotsford Street Westgarth Apartment 2 1 0 N Y N
Polished John Dean Brett Ellis 4/23/2012 10/23/2013 350.00$
3 Rooney Court Fitzroy Townhouse 3 1 2 N Y Y Carpet James
Rothfield Maria Teasdale Ben Dubois 1/15/2011 7/15/2013

389.00$
60 Kaola Street Coburg House 5 2 2 Y N Y Polished Nigel
Cooper Melissa O'Brien Dan Di Donato Elena Charles
2/28/2013 8/28/2013 332.00$
57 Rathdowne Street Thornbury House 4 2 2 Y N Y Carpet
Joanne Evers Craig Avery Kip McNeil Brendan Gorman
2/12/2013 8/12/2013 450.00$
1 Totzetti Court Carlton Flat 1 1 0 N Y Y Polished Tina
Pullman 5/6/2012 11/6/2013 365.00$
22 Darling Street South Preston House 4 2 2 Y N N Carpet
Maggie Stanton Penny Victor 9/9/2012 9/9/2013 298.00$
13 Darebin Road Northcote House 2 1 1 N Y Y Carpet Reece
Swan Sarah Swan 7/27/2012 7/27/2013 284.00$
1/427 Lygon Street Carlton Apartment 2 1 0 N Y N Polished
Anna Lomen Kelly Cheetham 6/27/2012 12/27/2013 363.00$
39 Southill Street Preston Townhouse 3 1 1 Y Y Y Carpet
Louise Appleton Gino Patony Quan Tho 1/27/2013 7/27/2013
256.00$
14/64 Brownes Road Thornbury Apartment 3 2 2 Y Y N
Polished Jack Morgan Sadie Morgan 5/31/2013 12/1/2013
380.00$
58 Johnston Street Northcote Flat 2 1 0 N Y Y Carpet Jim Percy
Paul Percy 1/3/2013 7/3/2013 450.00$
20 St Georges Road Brunswick Apartment 1 1 1 Y Y N Carpet
Owen Smythe 9/8/2012 9/8/2013 446.00$

74 Harrow Street Fitzroy Townhouse 3 2 2 N Y N Polished
David D'Angelo Carla D'Angelo 4/10/2013 10/10/2013 489.00$
502 Wilson Street Preston House 4 2 2 Y N Y Carpet Zita
Nicholson Andy Nicholson 5/11/2013 11/11/2013 465.00$
8 Moore Court Coburg House 3 2 2 Y N Y Carpet Cecelia
Barton Audrey Amber Kate Kingsley 1/22/2013 7/22/2013
310.00$
4 Beattie Crescent Westgarth Townhouse 2 1 0 N Y Y Polished
Julian Milliken Geoff Katz 8/29/2012 8/29/2013 340.00$
39 Hunters Road Preston House 3 2 1 N N N Carpet Minh Chi
Lin Waan Gracie Jiu 1/27/2013 7/27/2013 410.00$
15 Waldron Ave Brunswick House 2 1 0 N Y Y Carpet
Benjamin Drew Bella Salera 11/7/2009 11/7/2013 389.00$
211 Gower Street Thornbury House 3 2 1 N Y N Carpet Tahir
Singh Eashan Tendulkar Tajdar Deuskar 6/14/2010 12/14/2013
350.00$
41/27 Butler Street Collingwood Apartment 1 1 0 N Y N
Polished Helena Swain 2/23/2011 8/23/2013 367.00$
Current Tenants List
Property
Manager
PM Phone #
Susan Hunter 0411-222-333

Dominic Lazaro 0411-222-444

Facilitator Guide Marking Guide
BSBPMG522 Undertake project work 1st edition version: 1
© 2015 Innovation and Business Industry Skills Council Ltd
Marking Guide
Assessment Task 3: Finalise and review project
Candidate’s Name Phone No.
Assessor’s Name Phone No.
Assessment Site

Assessment Date/s Time/s
Outcomes
Did the candidate:
Satisfactory
Yes No
Submit:
● a budget variation report for sign-off
● signed role descriptions for sign-off
● a handover report
● a post-project project review report?
Participate in project team meetings?
Submit all materials within the required timeframe?
Performance indicators
Did the candidate:
Satisfactory
Yes No
Complete financial recordkeeping associated with project and
check for

accuracy?
● Meet with project team to discuss.
● Submit budget variation report for forwarding to Chief
Financial
Officer.
● Report free from errors and showing required numeracy to
complete task.
Did the candidate:
Satisfactory
Yes No
Assign staff involved in project to new roles or reassign to
previous
roles?
● Meet with project team to assign roles as directed by
Operations

General Manager.
● Complete signed role description forms and submit to
Operations
General Manager.
Complete project documentation and obtain any necessary sign
offs for
concluding project?
● Submit all project documentation and deliverables for sign-off
by
Operations General Manager:
○ budget variation report for sign-off
○ signed role descriptions for sign-off
○ handover report for sign-off
○ post-project review report.
Review project outcomes and processes against the project
scope
and plan?
o review outcomes against objectives, including budgetary

performance
o review team processes
o discuss lessons learned from implementation of project.
Involve team members in the project review?
o review outcomes against objectives, including budgetary
performance
o review team processes
o discuss lessons learned from implementation of project.
Did the candidate:
Satisfactory
Yes No

Document lessons learned from the project and report within the
organisation?
-project review report to Operations General
Manager
for forwarding to stakeholders.
-project review report should contain:
o a review of outcomes against objectives, including
budgetary performance
o a review of team processes
o discussion of lessons learned from implementation of
project
o discussion of project management tools used, evaluation of
their contribution to the project and recommendations of
future alternatives where applicable.
Comments/feedback to participant
Outcome:

Successful Unsuccessful
Assessor name:
Assessor signature:
Assessment Task 3 BSBPMG522 Undertake project work
© 2015 Innovation and Business Industry Skills Council 1st
edition version: 1
Page 1 of 4
Finalise and review project
Submission details
Assessment Site
The assessment task is due on the date specified by your
assessor. Any variations to this
arrangement must be approved in writing by your assessor.
Submit this document with

any required evidence attached. See specifications below for
details.
Performance objective
Candidates will demonstrate knowledge and skills required to
finalise and review
projects.
Assessment description
Following on from Assessment Tasks 1 and 2 and using the
workplace scenario
information provided, you will, drawing on consultation with
your project team, complete
financial record keeping, reassign staff to roles, complete
project documentation for
sign-off and review project outcomes against project scope and
plan. You will then
produce a report on the project for stakeholders.
Procedure
1. Review the simulated business documentation, including
policies and procedures,
in the document ‘Max Lionel Realty.docx’. Review templates
contained in the
document ‘Project planning templates.docx’ for possible use or
adaptation in

completing project requirements.
2. Review the scenario information provided in Appendix 3.
3. In consultation with your project team, complete financial
record-keeping for the
project:
a. compare budgeted spend with actual
b. produce a budget variation report.
Note: You may use or adapt the template provided. Meetings
may be observed by
your assessor. Follow your communication plan or agree to a
time and date.
edition version: 1
Page 2 of 4
4. In consultation with your project team and management,
assign project team
members to roles. Obtain agreement on new roles and
responsibilities. You may
use or adapt the template provided (under initiation and scope)

to record
agreement on new role descriptions.
Note: Meetings may be observed by your assessor. Follow your
communication plan
or agree to a time and date.
5. Produce a handover report for the Project Sponsor (the
assessor) for sign-off. You
may use or adapt the template provided.
6. In consultation with your project team:
a. review the project’s outcomes against objectives, including
budgetary
performance
b. review team processes
c. review the project management tools used, evaluate their
contribution to the
project and discuss possible alternatives
d. discuss lessons learned from implementation of the project.
Note: You may use or adapt the post-project review meeting
agenda template
provided. Meetings may be observed by your assessor. Follow
your

communication plan or agree to a time and date.
7. Produce a post-project review report for all stakeholders,
including the Board of
Directors, containing:
a. a review of project outcomes against objectives, including
budgetary
performance
b. a review of team processes
c. a review of the project management tools used, an evaluation
of their
contribution to the project and any recommendations for
alternative tools for
use in the future
d. a discussion of lessons learned from implementation of the
project
e. recommendations for the implementation of future projects
based on the
lessons learned, ensuring your report takes account of specific
organisational
requirements, e.g. legislative requirements and strategic plans.
Note: You may use or adapt the post-project review report
template provided.

8. Submit documentation as per specifications below.
Specifications
You must:
● participate in project meeting/s
● submit:
○ budget variation report for sign-off
○ signed role descriptions for sign-off
edition version: 1
Page 3 of 4
○ handover report
○ post-project project review report.
Your assessor will be looking for:
● communication and negotiation skills to work with team
members and other
stakeholders to maintain project schedules
● literacy skills to read, write and review a range of
documentation

● planning and organising skills to develop, monitor and
maintain implementation
schedules
● numeracy skills to analyse data and to compare timelines and
promotional costs
against budgets
● culturally appropriate communication skills to relate to
people from diverse
backgrounds and people with diverse abilities
● knowledge of relevant legislation from all levels of
government that may affect
aspects of business operations, such as:
○ anti-discrimination legislation
○ ethical principles
○ codes of practice
○ privacy laws
○ environmental issues
○ WHS
● knowledge of organisational structure, and lines of authority
and communication

within the organisation
● knowledge of how the project relates to organisation’s overall
mission, goals,
objectives and operations.
Adjustment for distance-based learners
● No variation of the task is required.
● A follow-up interview may be required (at the discretion of
the assessor).
● Documentation can be submitted electronically or posted in
the mail
● Meetings may be conducted and observed live or via an
appropriate
teleconferencing tool.
edition version: 1
Page 4 of 4
Appendix – Scenario
Max Lionel Realty
It is now time to review and finalise the project.

Work with your project team to review the outcomes, team
processes and lessons learned
from implementation.
Review the project’s budgetary performance and produce a
budget variation report for the
Chief Financial Officer.
Your Operations General Manager requires you to submit an
implementation report for
the Board of Directors that includes recommendations for the
improvement of
implementation for future projects.
Marking Guide
Assessment Task 2: Administer and monitor project

Assessment Site
Outcomes
Did the candidate:
Satisfactory
Yes No
Submit:
● a written record of agreement with roles and responsibilities
● three status reports as per recordkeeping requirements
● risk management reports (may be change requests or issues
logs)
● project deliverables (drafts and final)?
Provide appropriate form of support: coaching, assistance with
deliverables, etc.?
Participate in project team meetings?
Did the candidate:

Satisfactory
Yes No
Take action to ensure project team members were clear about
their
responsibilities and the project requirements?
● Candidates should meet with project team to negotiate
responsibilities.
● Candidates should document agreement on templates
provided.
Did the candidate:
Satisfactory
Yes No
Provide support for project team members, especially with
regard to

specific needs, to ensure that the quality of the expected
outcomes of
the project and documented time lines are met?
● Candidate provides support to team member as per need and
so
that project outcomes can be met at required standard.
● Support should demonstrate (culturally appropriate)
communication and negotiation skills.
● Support needs to adhere to project parameters (cannot cost too
much to provide [each candidate has an hourly rate to
consider]);
cannot take too long to provide; cannot put project at risk.
Establish and maintain required recordkeeping systems
throughout the
project?
● Organisational recordkeeping system requires regular status
reports to record:
○ financial management and budget control.
● Project milestones, for example:
○ quality review completion

○ outcomes and deliverables.
Did the candidate:
Satisfactory
Yes No
Implement and monitor plans for managing project finances,
resources
(human, physical and technical) and quality?
● Complete status reports, including minutes of team meetings.
● Meet with team to:
○ clarify roles and responsibilities and ensure written record
of agreement, e.g. obtain signatures on roles and
responsibilities template provided
○ determine need for support and inform team members of

your support needs
○ discuss monitoring and recordkeeping systems as required
by the organisation
○ discuss risk processes for identifying risks and risk
management approaches.
Discussions indicate understanding of business documentation
and scenario requirements to demonstrate required literacy
for task.
● Follow project and risk management plans.
● Make required adjustments to plans if required to reflect
changing conditions.
Complete and forward project reports as required to
stakeholders?
● Status reports template competed.
● Status reports submitted to Operations General Manager.
● Status reports demonstrate required numeracy for task.
● Status reports submitted at 25%, 50%, 75% of timeline.
Undertake risk management as required to ensure project

outcomes
are met?
● Each candidate must identify, assess, and treat contingency to
ensure project outcomes.
● Each candidate should coordinate actions with team.
Achieve project deliverables?
● Candidate meets quality specifications outlined in Assessment
Task.
● Project deliverables demonstrate knowledge of organisational
strategic directions.

Outcome:
Assessor name:
Assessor signature:
edition version: 1
Page 1 of 4
Administer and monitor project
Submission details
Assessment Site

details.
administer and monitor
projects.
Using the workplace scenario information provided, you will
work collaboratively with your
project team to administer and monitor a project (initiated,
planned and discussed in
Assessment Task 1) in order to achieve the project deliverables.
Procedure
policies and procedures
contained in the
adaptation in

3. Determine monitoring and record-keeping system
requirements from scenario for
project as planned.
4. Determine personal need for support.
5. Meet with the team to:
a. clarify roles and responsibilities and ensure written record of
agreement, e.g.
obtain signatures on roles and responsibilities template provided
b. determine need for support and inform team members of your
support needs
edition version: 1
Page 2 of 4
c. discuss monitoring and record-keeping systems as required by
the
organisation
d. discuss risk processes for identifying risks and risk
management approaches.

Note: Minutes of these meetings should be attached to your
project status reports.
You may need to meet on several occasions. Meetings may be
observed by your
assessor. Follow your communication plan or agree to a time
and date.
6. Plan to support a team member. Arrange suitable time with
team member and
assessor (to observe). You may, for example, provide assistance
with deliverables,
coach, train, etc.
Note: Ensure you adhere to budgetary constraints and timelines.
All resources and
time spent on the project will count towards expenditure.
7. Meet with team member to provide support.
8. Complete the following personal roles and responsibilities:
a. implement monitoring and record-keeping, using or adapting
the template
provided
b. develop project deliverables
c. ensure quality assurance on draft deliverables as required by
your project

plan.
9. Undertake risk management as per your project plan. Provide
risk management
reports (may include change requests and/or issues logs). Use or
adapt the
templates provided.
Note: Your Operations General Manager (the assessor) will
inform your project team
of contingencies that you will need to manage. Coordinate
actions with your project
team members. Each team member will have at least one
contingency to manage.
10. Submit documentation as per specifications below.
Specifications
You must:
● participate in project meeting/s
● provide appropriate support to one team member
● submit:
○ a written record of agreement with roles and responsibilities
○ three status reports as per record-keeping requirements
○ risk management reports: change requests and/or issues logs

○ draft project deliverables for quality assurance
○ final project deliverables.
edition version: 1
Page 3 of 4
members and other
documentation
● planning and organising skills to monitor and maintain
implementation schedules
● numeracy skills to analyse data and compare timelines and
implementation
people from diverse

○ privacy laws
○ WHS
● knowledge of organisational structure and chains of authority
and communication
● knowledge of how the project relates to the organisation’s
overall mission, goals,
the assessor).
the mail.

appropriate
edition version: 1
Page 4 of 4
Max Lionel Realty
It is now time to implement the project you initiated, planned
for and negotiated in
Assessment Task 1.
Work with your team to achieve agreed deliverables on time, to
budget, and up to the
required standard. Manage contingencies and renegotiate project
with stakeholders as
required.
As per organisational project management record keeping
system requirements, your
Operations General Manager requires regular status reports to
record:

● financial management and budget control
● project milestones, for example:
○ quality review completion
○ outcomes and deliverables.
Submit three status reports over course of project: at 25%, 50%,
75% of timeframe.
Risk management reports need to be submitted to the project
sponsor for each
contingency managed.
Recall the quality standards for deliverables:
● clearly communicate legal obligations, REIV obligations
● no grammar or spelling errors
● professional but friendly language
● fair and flexible delivery for intended audience
● meet audience requirements and sensitive to information
needs.

Marking Guide
Assessment Task 1: Define project and develop plan
Assessment Site
Outcomes
Did the candidate:
Satisfactory
Yes No
Submit:
● project initiation and scope documents: project brief; project
scope; stakeholder analysis; communication plan; roles and
responsibilities; project snapshot
● a project plan (version 1 and version 2)
● a risk management plan (a risk register and a risk assessment
for each of the four risks) (version 1 and version 2)

● a budget (version 1 and version 2)?
Participate in discussion with the Operations General Manager
(the
assessor)?
Did the candidate:
Satisfactory
Yes No
Access project scope and other relevant documentation?
● describe project scope as including the development of
communication material for agents as determined by assessor;
exclusions as determined by assessor
● document scope, using template, for example

Did the candidate:
Satisfactory
Yes No
● describe other relevant documentation determine project and
to
provide content for project deliverables:
○ Max Lionel Realty simulated business documentation,
such as strategic directions, budget, risk management,
policies, etc.
○ REIV Code of Conduct
○ Estate Agents Act 1980 (Vic)
○ Equal Opportunity Act 2010 (Vic)
○ privacy laws.
Define project stakeholders?

● Candidate interprets scenario, organisational chart and
management responsibilities to identify all or most of the
following as potential stakeholders:
○ project team, including technical experts
○ Operations General Manager/Project Sponsor: concerned
with overall success of project and integration with
business strategic objectives, etc.
○ Chief Financial Officer: Will need to review budgets
○ Human Resources Manager: Will be concerned with
coordinating with other HR projects and programs
○ Residential Manager: Will need to be informed of agent
requirements to attend meetings, briefing sessions, etc.
○ Commercial Manager: Will need to be informed of agent
○ Investments Manager: Will need to be informed of agent
○ clients: See Assessment Task 1 for detailed concerns
○ agents: See Assessment Task 1 for detailed concerns

○ tenants: See Assessment Task 1 for detailed concerns.
Seek clarification from delegating authority of any issues
related to the
project and project parameters?
● discuss changes in parameters with Operations General
Manager/Project Sponsor, for example:
○ reduction in budget to $10,000
○ shortened timeline for completion of project (Reduce by
10%).
Did the candidate:
Satisfactory
Yes No
Identify limits of own responsibility and reporting
requirements?

● As set out in project plan—personal responsibility and
timelines
for deliverables, reporting at 25%, 50%, 75% status, evaluation
reporting
Clarify the relationship of the project to other projects and to
the
organisation’s objectives? For example:
● Performance management: Performance management could
incorporate elements of ethical knowledge into performance
targets.
● Recruitment and induction: Ethics could form integral part of
future inductions.
● WHS management system: management of WHS related
contingencies will need to integrate with system requirements
such as risk assessment, management, consulting, reporting
and continuous improvement.
● Risk management: Project will need to follow risk
management
procedures and account for existing risk as identified in

organisational risk register.
● Financial management: project will need to adhere to
budgetary
constraints and financial objectives for the business as a whole
(See business plan, operational plan, risk register for simulated
business for details).
Determine and access available resources to undertake the
project?
For example:
● human resourcing (as provided by assessor – hourly cost must
be strictly accounted for)
● communication tools (provided and costed by candidates)
● catering at meetings, information briefings, etc. (provided and
or
costed by candidates)
● candidates should refer to use costs specified by preferred
suppliers, otherwise candidates may identify travel costs, etc.
and estimate.

Did the candidate:
Satisfactory
Yes No
Develop a project plan including timelines, work breakdown
structure,
roles and responsibilities and other details of how the project
will be
managed in relation to the project parameters?
● Candidate should include design, development,
implementation,
and evaluation stages.
● Candidate should include dependencies (may be presented in
Gantt format, for instance).
● Candidate should include periodic monitoring and quality
assurance.

Identify and access appropriate project management tools? For
example:
● software: Microsoft Word, Excel, Project, etc.
● Gantt, critical path method, PERT charts, etc.
● appropriate telecommunication tools, such as Skype,
identified if
required.
Formulate a risk management plan for the project, including
work
health and safety (WHS) considerations?
● Candidate identifies, assesses and suggests treatment of WHS
risk. Candidate should identify consulting, reporting and
continuous improvement requirements in order to work within
organisation’s WHS management system.
● Candidate identifies, assesses and plans treatment of at least
three additional risks, including financial risk. Candidate may
consider already identified risks in risk register.
Develop and approve the project budget?

● Budget accounts for all resources.
● Budget is correct and reflects level of numeracy required to
complete task.
● Resources are costed appropriately as per scenario or
realistically approximated.
Consult team members and take their views into account in
planning
the project?
● Candidate uses (culturally appropriate) communication skills
to
negotiate professionally with project team.
Did the candidate:
Satisfactory

Yes No
Finalise their project plan and gain any necessary approvals to
commence project according to documented plan?
● Candidate follows scenario to identify lines of authority for
project.
Outcome:
Assessor name:
Assessor signature:
edition version: 1
Page 1 of 6

Define project and develop plan
Submission details
Assessment Site
details.
define projects and develop
project plans.
Using the workplace scenario information provided, you will
determine the scope of a
project and develop a portfolio of draft planning documentation
to discuss with your

Operations General Manager (the assessor). You will then
negotiate aspects of the project
with your assigned project team. Finally, you will submit final
planning documentation for
approval.
Procedure
policies and procedures,
contained in the
adaptation in
3. Receive details from Operations General Manager (the
assessor) of your project
team, cost, skills, and suggested project deliverables and
timeframes.
4. Determine project scope. Develop appropriate initiation and
scope documents for
discussion with Operations General Manager (the assessor).
5. Determine additional documentation required to determine

project and develop
deliverables.
edition version: 1
Page 2 of 6
6. Define project stakeholders. Determine how you will engage
and manage
stakeholders to achieve project objectives. Develop
communication and
stakeholder management plans for discussion.
Note: Consider scenario information and organisational
structure to determine
stakeholders and stakeholder interests.
7. Identify personal responsibilities and reporting requirements.
8. Determine relationship of project to other projects, systems,
business operations,
strategic aims of organisation, and external legislative
requirements.
9. Determine resources and access to resources. Consult with
Operations General

Manager (the assessor) to clarify if necessary.
10. Determine project management tools, such as software (e.g.
Microsoft Word, MS
Excel, and MS Project) and templates, etc.
Note: You may use software tools or use or adapt the templates
provided.
11. Using an appropriate project management tool, develop your
project plan
(version 1). Include:
a. work breakdown structure: stages of development or of task
completion
(Design, Develop, Implement, Evaluate); opportunities for (peer
and
stakeholder) review and feedback; coordination of roles and
sharing of
responsibility for deliverables; dependencies
b. timelines
c. roles and responsibilities for each team member
d. resourcing requirements.
12. Develop a risk management plan for your project (version 1)
for discussion. Include

consideration of WHS risk management. Identify, assess and
suggest treatment of
at least three additional risks, including financial risk. Record
risks on a risk register
and complete a risk assessment document for each risk.
Note: You may use software tools or use or adapt the templates
provided.
13. Develop a budget (version 1) for the project.
Note: You may use software tools or use or adapt the template
provided.
14. Meet with Operations General Manager (the assessor) to
discuss:
a. project scope
b. additional documentation required to determine project and
develop
deliverables.
c. project stakeholders
d. personal responsibilities
e. relationship of project to other projects, systems, strategic
aims of
organisation
f. resources and access to resources

edition version: 1
Page 3 of 6
g. portfolio of documents:
i. project initiation and scope documents
ii. project plan (version 1)
iii. risk management plan (version 1)
iv. budget (version 1).
15. Ask for feedback from your Operations General Manager
(the assessor) on your
version 1 drafts and ensure understanding of any additional
project issues or
changes to project parameters.
16. Meet with your project team to:
a. negotiate roles and responsibilities
b. Agree on version 2 of documents for approval by Operations
General
Manager (the assessor):

i. project plan (version 2)
ii. risk management plan (version 2)
iii. budget (version 2).
c. Incorporate Operations General Manager (the assessor)
feedback into
planning project:
Note: The meeting will be observed by your assessor. Follow
your
communication plan or agree to a time and date.
When meeting with your team, be:
i. professional
ii. accommodating and conscious of varying skill levels,
interests,
backgrounds
iii. submit documentation as per specifications below.
Specifications
You must:
● meet with Operations General Manager to discuss project
scope and portfolio of
planning documents

● participate in project meeting/s with project team
● submit:
○ project initiation and scope documents, including: a project
brief; a project
scope; a stakeholder analysis; a communication plan; roles and
responsibilities; project snapshot
○ a project plan (version 1 and version 2)
○ a risk management plan (risk register and risk assessment for
each of four
risks) (version 1 and version 2)
○ a budget (version 1 and version 2).
edition version: 1
Page 4 of 6
members and other

documentation
● planning and organising skills to develop project plans
● numeracy skills to analyse data and to compare timelines and
implementation
costs against budgets
people from diverse
○ privacy laws
○ WHS
● knowledge of organisational structure and chains of authority
and communication

● knowledge of how the project relates to the organisation’s
overall mission, goals,
the assessor).
the mail
appropriate
edition version: 1
Page 5 of 6
Max Lionel Realty
Max Lionel Realty (MLR), in order to build customer goodwill

and satisfy its legal and
ethical obligations, has decided to implement a program to:
● inform agents of legal and ethical obligations (particularly
with respect to WHS and
anti-discrimination legislation) and any standards or codes of
conduct followed by
the organisation
● promote high standards in professional conduct (see Real
Estate Institute of
Victoria (REIV) Code of Conduct and relevant legislation)
● inform clients, tenants and potential tenants of MLR’s
commitments
● achieve employee and client buy-in for initiative.
You are an external consultant (from Ace Consultants)
contracted to project manage
activities to achieve the objectives above.
Quality standards for deliverables:
● clearly communicate legal obligations and REIV obligations
● contain as content or support company strategic directions
● no grammar or spelling errors
● professional but friendly language

● fair and flexible delivery for intended audience
● meet audience requirements and sensitive to information
needs, cultural diversity.
Previous needs analysis for the project has uncovered
characteristics and requirements
of Residential and Commercial Agents and Clients:
Agents Clients Tenants
● under stress; time poor
● highly trained and
competent in selling
and managing real
estate
● unaware of legal,
ethical requirement.
just want to please
clients
● even if aware, have no
idea how to apply to
daily client practice

● cynical: e.g. ‘why do I
have to pay attention to
MLR’s internal
business? I just want
them to manage my
property.’
● time poor
● not sure of MLR
obligations and
commitment to best-of-
breed client service and
ethical practice, REIV
code of conduct
● sometimes feel
discriminated against
on basis of:
○ lifestyle
○ family status

○ cultural
background
○ income, etc.
edition version: 1
Page 6 of 6
Agents Clients Tenants
● unclear on overall
strategic aims of MLR
● culturally diverse.
● feel it’s the agent’s
obligation to fill
rental/lease properties
according to client
wishes: e.g. ‘I choose
who lives in/leases my

property’
● culturally diverse.
● residential agents have
been rude or insensitive
on occasion: e.g. ‘you
wouldn’t treat your rich
clients or investment
partners this way’
● do not feel they are
adequately consulted
● residential/commercial
agents/clients have let
themselves in without
consultation
● inspections are
sometimes
unannounced.
Project conditions are as follows:

● Six to eight team members (two to four candidates plus four
virtual team members)
who must be utilised and budgeted for. Operations General
Manager (the assessor)
will determine composition of project team.
● The structure of the work should include roles for project
sponsor, technical
experts, quality assurance of deliverables, project manager
(yourself initially and,
after provisional approval, as negotiated with your team), and
roles and
responsibilities for each team member to achieve the
deliverables according to
standards, etc.
● All reasonable resources (e.g. access to a room, computers,
software and
templates) will be provided. Paper and telecommunications
costs, for example, to
be covered by candidates. All resources must be costed and
included in your
budget.
● Budget: $15,000.
● Your Operations General Manager (the assessor) will suggest

Project planning templates

Recommended

Recommended

More Related Content

Similar to Project planning templates

Similar to Project planning templates (20)

More from danhaley45372

More from danhaley45372 (20)

Recently uploaded

Recently uploaded (20)

Project planning templates