RTO No: 91223

Assessment Task 1

ICTPMG613 Manage ICT Project Planning

Assessment Task 1 Cover Sheet

Student Declaration
To be filled out and submitted with assessment responses

I declare that this 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.
MUHAMMAD TALHA DAWOOD
Student name

SCM1552
Student ID number

Talha
Student signature

23/8/2023
Date

Assessor declaration
 I hereby certify that this student has been assessed by me and that the assessment has been
carried out according to the required assessment procedures.

Assessor name

Assessor signature

Date

Assessment outcome S NS DNS Resubmission Y N

Feedback

Student result response

 My performance in this assessment task has been discussed and explained to me.
I would like to appeal this assessment decision.
Talha
Student signature

23/8/2023
Date

A copy of this page must be supplied to the office and kept in the student’s file with the evidence.

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Assessment Task 1: Knowledge Questions

Information for students

Knowledge questions are designed to help you demonstrate the knowledge which you have acquired
during the learning phase of this unit. Ensure that you:

 review the advice to students regarding answering knowledge questions in the IT Works Student
User Guide

 comply with the due date for assessment which your assessor will provide

 adhere with your RTO’s submission guidelines

 answer all questions completely and correctly

 submit work which is original and, where necessary, properly referenced

 submit a completed cover sheet with your work

 avoid sharing your answers with other students.

i
Assessment information
Information about how you should complete this assessment can be found in Appendix
A of the IT Works Student User Guide. Refer to the appendix for information on:

 where this task should be completed

 the maximum time allowed for completing this assessment task

 whether or not this task is open-book.

Note: You must complete and submit an assessment cover sheet with your work. A
template is provided in Appendix C of the Student User Guide. However, if your RTO
has provided you with an assessment cover sheet, please ensure that you use that.

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Questions
Provide answers to all of the questions below:

1. Identify three cost estimation techniques/methods and explain how they are used.

Cost estimation is an essential aspect of project management and financial planning. Various
techniques and methods are used to estimate costs depending on the nature and complexity of
the project. Here are three commonly used cost estimation techniques/methods along with
explanations of how they are used:

1. Analogous Estimation:

 Method: Analogous estimation, also known as top-down estimation, involves using

historical data from similar past projects as a basis for estimating the costs of a
current project.

 How it's used: This method is often employed in the early stages of a project when
detailed information is limited. Project managers or estimators compare the current
project to past projects with similar characteristics, such as size, scope, and
complexity. By identifying similarities and differences, they can make rough cost
estimates. Analogous estimation is quick and relatively simple but can be less
accurate than other methods.

2. Parametric Estimation:

 Method: Parametric estimation involves using statistical relationships between

project variables and cost to estimate project expenses. These relationships are often
expressed as mathematical formulas or equations.

 How it's used: In parametric estimation, the estimator identifies key project
parameters that influence costs, such as size, quantity, or complexity. They then use
historical data and regression analysis to develop a formula that relates these
parameters to costs. This formula is then applied to the current project's parameters
to estimate costs. Parametric estimation can be highly accurate when the
relationships are well-defined and based on a large dataset.

3. Bottom-Up Estimation:

 Method: Bottom-up estimation, also known as detailed estimation, involves breaking

down a project into smaller, more manageable components or work packages. Cost
estimates are then developed for each of these components, and the individual
estimates are aggregated to determine the total project cost.

 How it's used: This method is used when a high level of accuracy is required or
when projects are complex and consist of many diverse activities. Project managers
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 or estimators work closely with subject matter experts to develop detailed estimates
for each component, considering factors such as materials, labor, equipment, and
overhead costs. These detailed estimates are then combined to create a
comprehensive project cost estimate. Bottom-up estimation is time-consuming but
provides a high level of accuracy.

2. Describe the purpose of Gantt charts.

Gantt charts are a widely used project management tool that serves several important purposes in
project planning and execution:

1. Visual Project Planning: The primary purpose of Gantt charts is to provide a visual
representation of a project's schedule. They offer a clear, graphical overview of the tasks,
activities, and milestones that need to be completed over the course of a project. This visual
representation makes it easier for project managers, team members, and stakeholders to
understand the project's timeline and structure.

2. Task Sequencing and Dependencies: Gantt charts help in illustrating the order in which
tasks and activities should be executed within a project. They allow project managers to
define task dependencies, showing which tasks must be completed before others can start.
This is crucial for understanding the critical path of the project and ensuring that tasks are
executed in the right sequence to meet project objectives.

3. Resource Allocation: Gantt charts can also display resource allocation, indicating which
team members or resources are assigned to specific tasks or activities. This helps project
managers ensure that resources are appropriately distributed and that there are no conflicts
or overloads.

4. Progress Tracking: Gantt charts enable real-time tracking of project progress. As tasks are
completed, they are marked as such on the chart. This visual tracking allows project
managers to quickly assess whether the project is on schedule or if there are delays that
need to be addressed. It helps in identifying potential bottlenecks and allows for timely
adjustments to keep the project on track.

5. Communication and Collaboration: Gantt charts serve as a valuable communication tool.

They provide a visual representation that can be shared with project stakeholders, team
members, and clients. This promotes transparency and ensures that everyone involved in the
project has a common understanding of the timeline and progress.

3. Explain the work breakdown structure. In your answer, include reference to how work
packages can help project scheduling.

The Work Breakdown Structure (WBS) is a fundamental project management tool used to break
down a project into smaller, more manageable components, known as work packages. It
provides a hierarchical representation of the project's scope, allowing project managers to
organize and understand the various tasks and deliverables required to complete the project.
Here's an explanation of the Work Breakdown Structure and how work packages contribute to
project scheduling:
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Work Breakdown Structure (WBS):

The Work Breakdown Structure is a hierarchical decomposition of the project scope into smaller, more
manageable pieces. It serves several important purposes in project management:

1. Scope Definition: The WBS helps in defining and clarifying the scope of the project by
breaking it down into smaller, well-defined components. This ensures that all project
deliverables are identified and accounted for.

2. Organization and Structure: It provides a structured and organized view of the project,
making it easier for project managers, team members, and stakeholders to understand the
project's components and relationships.

3. Task Assignment: The WBS allows project managers to assign responsibility for each work
package to specific team members or groups, fostering accountability and clear ownership of
tasks.

4. Estimation and Budgeting: Work packages are associated with cost and time estimates,
enabling project managers to allocate resources and develop a budget for the project.

5. Project Scheduling: The WBS forms the basis for project scheduling by breaking down the
project into manageable units of work, making it easier to create a project schedule.

Work Packages:

Work packages are the lowest level of the WBS hierarchy. They represent individual tasks or
activities that are essential for completing the project. Here's how work packages contribute to
project scheduling:

1. Task Level Detail: Work packages provide a detailed breakdown of the project's scope at the
task level. This level of granularity is necessary for project scheduling as it allows project
managers to define specific activities that need to be executed.

2. Estimation: Each work package includes estimates for the time, effort, and resources
required to complete the task. These estimates are critical for determining the duration of
each task in the project schedule.

3. Dependency Identification: Work packages help in identifying task dependencies. By

understanding the order in which work packages need to be executed, project managers can
establish the sequence of tasks in the project schedule.

4. Resource Allocation: Work packages specify which resources (e.g., personnel, equipment,
materials) are needed for each task. This information is essential for resource allocation and
ensuring that the right resources are available at the right time.

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 5. Scheduling Constraints: Work packages may contain constraints or limitations that affect
scheduling, such as specific start or finish dates, deadlines, or external dependencies. These
constraints are considered when creating the project schedule.

4. Identify three project methodologies used in ICT projects. Briefly describe each one and
its benefits and disadvantages.

Several project methodologies are used in Information and Communication Technology (ICT)
projects to plan, manage, and execute them effectively. Here are three commonly used ICT
project methodologies, along with their benefits and disadvantages:

Waterfall Methodology:

 Description: The Waterfall methodology is a traditional, sequential approach to

project management. It involves completing each phase of a project one after the
other, with no overlapping or iterations. The project progresses linearly through
stages such as requirements gathering, design, development, testing, deployment,
and maintenance.

Benefits:

 Clarity: It provides a clear and structured path for project execution, making it
easy to understand and manage.

 Well-defined requirements: Requirements are defined upfront, reducing the

risk of scope changes during the project.

 Documentation: Extensive documentation is generated at each phase,

which can be valuable for future reference and compliance.

Disadvantages:

 Rigidity: The Waterfall model is inflexible and can be challenging to

accommodate changes once the project has progressed beyond the initial
stages.

 Late Testing: Testing occurs late in the project lifecycle, making it more
difficult and costly to address defects and issues.

 Customer Involvement: Limited customer involvement until the end of the

project can lead to misunderstandings and dissatisfaction.

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Agile Methodology:

 Description: Agile is an iterative and incremental project management approach. It

emphasizes collaboration, flexibility, and customer feedback. Agile projects are
divided into small, manageable increments or iterations, with each iteration delivering
a potentially shippable product increment.

Benefits:

 Adaptability: Agile allows for changes and adjustments to project

requirements, priorities, and scope as customer needs evolve.

 Frequent Deliveries: Frequent iterations result in regular deliveries of

working software, enabling early feedback from customers.

 Customer Satisfaction: Continuous customer involvement ensures that the

final product aligns closely with customer expectations.

Disadvantages:

 Complexity: Agile can be complex to implement, requiring a shift in mindset,

strong team collaboration, and regular communication.

 Documentation: Agile may produce less extensive documentation compared

to other methodologies, which can be a challenge in highly regulated
industries.

 Scope Creep: Without careful management, Agile projects can suffer from
scope creep as changes are frequently introduced.

Scrum:

 Description: Scrum is a specific Agile framework that focuses on iterative

development and product increments. It organizes work into time-boxed iterations
called "sprints," typically lasting two to four weeks. Scrum teams consist of a product
owner, a Scrum master, and a development team.

Benefits:

 Transparency: Scrum provides transparency into project progress through

daily stand-up meetings, sprint planning, and sprint reviews.

 Prioritization: The product owner's role in Scrum ensures that the team
works on the most valuable features and requirements first.

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  Collaboration: Scrum emphasizes collaboration and communication within
the team and with stakeholders.

Disadvantages:

 Learning Curve: Implementing Scrum effectively requires a learning curve

and may be challenging for teams new to the framework.

 Resource Intensive: Scrum requires a dedicated product owner, Scrum

master, and development team, which can be resource-intensive.

 Not Suitable for All Projects: Scrum may not be suitable for all ICT projects,
particularly those with rigid regulatory requirements or fixed scope.

5. Provide a definition of the software development lifecycle (SDLC).

The specific phases and activities within the SDLC can vary depending on the chosen
methodology or framework, but some common phases and activities typically include:

1. Planning: In this initial phase, project objectives are defined, requirements are gathered from
stakeholders, and a project plan is created. This phase sets the direction and scope of the
project.

2. Analysis: During this phase, detailed requirements are documented and analyzed. This
includes defining the functional and non-functional requirements of the software, as well as
understanding any constraints or dependencies.

3. Design: The design phase involves creating the architectural and technical design of the
software. This includes designing the software's structure, data models, user interfaces, and
overall system architecture.

4. Implementation (Coding): In this phase, developers write the actual code for the software
based on the design specifications. This is where the software is built according to the
established requirements and design.

5. Testing: Testing is a critical phase where the software is systematically evaluated to identify
and fix defects, ensure it meets the requirements, and confirm that it functions correctly.

6. Deployment: Once the software has passed testing and quality assurance processes, it is
deployed to a production environment where users can access and use it.

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 7. Maintenance and Support: After deployment, the software enters a phase of ongoing
maintenance and support. This phase includes addressing bug fixes, making updates, and
providing user support as needed.

8. Monitoring and Feedback: Continuous monitoring of the software's performance and user
feedback is essential throughout its lifecycle.

6. Identify the common stages of the SDLC. In your answer, explain what happens when the
final stage is achieved.

The common stages of the Software Development Lifecycle (SDLC) can vary depending on the
specific methodology or approach used, but they generally include the following stages:

Planning:

 In this stage, project objectives are defined, and the scope of the software project is
determined.

 Stakeholders' requirements and expectations are gathered and documented.

 A project plan is created, outlining the schedule, resource allocation, and budget.

Analysis:

 Detailed requirements are gathered, analyzed, and documented.

 Functional and non-functional requirements are identified, and any constraints are
considered.

 Use cases, user stories, or other requirement specifications may be developed.

Design:

 During this phase, the architecture and technical design of the software are created.

 Software components, modules, and data structures are defined.

 User interfaces and interaction designs are developed.

 The design phase lays the foundation for the actual development of the software.

Implementation (Coding):

 Developers write the actual code for the software based on the design specifications.
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  Software components are built and integrated.

 Developers follow coding standards and best practices to ensure code quality.

Testing:

 The software is systematically tested to identify and fix defects, bugs, and issues.

 Various testing types, including unit testing, integration testing, system testing, and
user acceptance testing, may be performed.

 Testing ensures that the software meets the specified requirements and functions
correctly.

Deployment:

 Once testing and quality assurance processes are complete, the software is deployed
to a production environment.

 Users can access and use the software in the real-world environment.

Maintenance and Support:

 After deployment, the software enters the maintenance and support phase.

 Ongoing maintenance includes addressing bug fixes, updates, and enhancements.

 Technical support is provided to address user issues and inquiries.

When the final stage, which is the "Maintenance and Support" stage, is achieved:

 The software is in active use by its intended users or customers.

 The development team continues to monitor the software's performance and stability in the
production environment.

 Bug fixes and updates are regularly released to address any issues that arise or to improve
the software.

 User support and customer service are provided to assist users with questions, problems, or
feature requests.

 Depending on the software's lifecycle and the organization's strategy, it may eventually reach
the end of life (EOL) or be replaced by a newer version or a different software solution.
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7. Explain how a business’s needs can affect project management activities. In your answer,
consider the implications for project control and expected returns on business
investment.

1. Project Initiation:

 Business Objectives: The primary driver for initiating a project is to address specific
business needs or objectives. These needs could be related to improving efficiency,
increasing revenue, reducing costs, complying with regulations, or enhancing
customer satisfaction.

 Project Justification: The business needs help determine whether a project is worth
pursuing. Project managers must clearly justify how the project aligns with these
needs and how it will deliver value to the organization.

2. Scope Definition:

 Scope Alignment: The business needs dictate the project's scope. Project managers
must ensure that the project's scope aligns closely with the identified needs to avoid
scope creep and unnecessary work.

 Prioritization: When multiple needs exist, project managers must prioritize them to
allocate resources effectively and address the most critical needs first.

3. Resource Allocation:

 Resource Availability: The availability of resources, such as personnel, budget, and

technology, is influenced by the business's financial capacity and resource
constraints. Project managers must align resource allocation with the identified
needs while staying within these constraints.

 Skill Requirements: The skills and expertise required for project team members are
determined by the nature of the business needs. Project managers must ensure that
team members possess the necessary skills to meet these needs effectively.

4. Project Control:

 Monitoring and Measurement: Business needs provide the criteria against which
project progress is monitored and measured. Project managers establish key
performance indicators (KPIs) and control mechanisms to ensure the project is
meeting these needs.

 Change Management: If the business's needs evolve during the project, project
managers must be prepared to manage changes effectively, adjusting project plans
and resources to address shifting priorities.

5. Expected Returns on Investment (ROI):

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  Value Delivery: The success of a project is ultimately measured by its ability to meet
the business's needs and deliver the expected returns on investment. If the project
does not align with these needs or fails to deliver value, the ROI may be
compromised.

 Risk Management: Business needs also influence the identification and

management of risks. Project managers must assess the risks associated with not
meeting these needs and implement risk mitigation strategies.

6. Project Closure:

 Validation of Deliverables: At project closure, the business needs serve as the

criteria for validating project deliverables. Project managers must ensure that the
project outputs meet these needs and that stakeholders are satisfied.

 Benefits Realization: Successful project closure means that the business needs have
been addressed, and the expected returns on investment are realized.

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Assessment Task 1: Checklist
Student’s name:

Did the student provide a Completed

sufficient and clear answer successfully? Comments
that addresses the
suggested answer for the Yes No
following?

Question 1

Question 2

Question 3

Question 4

Question 5

Question 6

Question 7

Task outcome:  Satisfactory  Not satisfactory

Assessor signature:

Assessor name:

Date:

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