BSB60720 Advanced Diploma of Program Management

BSBPMG635 Implement program governance

Assessment 3
Student Name:
Student ID:

Appendix 4 – Program management control system and support

services
Set up a simple communication system to ensure effective achievement of program objectives and
as part of the management control system.
Document the current progress of each project by using progress reports provided by your team
(use Dan’s, Donna’s and Erin’s reports).
Invite your Project Managers to participate in each of the project channels (or similar).
Assume you have been given approval to go ahead with implementing program management
systems. You may use any Project Management System that suits you. Establish a channel for
each project.

Implement suitable Choose any Project Management Software that suits you (e.g.
management control system Slack, Microsoft Teams, etc.) and create the project group. Set up
the organisation and accounts and screenshot this.
Submit screenshots of the
following: Screenshot where you have documented the progress of each
project.
 Account set ups/invites
Screenshot the dashboard showing the overall system.
 Data input to show
progress across the
projects in the program

 Dashboard or similar
that shows the system
has been set up for the
organisation

Assume you have received an email from one of your Project Managers identifying that they need
support with using the system.
Develop a short support session to present at a meeting with your Project Managers. Your support
session should explain the use of the system and its key features.
As a minimum, your session will need to cover the following:
 The system being used – what is it, what are the benefits of using such a system?
 The workspace/dashboard (or similar) and how it can be used.
 The key functions of the system (including how members are invited to the workspace – you
are free to choose two other functions to address)
 At least one other feature/function within the system that would be appropriate for the Project
Managers to know about.
You are free to use any software you like to create your session. You can create a presentation,
handouts, a booklet etc. The choice is yours!
Check over your work to make sure it is free of errors and your information is accurate.
Develop your support session Write which software you will use and explain why. Write one other
content feature/function that you want others to know about in your
session.
Explain why you chose the
specific format you used to Your session needs to cover all the above.
present your session.
Explain why you added the
extra feature/function to your
session.

After the session, answer this Refer to the feedback provided by your assessor after your
question. session.
What feedback/learning and
development needs were you
given upon finishing your
session?
Appendix 5 – Learning and development plan

Learning and Development Plan for the upcoming 12 months

Activity Objective Key benefits When Who Resources (equipment, budget)

Answers are based

on the
feedback/learning
needs from your
assessor.
Appendix 6 – Program compliance
Introduction
The following expenditure details show the overall financial outcomes. An analysis of this is as
follows:

Total profit/loss

Income: Total income here in $

Expenses: Total expense here in $

Total profit or loss is: Write the profit (or loss) here in $

Evaluation: Write a summary of the outcome of the project.

Expenditure details
Use Appendix 2.

Expenses Income

Total Total
Recommendations. 1) E.g. Bottom-up analysis, estimating costs for each
section of the project.
What recommendations would
you give senior management Use the link on the left to help you.
about best practice in project cost
estimation? 2)

List at least four.

https://www.projectsmart.co.uk/12-
3)
tips-for-accurate-project-
estimating.php

4)

Assume that when you are writing your finance report, you come across an email from one of the
Project Managers indicating that they have a family member whose skills would be very much
useful to the program. The Project Manager has stated that their family member will charge a fee of
$6,000 (plus GST) for their ‘consultancy services’.
You check back through the records and cannot locate a change control request required. You note
a partial invoice from this person has already been paid for services rendered. It is only a small
amount, however contracting family members is not allowed. You are aware that this is a spoken
rule and not documented in any procedure.
Assume you have decided to review and update the organisation’s documentation that outlines its
current values and standards so that it clearly identifies the issues of employing or contracting
family members.
As part of this activity, identify and review codes of ethics and other documents from other
companies to see how they manage this issue.
Develop an updated version of the relevant documentation based on your investigation.

Code of ethics review Refer to online links and sources.

Cite the sources you located One link to help you is here:
when researching other codes of https://resources.workable.com/employment-of-relatives-
ethics/policies that address company-policy.
nepotism.
What similarities or differences did
you identify among the documents
you investigated?

Review and make changes to Follow these steps:

Appendix 3 – Code of Ethics
 Add a section (or add to conflict of interest) regarding
nepotism

 Include a definition of nepotism, what staff should do if

they find themselves in a situation where there may be a
problem, guidance on how to approach requests from
family members etc.
 Draft an email to the Project Draft an email summarising the issue with hiring family.
Managers.
Include a summary of the
company’s position on the “hiring
family” issue, as well as clear
directions for Project Managers
with regard to employing or
contracting family members. It
should also make it clear that this
applies to all aspects of the
operations, including programs
and projects.

Appendix 3 – Code of Ethics

All staff should act with honesty, sincerity and integrity in their approach to their work at
Grow Management Consultants.
All staff should behave with integrity, honesty and fairness in all business, professional and
personal relationships.
Staff should not knowingly or recklessly supply any information that is confidential. They
should not make any statement they know is misleading, false or deceptive to colleagues,
clients of the Grow Management Consultants or to the general public.
While staff at Grow Management Consultants must observe the terms and conditions of their
employment contract, staff cannot be compelled to be complicit in any illegal act. If advised,
instructed or encouraged to engage in unlawful activity, they must decline, and report the
matter to their manager.

Conflicts of interest
Grow Management Consultants staff should both be and appear to be free of any interest
(financial or otherwise) that might be regarded as being in conflict or incompatible with their
integrity and objectivity.
Independence is the cornerstone of objectivity. Both external and internal parties have a
need for credibility of information and action in relation to Grow Management Consultants’
activities. Company management at all substantive levels seek credibility and accountability
in information and in the activities of its staff. Management must be careful to apply an
attitude of professionalism within the bounds of commercial confidentiality and should remain
independent in fact as well as independent in appearance.
Accordingly, Grow Management Consultants staff should recognise and avoid situations that
may affect their integrity and objectivity by:
 being cautious of undue benefits or preferential treatment received in the course of
their employment; such benefits may cloud judgement or objectivity
 ensuring Grow Management Consultants’ facilities or property, information or
resources are used in the best interests of the Grow Management Consultants
community
 guarding against conflicts of interest arising from inappropriate financial involvement
and personal relationships.
The interests of the Grow Management Consultants and the broader
community
Grow Management Consultants staff comprises a diverse population of individuals with
differing roles and functions, ethnic and cultural backgrounds and differential and sometimes
complex community relationships. For such a community to function fairly and effectively,
due regard must be given to behaviour that recognises the dignity and privacy of individuals,
enhances fair dealing and representation both in action and perception.
The effective functioning of Grow Management Consultants depends on the mutual respect
required of individuals coexisting within that diverse community and with its broad clientele,
together with the pursuit of an environment characterised by cooperation, collegiality,
impartiality, equity, and financial responsibility.
Individuals must therefore be accountable for their actions both in a social and financial
sense by clearly establishing their own personal standards and those of the staff for whom
they are responsible and being aware of how these standards may conflict with tasks they
ask others (or themselves are asked) to do.
This should be in consonance with Grow Management Consultants’ strategic intentions,
recognising that the company has a responsibility to both its stakeholders and the broader
community.

Confidentiality
Grow Management Consultants staff must protect the confidentiality of information acquired
during the course of their work. No staff member should use or disclose any confidential
information to a colleague, client of Grow Management Consultants or any other party
without specific authority or unless such use or disclosure is:
 in the normal course of business within the Grow Management Consultants, or
 there is a legal or professional duty to disclose the information.
Confidential information acquired by staff may take the form of confidential information about
colleagues, clients, suppliers or other information intended to be confidential. It is important
that this information should not be disclosed to third parties except when consent has been
obtained from Grow Management Consultants or with the consent of the other party, when
there is a duty to disclose.
Staff members should discuss the matter fully with their immediate superior if they are in
doubt as to whether there exists a right or duty to disclose confidential information. If the
problem cannot be resolved by this action, they should consult an appropriate higher
authority within Grow Management Consultants and/or Grow Management Consultants’
legal advisors.
Grow Management Consultants staff at all levels should ensure that staff members for whom
they are responsible are aware of the confidential nature of specific information they acquire
as part of their role and should inform them of the need to maintain confidentiality.
Staff members in receipt of confidential information should not use or appear to use such
information to gain personal advantage for themselves or for a third party.

Technical standards
Grow Management Consultants staff shall carry out their job responsibilities in
accordance with relevant contractual arrangements and/or in accordance with the
technical and professional standards relevant to that work. In this sense, staff owe a
duty of skill and care to Grow Management Consultants.
Fair and honest dealing
Grow Management Consultants staff must be fair and must not allow bias or
prejudice to influence or override their objectivity in academic, research,
administrative, business or management matters. Staff should maintain an impartial
attitude, particularly in terms of the equity of individuals (including colleagues) or
groups who may be vulnerable.
Objectivity is an important characteristic of Grow Management Consultants staff. If
the work of a staff member is influenced by dishonesty, prejudice, conflict of interest
or bias, or involves misuse of Grow Management Consultants’ position for personal
gain (financial or otherwise), then that staff member cannot meet the test of
objectivity.
The ‘reasonable person’ test is appropriate in determining whether a staff member
has behaved in an objective manner. In other words, whether a reasonable
colleague, knowing all the facts and circumstances, would conclude that the staff
member has acted properly and impartially.

Gifts, benefits and hospitality

Gifts, benefits or hospitality that are irregular and of nominal value, used for
promotional purposes by the donor and seen as generally accepted commercial
practice (such as a business lunch) may be accepted.
Gifts, benefits or hospitality that exceed a nominal amount, must be declared to the
staff member's manager and must not be accepted if, in the view of the manager, the
acceptance of the gift or gratuity would compromise objectivity and be seen by the
wider community as likely to influence the staff member in their official capacity.
Gifts, benefits or hospitality offered as an inducement to place a staff member under
an obligation to purchase goods or services cannot be accepted.
Staff must not accept gifts of money.

Ethical behaviour
Grow Management Consultants staff should conduct themselves in a manner which
is consistent with its strategic intentions and reputation. Staff should refrain from any
conduct which might bring discredit to Grow Management Consultants.
It is important that colleagues, clients, suppliers and the wider community be
satisfied that Grow Management Consultants staff are acting fairly, honestly and in
good faith. Misleading, false or deceptive statements must not be condoned. The
character of staff will be judged by their conduct, real or apparent.

Indicators of personal ethical behaviour

 You must not allow dishonesty, personal prejudice or bias to influence you in the
conduct of your employment.
 You should not accept gifts, benefits or hospitality if their nature and value may be
seen as compromising your objectivity and influencing you in your official capacity.
 Your actions must be fair, honest and truthful.
 You should avoid actual or perceived conflicts of interest.
 You should not condone the use of any statement that is misleading, false or
deceptive.
 You should conduct yourself with care and skill and ensure your actions do not
conflict with the requirements of integrity and objectivity.
 You should not use confidential or other information for personal advantage or for the
advantage of another.
 If you would be ashamed for your conduct to be reported in Grow Management
Consultants’ newsletter or a local newspaper read by your friends and colleagues,
you must question whether your conduct is ethical.