BSBPMG530 Manage Project Scope Part Two Assignment Sample

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Part Two: BSBPMG530 Manage Project Scope

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Task 1: Conduct Project Authorisation Activities

1.1 Develop the project charter for project authorisation and submit it for approval

Project Title: Small Group Training (SGT) Project

Project Purpose: The purpose of the project is to provide SGT or “Small Group Training” sessions and one-to-one sessions with the personal trainers in Bounce Fitness.

Project Objectives	Scope Definition	Key Stakeholders	Assumptions	Constraints	Risks
To upsell personal training to existing members	Creating innovative, customised training programmes	Gym Instructors Personal Trainers and Existing Gym Members	The effectiveness of personal training services will influence how satisfied members are.	A short period of time to implement the campaign.	Membership interest in personal training is low.
To attract new members to Bounce Fitness	Creation of marketing initiatives and deals	Bounce Fitness Management Team, Marketing Department and Customer Service Representatives	The level of amenities and services at Bounce Fitness will draw in new customers (Strawbridge et al., 2022).	Budgetary restrictions on marketing and promotion efforts.	High levels of competition from other gyms

Table 1

(Source: As created by the author)

Project Budget	Project Timeline	Communication Plan	Approval
The total project budget is $8000 (Fitness Equipment) + $5000 (Builders and Co.) = $13000.	The SGT project should be finished within 12 weeks, according to the centre manager.	Through team meetings, email updates, social media platforms, and the corporate website, all stakeholders will receive frequent updates.	The project will be approved by the project manager of Bounce Fitness (Strawbridge et al., 2022).

Table 2

(Source: As created by the author)

1.2 Complete the RACI Matrix Template

Tasks	Responsible (R)	Accountable (A)	Consulted (C)	Informed (I)
Training Sessions	Trainers	Assistant Manager	Nutritionists and Fitness Experts	Instructors and Staff.
Management of the Fitness Centre	Centre Manager	Assistant Manager	Management Team	All Employees.
Building Activities	Builders and Co.	Assistant Manager	Fitness Instructor	Operations Team
Supplier	Supplier Manager	Assistant Manager	Centre Manager	Operations Team

Table 3: RACI Matrix Template of Bounce Fitnesss Project

(Source: As developed by the author)

1.3 Complete the Stakeholder Register Template

Stakeholders	Roles	Interest	Influence	Expectations
Customers	Clients actively participate in workouts to advance their physical fitness.	Customers are looking for flexible times for classes that offer comfort and fit into their everyday schedules.	By deciding to join, customers have a direct effect on the centres expansion, supporting its viability and sustainability.	Customers need top-notch fitness programmes, facilities, and services that suit their interests and aspirations.
Fitness Instructors	They direct exercise courses and offer advice to the clients (Glaveli et al., 2023).	Fitness instructors are interested in seeing their customers grow over time and assisting them in reaching their fitness objectives.	Fitness instructors design fun, exciting workouts that keep participants motivated and thrilled to come to class frequently.	During class, instructors anticipate enthusiastic and engaged engagement from students (Glaveli et al., 2023).
Centre Manager	They are in charge of the daily operations of the facility, making sure that it offers a secure, friendly, and productive environment for both clients and employees.	The centre manager wants to keep everything running smoothly and effectively.	The Centre Manager fosters a cooperative and motivated work environment by inspiring and directing the team via effective leadership.	All facets of the operations at the fitness club must be managed well, according to the centre managers.
Assistant Centre Manager	Collaborates with the centre manager to organise and plan the work schedules of the maintenance staff, fitness instructors, and front desk employees (Fernández et al., 2018).	Making an effort to give consumers outstanding customer service and see to it that they enjoy their visits.	The Assistant Centre Manager keeps the workplace secure for both workers and members via vigilance and compliance.	Assistant centre managers plan on worker cooperation to ensure smooth operations.
Builder	They are in charge of building the fitness centres physical infrastructure and making sure it complies with all design criteria.	The efficiency, cost-effectiveness, and timeliness of the building project's completion are the builder's top priorities. They also want to keep their reputation in good standing by providing top-notch work.	They make sure that the building is constructed to meet the fitness centres design, furnishings, and safety requirements.	The designer must provide the builder with detailed design specifications that specify the criteria for the size, functioning, and layout of the fitness centre.
Nutritionists	Professionals who could provide clients with nutritional advice or services.	A desire to advocate for and promote healthy eating practices as a component of a balanced lifestyle.	Nutritionists enable their clients to make sustainable decisions that are in line with their fitness goals by supporting healthy eating habits.	Nutritionists anticipate open conversations regarding difficulties, advancements, and worries.
Suppliers and Vendors	Organisations that supply the fitness centre with supplies, services, and equipment.	A desire to offer top-notch goods and services that satisfy customers and achieve or surpass the standards of Bounce Fitness Centre.	Members always have access to equipment and commodities owing to suppliers' prompt and dependable delivery.	Suppliers anticipate that Bounce Fitness Studio values and requires top-notch goods (Fernández et al., 2018).

Table 4: Stakeholder Register Template

(Source: As developed by the author)

1.4 Confirm the project delegations and authorities

Role-Play of Assistant Manager (AM) with Suppliers(S)

AM: I wanted to start by thanking you for the high-calibre goods and services you have been offering to the studio. Our members are very happy with the tools and accessories you provide.

S: I appreciate your warm sentiments. We're dedicated to providing Bounce Fitness Studio with products of the highest calibre. How else can we help you?

Role-Play of Assistant Manager (AM) with Builder (B)

AM: As we go, I'd want to go through the schedule and any possible factors that could have an impact on the anticipated completion date. We can't wait to get going on the interior layout, said our staff.

B: Without a doubt, I recognise the value of having a precise timeframe. We're currently following the building timetable, and we'll keep you informed of any changes that could have an influence on it.

Role-Play of Assistant Manager (AM) with Fitness Instructor (FI)

AM: I'd be interested in hearing your opinions as we move forward about implementing any fresh class formats or themes. We think offering more diversity can keep our members interested and motivated.

FI: That's a fantastic idea. Variety is necessary to make the training fun and interesting. What particular class or topic sorts are you thinking about?

Task 2: Define Project Scope

2.1 Role-play with stakeholders to define the project scope

Role-Play of Assistant Manager (AM) with the Personal Training Manager (PTM)

AM: We're searching for a certified personal trainer who can offer successful fitness programmes, has the necessary credentials, and has a track record of doing so. The candidate should also be available to begin working within the next two weeks owing to the urgent necessity.

PTM: We'll have to speed up the hiring procedure given the short notice. The new trainer will have to go through our typical onboarding procedure, which includes an orientation to our workplace, our corporate culture, and the client management methods we employ. In terms of criteria, they should be skilled in developing personalised fitness programmes, performing assessments, and offering first-rate customer service.

Role-Play of Assistant Manager (AM) with the Builder (B)

AM: The facilities team has identified certain essential changes in the space where the personalised training and nutrition programmes will be put into practice, according to a recent evaluation of the project's progress. Updated flooring, fresh equipment storage, and some electrical wiring problems are also part of the upgrades. It is predicted that these upgrades might potentially add an extra two months to the project schedule, despite the facilities team's efforts to move them along quickly.

B: A two-month wait is a sizable gap. I worry about how this would impact the project's objectives and deliveries. To obtain a more precise timeframe for the improvements, I'll collaborate closely with the facilities staff. In order to reduce the total delay, I'll also evaluate the project plan to determine if any work can be parallelized or reorganised.

Role-Play of Assistant Manager (AM) with the Centre Manager (CM)

AM: Two weeks before the scheduled launch date, we expect to exhibit the promotional materials and send out the marketing SMS and emails. This enables us to raise interest in the future initiative and create anticipation among our members.

CM: In light of this schedule, it's essential that we confirm the launch date and make sure all prerequisites are met before beginning the advertising and marketing campaigns. To make sure that everyone is on the same page about the launch date, I advise that we keep in regular contact with the project team, the marketing division, and any other parties involved.

2.2 Document the Scope Management Plan

Project Title: Small Group Training (SGT) Implementation

Project Manager: John Jacobs

Date: 30/08/2023

Scope Definition	Scope Documentation	Scope Verification	Scope Control	Risk Management
Work along with fitness instructors and trainers to specify the equipment requirements, exercise categories, and degree of difficulty for each SGT session.	Create a detailed document including the scope statement, aims, objectives, information about the session, equipment needs, and participant expectations.	Regularly compare the produced SGT programmes to the specified scope to ensure alignment (Khan, 2006).	Establish a strict change control process to manage any requested changes to the SGT scope.	Determine possible hazards associated with scope modifications and put mechanisms in place to lessen their effects.

Table 5: Scope Management Plan

(Source: As developed by the author)

Task 3: Manage Project Scope Control Processes

3.1 Implement agreed scope management procedures and processes

Work Breakdown Structure

WBS of Bounce Fitness’s Project

Fig 1: WBS of Bounce Fitnesss Project

(Source: As created by the author)

Gantt Chart of Equipment and layout of SGT space

Tasks

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Week 9

Week 10

Week 11

Week 12

The room's design and furniture

Delivery of Equipment

Gantt chart of the Building Activities

Tasks

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Week 9

Week 10

Week 11

Week 12

Installing storage for the compact exercise apparatus

Installing the floor-mounted chin-up bar

Installing rubber flooring

Gantt Chart of Recruitment and Training

Tasks

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Week 9

Week 10

Week 11

Week 12

The Recruitment Advertisement

Candidate Hiring

3.2 Monitor the impact of the scope changes

Tasks

Week 1

Week 2

Week 3

Week 4

Week 5

Week 6

Week 7

Week 8

Week 9

Week 10

Week 11

Week 12

Training of Trainer One

Training of Trainer Two

Updated Project Budget
Item	Cost
Fitness Equipment	$8000
Builders and Co.	$5000
Purchase of Extra Equipment	$1000
TOTAL	$14000

Describe the effect of the scope changes on the project
Scope change	Timeline changes	Cost of the project	Quality
Purchase of kettlebells	7/04/2023	$300	Top-Notch
Hiring two staff	8/04/2023	$400	Trainer One is not certified. Trainer Two is certified.
Kettlebell certification	8/04/2023	$300	Good

3.3 Identify and document improvements for future projects

Scope Management Issues and Recommendations
Issue	Description	Recommended Improvements
Increase of project budget	A larger budget allowed for the use of additional tools and training, which raised expenses.	The project manager should look into numerous manufacturers and suppliers to get equipment and supply prices that are fair.
Extension of timeline	Costs rise often as timelines get longer.	Take into account potential resource and timing constraints and include contingencies in the schedule (Khan, 2006).
Limited trainers	Fewer fitness classes are frequently offered as a result of a shortage of trainers. This may restrict users' access to their chosen training times, scheduling options, and choice of activities.	Make sure trainers are familiar with the policies and procedures of the fitness centre right away.

3.4 Review stakeholder feedback on scope management

Scope Management Issues and Recommendations
Issue	Description	Recommended Improvements for Future Projects
Project Budget Increase	A bigger budget made it possible to utilise more equipment and invest in more training, which increased costs.	Make final budget at initial stages
Extension of Project Timeline	External events and dangers may affect the project in ways that were not initially expected as time goes on.	Check any requirement gap before launching the project

Assessor Overall Feedback
Satisfactory	Yes?	Not Yet Satisfactory	?
Date:	10/04/2023	Date:
Comments:
Significant factors that might have both good and negative effects on the project as a whole include raising the project budget and extending the project's timetable. The project's goals, stakeholder expectations, and possible effects on quality, resources, and outcomes should all be carefully taken into account while making these decisions.

References

García-Fernández, J., Gálvez-Ruíz, P., Pitts, B. G., Vélez-Colón, L., & Bernal-García, A. (2018). Consumer behaviour and sport services: an examination of fitness centre loyalty. International Journal of Sport Management and Marketing, 18(1-2), 8-23.
Glaveli, N., Papadimitriou, D., Karagiorgos, T., & Alexandris, K. (2023). Exploring the role of fitness instructors interaction quality skills in building customer trust in the service provider and customer satisfaction. European Sport Management Quarterly, 23(3), 767-788.
Khan, A. (2006). Project scope management. Cost engineering, 48(6), 12-16.
Strawbridge, R., Mountford-Zimdars, A., Fernandes, C., Tognin, S., Koutsantoni, K., Hodgman, C., ... & Yiend, J. (2022). Learning to teach and teaching to learn: A small-group tutorial model enhances postgraduate tutors and tutees academic experience. International Journal of Educational Research Open, 3, 100153.