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Case Study – Scenario for Assessment
Contents
Case Study ……………………………………………………………………………………………………. 1
Case Study
Company Overview
The appetite for good-quality coffee continues to grow globally. This is great news for
roasters, but it also comes with increased competition.
ZEEMH is a roasting coffee company with an e-commerce business model designed to
become the market leader in the online retail of boutique coffee.
ZEEMH was founded by husband and wife John Cluber and Marla Bennet. The couple
decided to start an online business in 2013 to allow more flexibility in their family life.
ZEEMH was an instant success, and it has grown substantially in its
years of operation.
Starting as an online retailer of exclusive coffee brands for home
consumption, the company changed its business model by launching
its own coffee and expanding its product line. ZEEMH has brought
coffee traditions and recipes from around the world to new life
through creativity and innovation in coffee blending and roasting
processes.
The company is located in Melbourne, VIC, with its headquarter and roasting facilities in Port
Melbourne.
Website: https://projectdipem.wixsite.com/zeemh
ZEEMH:
•
Produces creative and high-quality coffee blends, roasting coffee in its own facilities
•
Sources coffee beans from around the world, searching for the best quality coffee
•
Is an online retailer of its very own coffee brand: 100% Australian owned and operated
•
Delivers its products within Australia (nationwide)
•
Focuses on a niche B2B and B2C target market
In the past years, ZEEMH has focused on creating an iconic e-commerce brand for quality
coffee.
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Case Study – Scenario for Assessment
Since 2013, the organisation has grown and expanded, moving from the spared room of a
house in Surrey Hills, Victoria, to a comfortable 2 level office in Port Melbourne, where they
also have the coffee roasting and packaging plant (same building).
Warehouse operations are outsourced to MCW Logistics (MCW looks after the importing
functions related to importing coffee beans in Australia and the inventory management – for
raw and refined products). MCW logistics is located close to the ZEEMH headquarter.
Organisational Chart
Board of Directors
•
•
•
•
•
John Cluber Senior – Chairman
John Cluber – CEO (Founder 40% shareholder), responsible for the day-to-day
management decisions of the company
Marla Bennet – COO (Founder 40% shareholder), responsible for the daily operations
of the company
Jacob Mosley – Non-executive Director (E-commerce expertise)
Marina Bennet – Non-executive Director (Retail expertise)
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Case Study – Scenario for Assessment
•
Steven Yun – Executive Director (Investor 20% shareholder)
Finance Department
•
Finance Manager (Full time, Ongoing)
o Financial Officer x 2 (Part-Time, ongoing, job sharing)
Duties include strategic financial management, risk management, accounts receivable,
accounts payable, invoicing, payroll, financial record keeping and reporting, preparation and
payment of taxes/fees, cash flow management, external contract management and all
elements of financial and legal compliance.
Human Resources Department
•
HR Executive Officer (Full Time, Ongoing)
o HR Assistant (Part-Time, Ongoing)
Duties include strategic HR planning, recruitment and selection, compensation and benefits,
employee relations and support, training and development, internal communications
management, performance management support, termination of employment, record
keeping and reporting, safety including OH&S and fair work law compliance, facilities and
maintenance management, procurement, legal compliance, industrial relations, policies and
procedures management.
IT services (contracted)
•
Managed by the Customer Relations Department, outsourced to Preston IT Solutions
IT services include server hosting, network installation and management, provision,
maintenance and update of all software and licenses, database administration (inventory
and staff files), data management, data protection compliance and systems security, website
design and maintenance, and technical support and maintenance/repair of software and
hardware.
Note: Preston IT Solutions provide Ad-hoc IT support, including software and hardware
maintenance on an on-call basis.
Marketing Department
•
Marketing and Sales Manager (Full Time, Ongoing)
o Marketing Officer x 1 (Part-time, Ongoing)
o Social Media Officer (Part-Time, Ongoing)
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Case Study – Scenario for Assessment
o
o
o
Sales Officer x 2 – dedicated to B2B (Full Time, Ongoing)
Content Writer (contractor)
Graphic Designer and web developer (contractor)
Duties include strategic marketing management, external communications management,
graphic design, social media management and content creation, market research and public
relations.
Production
•
Production Manager (Full Time, Ongoing)
o Logistic Assistant (Part-Time, Ongoing)
o 2 x Coffee Roaster Specialists (Full Time, Ongoing)
o 2 x Production Operation Officers (Full Time, Ongoing)
o MCW Logistics (outsource warehousing and logistic operations)
Duties include overseeing shipping, warehousing and procurement. Roasting and Packaging
of coffee is performed by a dedicated, well trained and experienced team. The team
performs quality assurance and control activities to ensure the best quality coffee is
produced.
Note: MCW Logistics performs logistic operations: import-exporting, warehousing, delivery.
Delivery to customers is operated through a mix of private and public delivery services.
Customer Relations
•
Customer Relations Manager (Full Time, Ongoing)
o Customer Relations Team Leader x 1 (Full Time, Ongoing)
▪ Customer Relations Officers x 16
o Front Desk Officer x 2 (Job Sharing, Ongoing)
Duties include customer service support and sales (outbound and inbound), complaint
resolution, front desk duties.
Note: The Customer Relations Manager is responsible for the supervision (direct line
Manager) of the store in Melbourne CBD.
Company Profile and Key Information
Key to Success
ZEEMH has identified four keys that are instrumental to its success:
•
Develop a niche product that aims to reach a market of boutique coffee lovers.
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Case Study – Scenario for Assessment
•
Deliver exceptional customer service in all aspects of the business cycle.
•
Attract and retain quality staff.
•
Creativity, innovation and quality are the pillars the company is founded on.
Target Market
ZEEMH has identified three distinct
customer segments:
•
B2B – Start-up independent
coffee shops that aim to establish
themselves as boutique coffee shop.
•
B2B – Established independent
coffee shops that seek to differentiate
from their competition.
•
B2C – Coffee drinkers that enjoy making good quality coffee at home (speciality coffee
drinkers). These buyers buy the beans whole to grind the coffee themselves for the
freshest cup possible. ZEEMH has made a strategic decision not to sell ground coffee
(this would increase the cost of production)
Objectives
ZEEMH’s objectives are:
•
To make ZEEMH an icon brand for speciality coffee drinkers.
•
To develop an effective, well-placed e-commerce site for sales of coffee blends direct to
the public.
•
To expand their market (to increase sales) without giving up on the exclusivity of the
brand.
•
To maintain and improve infrastructure for the fulfilment of Web-based sales.
Vision
ZEEMH’s vision is to be the leader in the innovative and creative production and distribution
of superior coffee blends for true coffee lovers.
Mission
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Case Study – Scenario for Assessment
ZEEMH’s mission is to provide the finest in coffee blends using the Internet to lower
consumer costs. We exist to attract and maintain customers who love quality and boutique
coffee. Our services are designed and delivered to exceed the expectations of our
customers.
Values
ZEEMH:
•
Strongly values its people.
•
Promotes quality in every part of the business.
•
Champion’s innovation in our approach to business growth
•
Supports creativity in our product offering.
•
Is committed to sustainability in everything we do.
•
Displays integrity in the way we do business.
•
Shows care and respect for our customers.
Ownership
ZEEMH is a Proprietary Limited company,
100% Australian owned and operated. The
majority of the company is owned by founders
John Cluber (40%) and Marla Bennet (40%).
Steven Yun, an investor, owns 20% of the
company, and he is also part of the Board of
Directors as an executive director. They have
recruited experienced and highly skilled board
members.
The coffee-making process
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Case Study – Scenario for Assessment
Coffee beans are sourced from selected producers around the world, and they must meet
these characteristics:
•
Organics and Fair Trade
•
Be produced in small to medium farms.
•
Pass the quality control from ZEEMH
coffee roaster experts.
The product
•
Is roasted daily – an efficient inventory
process is key to allow for the product to be
shipped and re-stocked fast.
•
Has been awarded several quality prices from Australian coffee associations.
•
Delivered free of charge for orders over $ 80.00.
•
It is packaged using earthbags products (
https://www.thepackagingpeople.com.au/product/earthbags/?gclid=EAIaIQobChMI5K3_zNai3QIViGkqCh2mgQX2EAQYBCABEgIjhvD_BwE )
Sales B2C and B2B
Sales numbers for 2020 and 2021 are reported below-average sale/kg.
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Case Study – Scenario for Assessment
B2C
Total
Single
Customer
2020
620
Revenue $
$ 252,669.55
(total-all
blends
production)
B2B
2020
Total
320
Single
Business
Accounts
Revenue $
$ 38,944,471.82
(total-all
blends
production)
Data
15% Inactive
18%
shopped only
once
29%
shopped
twice
32%
shopped
more than
twice
6% shopped
more than
five times
Average
single
transaction 2
kg of coffee
Data
2021
902
2021
Data
35% of cafés
used Zeemh
to work on
own
customised
unique blend.
2% of
inactive
accounts
380
48% of cafés used
Zeemh to work on
own customised
unique blend.
4% of inactive
accounts
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$ 366,975.00
$ 51,214,398.30
Data
26% Inactive
16% shopped only
once
22% shopped twice
30% shopped more
than twice
6% shopped more
than five times
Average single
transaction 2 kg of
coffee
Increase of 5% on
prices since 2018
8
Case Study – Scenario for Assessment
ZEEMH
sales 2020 -2021
2020 2021
60,000,000.00
50,000,000.00
51,214,398.30
40,000,000.00
38,944,471.82
30,000,000.00
20,000,000.00
10,000,000.00
252,669.55366,975.00
0.00
Sales B2C
252,669.55
366,975.00
2020
2021
Sales B2B
38,944,471.82
51,214,398.30
B2C
Product
Feature
blend –
premium
line with a
limited
release
Packaging
Description
250 gr
500 gr
$ 19.00
$ 36.50
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1 kg
This product changes every three
months, and it is a limited seasonal
offer.
9
Case Study – Scenario for Assessment
Product
Packaging
Description
250 gr
500 gr
1 kg
Espresso –
standard
line
$ 13.00
$ 25.00
$
46.00
Espresso –
premium
line
Decaf –
standard
line only
Horizon –
premium
line
Daylight –
standard
line
Awake –
premium
line
Intensity –
premium
line
Domain –
premium
line
Summer
Dream –
premium
line
Renascence
– standard
line
Customised
blend
$ 16.00
$ 31.00
$
56.00
$ 15.00
$ 28.00
$
52.00
Decaffeinated but just as good as your
regular espresso.
$ 17.00
$ 33.00
$
65.00
Rich in flavours, balanced and heavy
bodied.
$ 14.00
$ 26.00
$
48.00
Aromatic with a complex finish.
$ 17.00
$ 33.00
$
65.00
Complex flavours, intense and full
bodied
$ 17.00
$ 33.00
$
65.00
Intense creamy body with a hint of
almonds and caramel.
$ 17.00
$ 33.00
$
65.00
Delicate flavour with hint of honey and
blossom fragrance.
$ 17.00
$ 33.00
$
65.00
All round coffee with a smooth and
velvety body.
$ 14.00
$26.00
$
48.00
Rich balanced and lively.
$ 55.00
$ 105.00
Full-bodied, Italian style coffee with a
rich and warm flavours.
(This product is made with less
prestigious quality beans to meet the
price point.)
Full-bodied, Italian style coffee with a
rich and balanced flavour.
The customer calls a coffee specialist
at ZEEMH, completes a personality test
(optional) and discuss its preference to
have a special blend designed for
him/her.
Customised packaging options are also
available with this product.
The purchasing cycle for B2C customers is provided below:
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Case Study – Scenario for Assessment
B2C Sales 2019-2020
Sales
2020
Sales
in Kg
2020
Sales in $
2021
Sales in Kg
2021
Sales in $
Feature
blend –
premium
line with
limited
release
Espresso –
standard
line
Espresso –
premium
line
Decaf –
standard
line only
Horizon –
premium
line
Daylight –
standard
line
Awake –
premium
line
492
$ 35,915.95
692
$ 50,516.00
421
$ 23,575.95
280
$ 12,880.00
401
$ 22,456.00
0
320
$ 16,639.95
280
$ 14,560.00
752
$ 48,879.95
854
$ 55,510.00
459
$ 22,031.95
421
$ 20,208.00
692
$ 44,980.00
0
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Additional Info
NA in 2019
NA in 2019
11
Case Study – Scenario for Assessment
Sales
2020
Sales
in Kg
2020
Sales in $
2021
Sales in Kg
2021
Sales in $
Intensity –
premium
line
Domain –
premium
line
Summer
Dream premium
line
Renascence
– standard
line
Customised
blend
381
$ 24,764.95
491
$ 31,915.00
512
$ 33,279.95
486
$ 31,590.00
221
$ 14,364.95
142
$ 9,230.00
692
$ 33,215.95
903
$ 43,344.00
183
$ 19,215.00
Total $
0
$ 252,669.55
Additional Info
NA in 2019
$ 356,404.00
Coffee Sales B2C by Kg
CUSTOMISED BLEND
0
183
RENASCENCE
903
692
142
SUMMER DREAM
221
486
512
491
DOMAIN
INTENSITY
381
AWAKE
692
0
421
459
DAYLIGHT
HORIZON
752
854
280
320
DECAF -STANDARD LINE ONLY
ESPRESSO -PREMIUM LINE
401
0
280
ESPRESSO – STANDARD LINE
421
FEATURE BLEND
692
492
0
100
200
300
400
2021
20202
500
600
700
800
900 1000
B2B
A strategic alliance has been established with NFB Coffee Equipment Company. A coffee
equipment company that produces and distributes coffee equipment for Cafés around
Australia. NFB currently serves 22% of Australian cafés.
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Case Study – Scenario for Assessment
NFB is awarded a perpetual 3% of the revenue from coffee sales for each café they signed
up with ZEEMH.
An industry-standard dose for a coffee is 7 grams per serve. For a 1kg bag, you could
expect to get in the range of 60-90 cups depending on strength, double shots and wastage.
Product
500
gr
Espresso –
premium
line
Decaf –
standard
line only
Horizon –
premium
line
Street –
premium
line
Customised
blend
1 kg
Discount
Description
$
11-15 kg 5%
16-20 kg 8%
21-25 kg 10%
26-30 kg 15%
Full-bodied, Italian style coffee
with a rich and warm flavour.
45.00
$
15.00
Decaffeinated.
$
65.00
Rich in flavours, balanced and
heavy-bodied.
$
65.00
A slight bitter flavour, decisive
and balanced.
$
95.00
The café’ can order a customised
blend of coffee.
B2B purchasing decisions by the client base are made considering:
•
•
•
•
•
•
•
Pricing point
Quality of the coffee
Opportunity to differentiate own café using Zeemh products.
Most businesses would have a manager in charge of purchasing services (in small cafés,
this is usually the owner)
Cafés prefer a personal touch in the sales process and value face to face relationships
with sales personnel.
Most businesses would look at payment terms (the most popular payment term within
Zeemh customers is 30 days from receiving an invoice from Zeemh; few clients pay
within 60 days, but they may be charged an extra 5% of the invoice for this
arrangements). 78% of clients choose 30 days payment terms, 21% 60 days, and only
1% pays upfront.
B2B clients are very rational in their decision-making process, and they would consider a
range of factors such as testimonials from other businesses, recommendations, pricing,
quality of service, quality of coffee, how Zeemh meets their business needs, cost
savings, sustainability practices, and business relationships with Zeemh personnel.
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Case Study – Scenario for Assessment
The purchasing cycle for B2B customers is provided below:
B2B Sales 2020-2021
Sales
Espresso –
premium line
Decaf –
standard line
only
Horizon –
premium line
Street –
premium line
Customised
blend
Total
Discount
applied
2020
Sales in
Kg
110,000
2020
Sales in $
2021
Sales in $
$ 4,949,999.95
2021
Sales in
Kg
95,000
26,000
$ 779,999.95
25,800
$ 774,000.00
112,000
$ 7,280,000.00
0
$ 18,524,999.95
261,000
$ 16,965,000.00
208,000
$ 19,759,999.95
301,000
$ 28,595,000.00
% On
Total
orders
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$ 4,275,000.00
285,000
$ 44,014,999.80
Total $ of
discount
% On
Total
orders
Additional
Info
NA in 2019
$ 57,889,000.00
Total $ of
discount
14
Case Study – Scenario for Assessment
Sales
2020
Sales in
Kg
None
2
11-15 kg 5%
6
16-20 kg 8%
9
21-25 kg 10%
39
26-30 kg 15%
44
Total Revenue including
discount
2020
Sales in $
2021
Sales in
Kg
3
4
11
37
45
$ 880,300.00
$ 2,508,854.99
$ 3,644,441.98
$ 15,449,264.93
$ 16,461,609.93
$ 38,944,471.82
2021
Sales in $
Additional
Info
$ 1,736,670.00
$ 2,199,782.00
$ 5,858,366.80
$ 19,277,037.00
$ 22,142,542.50
$ 51,214,398.30
Coffee Sales B2B by Kg
301000
CUSTOMISED BLEND
208000
261000
STREET
285000
112000
HORIZON
0
25800
DECAF -STANDARD LINE ONLY
26000
95000
ESPRESSO -PREMIUM LINE
110000
0
50000
100000
150000
2021
20202
200000
250000
300000
350000
On average, a café would consume 2 kg of coffee/ day. Busy cafés would consume an
average of 40-50 kg of coffee/week.
Pricing considerations
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Case Study – Scenario for Assessment
ZEEMH premium price structure is justified by:
•
•
•
Organic and Fair-Trade coffee only
Superior quality coffee beans used for roasting.
Quality of customer service
ZEEMH mark-up on coffee price is on average
100% with the base cost to consider: green coffee
cost, transportation, the cost for roasting
(equipment, utilities and labour), cost to market
and cost to deliver to a customer.
The cost structure is shown below:
COST STRUCTURE
Green beans including transportation
Roasting/Production cost
Logistics
Business operations (outside production)
Marketing and sales
9%
24%
27%
7%
33%
Positioning Map
High perceived quality and status
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Case Study – Scenario for Assessment
Limited
service
Less
personal
service
Extensive
personalised
service
Low perceived quality and status
The typical B2C customer profile for quality coffee
Behaviour
Demographics
Psychographic
Geographic
• Quality
recognition
and status
• Age 25+
coffee
connoisseurs,
white collar
worker
• Higher
income,
something
better
attitude
• High density
or destination
urban food
locations
Zeemh positioned itself in the coffee speciality end, focusing on the experience of great
coffee. Customers are no longer satisfied with just a quick caffeine fix. They have become
more discerning in their preferences; they want to expand their coffee knowledge. With this
comes greater expectations for baristas and café owners to deliver coffee with more
complex flavours.
Coffee drinkers tend to be older, with 74% of adults aged 55 and older consuming it daily,
versus 50% of 18 to 34. Among coffee drinkers, those younger than 35 tend to drink fewer
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Case Study – Scenario for Assessment
cups per day on average (1.8) than those aged 35 and older, who consume roughly three
cups per day.
Men drink as much coffee as women, each consuming an average of 1.6 cups per day.
Women seem to be more concerned about the price than men.
Key B2B segments supplied to:
%
BAKERY
4
PUBS AND CLUBS
8
RESTAURANT
6
INDIPENDENT CAFÉ
82
0
10
20
30
40
50
60
70
80
90
%
Independent cafés tend to be small boutique cafés that try to differentiate themselves with
a speciality coffee offering. Moreover, 48% of them uses customised coffee blends (and
packaging) that Zeemh creates for them.
Strategic Direction
Zeemh’s strategy is about capturing the higher end of the coffee lovers’ market.
ZEEM aims to create a premier brand to eventually capture market share across broad
geographic lines.
Zeemh’s competitive edge is:
•
Quality Coffee
•
Easy-to-use website
•
Superior customer service
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Case Study – Scenario for Assessment
•
Coffee blends customisation for clients
The strategic objectives identified by the board of directors are:
•
Increase brand awareness among B2C and B2B customers
•
Increase market share among B2C clients by 20% in the next five years.
•
Expand to international markets.
•
Increase market share among B2B clients by 5% in the next three years.
•
Expand the product line to coffee equipment and Zeemh merchandise.
•
Identify strategic alliances to expand the company’s footprint nationally and
internationally.
•
Consider an HR strategic plan to attract and retain talent in the company.
•
Improve quality management practices to decrease production and logistic costs and
establish the brand synonymous with quality first.
•
Improve customer retention and loyalty.
The board recommends an integrated digital marketing campaign. However, the board
considers a more traditional form of marketing, such as direct marketing, to be integrated
into an overall strategy.
Zeemh’s clients like a personal approach to sales and interaction with the company.
The board has committed to:
•
$ 210,000 in marketing expenditure for the next financial year
•
$ 450,000 in recruitment and improvement of HR practices (including professional
development for staff)
•
$ 190,000 to quality improvement (including enhancements to the roasting facilities in
Port Melbourne)
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BSBPMG532 – Manage project quality – Assessment Task 2
Assessment Cover Sheet
Unit Name
Manage project quality
Unit Code
BSBPMG532
Assessment Task
Task 2
Number
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.
I have read and understood the assessment requirements for this unit
I understand the right to re-assessment
I understand the right to appeal the decisions made in the assessment
Student name
Student ID number
Student signature
Date
1
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BSBPMG532 – Manage project quality – Assessment Task 2
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BSBPMG532 – Manage project quality – Assessment Task 2
Assessment Task 2 – Practical Task
Task summary and instructions
What is this
assessment
task about?
This task has been designed to demonstrate your competence and knowledge
according to the elements and performance criteria, performance evidence and
foundation skills for this unit of competency.
The assessment conditions for this unit have also been taken into consideration.
Please refer to the unit outline at
https://training.gov.au/(S(1gpn4ctqyayzk41lzksg4rzz))/Training/Details/BSBPMG532 .
The task has been designed to create realistic conditions that reflect those typically
found in the workplace, and it uses a range of assessment methods:
☒ Direct observation – assessed in a simulated off-the-job situation that reflects the
workplace, including role-plays.
☒ Product-based assessment – structured assessment activities such as reports,
displays, work samples, role plays, presentations, or a portfolio of validated pieces
of evidence.
You are required to address the following:
• Task 2.1 Determine quality objectives
o Attend a briefing session with the Project Sponsor – Role-Play
•
o
Develop project quality management plan for Website project
o
Develop project quality management plan for Workshop project
o
Attend meeting with project team and the Project Sponsor
Task 2.2 Implement quality processes
o Complete audit processes
o
•
Implement project quality monitoring and control processes
Task 2.3 Implement project quality improvements
o Develop a lessons learned report for both projects
3
UEC Business
RTO Number: 45390 I CRICOS Provider Code: 03702A
V2.0 2024.02.05 NT
BSBPMG532 – Manage project quality – Assessment Task 2
Task summary and instructions
Determine quality
objectives and
requirements
Develop a Project
Quality
Management Plan
Develop a lessons
learned report
Implement the
quality
management plan
Apply quality
monitoring and
control processes
Although the assessment requires group collaboration to simulate a work
environment, the assessment submission is individual and will be marked as such.
What do I
need to do to
complete this
task
satisfactorily?
Specifications
• Submit the completed assessment tasks, according to instructions,
• Adhere to the Ambridge Institute’s submission guidelines and timelines for
submission,
• Complete all tasks with sufficient detail and professionally present them,
• Use your own words and reference sources appropriately,
• Meet the word count where required,
• Use the scenario provided where required or agree on alternatives with your
trainer and assessor,
• Use the templates provided as instructed,
• For your performance to be deemed satisfactory in this assessment task, you must
satisfactorily meet the elements and performance criteria, performance evidence
and foundation skills for this unit of competency,
• If part/s of this task is not completed satisfactorily, you will be asked to resubmit
according to the Ambridge Institute’s policies and procedures.
You must deliver/participate in:
•
Attend a briefing session with the Project Sponsor (Role-Play) to discuss the
quality requirements of both projects
4
UEC Business
RTO Number: 45390 I CRICOS Provider Code: 03702A
V2.0 2024.02.05 NT
BSBPMG532 – Manage project quality – Assessment Task 2
Task summary and instructions
•
Attend meeting with project team and the Project Sponsor to discuss the plans
and confirm quality objectives, requirements, standards and share your ideas on
quality requirements of each project.
You must submit:
•
•
•
•
•
•
•
•
•
•
Assessment cover sheet,
Complete all tasks as instructed,
Briefing session – notes in Task 2.1.1
Project Quality Management Plan for Website project in Task 2.1.2
Project Quality Management Plan for Workshop project in Task 2.1.3
Quality Assurance Audit form project “Website” in Task 2.2.1.1
Quality Assurance Audit form project “Workshop” in Task 2.2.1.2
Changes to the poster in Task 2.2.1.2
Implement project quality improvement processes for project “Website” in Task
2.2.2
Lessons Learned Reports x 2 in Task 2.3
•
References where applicable
*Please note: The assessment, PowerPoint presentation, and Observation Checklists
must be submitted as files, not links. You must keep a copy of all files until your
assessment has been graded as satisfactory.
Resources
and
equipment
•
•
•
•
•
•
•
Computer with Internet access
Access to Microsoft Office suites or similar software
Learning material
Scenario for assessment as provided
Appendices as provided
Relevant policies and procedures as provided
Templates as provided
Resubmission
opportunities
•
You must speak to your Trainer/Assessor if you have any difficulty in completing
this task and require reasonable adjustments (e.g., can be given as an oral
assessment)
Where a student’s answers are deemed not satisfactory after the first attempt, a
resubmission attempt will be allowed.
You must carefully read an incorporate any suggestions your trainer provides in
their written feedback.
•
•
5
UEC Business
RTO Number: 45390 I CRICOS Provider Code: 03702A
V2.0 2024.02.05 NT
BSBPMG532 – Manage project quality – Assessment Task 2
Task summary and instructions
•
How to avoid
plagiarism
•
•
•
You have the right to appeal the outcome of assessment decisions if you feel that
you have been dealt with unfairly or have other appropriate grounds for an
appeal.
You must acknowledge your sources by citing them and listing them in a
reference list; use quotes when directly quoting; paraphrase (using different
words, grammar, word order); summarise.
quote (use the writer’s actual words); this requires the least input from you. Use
the exact words the author used, put them in “ “ marks, give the reference
information including page number.
paraphrase (rewrite the writer’s ideas in your own words); this requires more
skill and requires you to use synonyms and change the sentence structure. Keep
the same meaning, change the word order and most of the words, give reference
details.
summarise (rewrite the writer’s ideas in your own words in a shorter form); this
is similar to paraphrasing. Give the author’s main ideas, make it clear which ideas
are the author’s and which are your own, give reference information.
Provide a reference list: this is an alphabetic list of sources and includes authors’
names, dates, page numbers and/or URLs. If you Google referencing guide, you will
find many guides that can help you such as this
one https://libguides.library.usyd.edu.au/citation
How to
understand
the questions
and how to
answer them
effectively
The questions in this task use a range of “instructional words” such as “identify” or
“explain”, which tell you how you should answer the question. Use the definitions
below to assist you to provide the type of response expected. Note that the following
guidance is the minimum level of response required.
•
Analyse – when a question asks you to analyse something, you should identify
and examine the relevant aspects and key features and how they interact to
explain or interpret it. You need to show that you have understood the theoretical
aspects of the course and are expected to write several paragraphs that give
detail on the individual aspects of the topic of the question as well as on the
bigger picture.
•
Compare – when a question asks you to compare something, you will need to
show how two or more things are similar as well as how they are different. You
should ensure that you cover the various features or key aspects as well as
indicating what the consequences of these similarities or differences are in
6
UEC Business
RTO Number: 45390 I CRICOS Provider Code: 03702A
V2.0 2024.02.05 NT
BSBPMG532 – Manage project quality – Assessment Task 2
Task summary and instructions
application. You will need to write several paragraphs and will likely need to
provide examples.
•
Contrast – when a question asks you to contrast something, you will need to
show how two or more things are different. You should ensure that you cover the
various features or key aspects as well as indicating what the consequences of
these similarities or differences are in application. You will need to write several
paragraphs and will likely need to provide practical, real-world examples.
•
Discuss – when a question asks you to discuss something, you are required to
point out important issues or features and express some form of critical
judgement. You are expected to write several paragraphs that show a solid depth
of understanding of the topic, how this might be experienced in real life work
situations, and logically support your judgements.
•
Describe – when a question asks you to describe something, you should state
the most noticeable qualities or features. However, at the advanced diploma level,
you need to show understanding of more nuanced qualities, and features as well
and when, how and why these might be important. Generally, your answers will
be several paragraphs long.
•
Evaluate – when a question asks you to evaluate something, you need to explain
the value of it in relevant contexts
