T-1.8.1. Details of Assessment Term and Year. 1, 2019.

T-1.8.1
Details of Assessment
Term and Year 1, 2019 Time allowed 8 Weeks
Assessment No 1 Assessment Weighting 100%
Assessment Type Program Governance Plan
Due Date Week 8 Room TBA
Details of Subject
Qualification BSB61218 Advanced Diploma of Program Management
Subject Name Program Governance
Details of Unit(s) of competency
Unit Code (s) and
Names
BSBPMG622 Implement program governance
Details of Student
Student Name
College Student ID
Student Declaration: I declare that the work
submitted is my own, and has not been
copied or plagiarised from any person or
source.
Signature: ___________________________
Date: _______/________/_______________
Details of Assessor
Assessor’s Name Robert Cutuli
Assessment Outcome
Results Competent Not Yet Competent Marks / 100
FEEDBACK TO STUDENT
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
______________________________________________________________________________________
Student Declaration: I declare that I have been
assessed in this unit, and I have been advised of my
result. I am also aware of my right to appeal and the
reassessment procedure.
Signature: ____________________________
Date: ____/_____/_____
Assessor Declaration: I declare that I have
conducted a fair, valid, reliable and flexible
assessment with this student, and I have provided
appropriate feedback
Student did not attend the feedback session.
Feedback provided on assessment.
Signature: ____________________________
Date: ____/_____/_____
Program Governance, Assessment No.1 Page 1
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
Purpose of the Assessment
The purpose of this assessment is to assess the student in the
following learning outcomes:
Competent
(C)
Not Yet
Competent
(NYC)
1.1 Negotiate clear roles and responsibilities within the program and make
available to all relevant stakeholders
1.2 Allocate unambiguous financial and resource authorities and confirm
with relevant parties
1.3 Document decisions relevant to the program objectives
1.4 Make valid and reliable decisions regarding complex priorities and
competing demands using repeatable methods
2.1 Align suitable systems and processes to meet program objectives
2.2 Implement effective management control systems to monitor program
progress
2.3 Generate audit and configuration information and maintain documented
integrity
2.4 Establish process efficiency and support it with suitable program policy
3.1 Identify both organisation and external compliance requirements
relevant to the program
3.2 Establish audit records data collections and ensure records are securely
maintained
3.3 Report on compliance within regular interval to relevant authorities
3.4 Identify and implement actions to rectify non-compliant behaviours,
processes and products
4.1 Identify management and governance support needs for the program
4.2 Establish skill development support systems for program personnel to
meet program needs
4.3 Implement program knowledge management to support current and
future organisation requirements for program development
Assessment/evidence gathering conditions
Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student
can only achieve competence when all assessment components listed under “Purpose of the assessment”
section are recorded as competent. Your trainer will give you feedback after the completion of each
assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.
Resources required for this Assessment
 Computer with relevant software applications and access to internet
 Weekly eLearning notes relevant to the tasks/questions
Instructions for Students
Please read the following instructions carefully
 This assessment has to be completed In class At home
 The assessment is to be completed according to the instructions given by your assessor.
 Feedback on each task will be provided to enable you to determine how your work could be improved.
You will be provided with feedback on your work within two weeks of the assessment due date. All other
feedback will be provided by the end of the term.
 Should you not answer the questions correctly, you will be given feedback on the results and your gaps
in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be
deemed competent for this unit of competency.
 If you are not sure about any aspects of this assessment, please ask for clarification from your
assessor.
 Please refer to the College re-assessment for more information (Student Handbook).
Program Governance, Assessment No.1 Page 2
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PERFORMANCE OBJECTIVE
Students will demonstrate knowledge and skills required to document program role and
responsibilities, determine finance and resource authorities, compare decision making processes and
outcomes against program objectives, design a program records and configuration system, and
identify ways to support program implementation.
INSTRUCTIONS ON SUBMISSION REQUIREMENTS
± You are required to use the program governance plan template attached and follow the
assessment structure to develop a Program Governance Plan for an organisation. You are to
follow the exact layout of the template (but allowed to include additional details) and complete
all the sections of the template for the project plan.
± To complete this program governance plan, you have two options: 1) you may wish to select
the organisation of your choice (where you may be working), or 2) select the case
organisation scenario that is mentioned within this assessment.
± You are required to submit a hard copy of the assessment by the due date mentioned in
cover page.
± There are no specific word limits on the program governance plan but you must ensure you
complete all tasks within the template and the assessment structure.
CASE ORGANISATION FOR THE PROGRAM (if not using your own organisational program)
Project Organisation: CEBIT Australia
Website: http://www.cebit.com.au/
(Information partly sourced from CEBIT’s website)
CeBIT is the focal point for the Asia Pacific business technology industry. Across both the exhibition
and conference, CeBIT Australia is the leading marketplace for current and future business
technology.
This year CeBIT Australia is celebrating its 17th year and in that time it has truly cemented its position
as the business technology event for the region, attracting thousands of technology professionals
from Government, enterprise, SMEs and start-ups.
Same as previous years, CeBIT is organising APAC’s largest & longest running B2B technology
exhibition & conference with 15k technology professionals from enterprise, government, SME & start-
up to join the program event.
Program Governance, Assessment No.1 Page 3
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
The program event has truly cemented its position as the business technology event for the region,
attracting thousands of technology professionals from Government, enterprise, SMEs and start-ups.
The NSW Government are the Official Partner of CeBIT Australia and we are also supported by the
City of Sydney amongst other organisations. CeBIT Australia is organised by Hannover Fairs
Australia, part of the government owned Deutsche Messe group. With our return in last year to Darling
Harbour at the impressive new ICC Sydney facility, CeBIT Australia attracted over 15,000 attendees
from Australia’s most important organisations.
Details of the program event
CeBIT focuses on three main pillars, which will be demonstrated at the program event:
Content & Learning: Over 230 presenters gave incredible insights into topics including cyber
security, big data, cloud, fintech, mobility, IoT, digital health, egovernment, women in technology,
innovation, next generation technologists, SME business growth and much, much more! Our
international keynotes included cyber security doyen Eugene Kaspersky and Randi Zuckerburg,
former marketing head at Facebook.
Product Discovery: More than 320 companies demonstrated their capabilities in the CeBIT Australia
exhibition. The range of exhibiting companies gives visitors a unique view of the latest in business
technology. The exhibition is supported by showfloor content and features to bring the technology to
life.
Collaboration & Networking: The Exhibition Networking Drinks allow all attendees to mix in a
relaxed atmosphere at the end of day two. The 2017 event also saw the ACS launch their annual
Digital Pulse report. The CeBIT Black VIP Evening brought together 500 of the leading business and
government technologists. The evenings allowed them to network and learn from a range of forward
looking presentations.
Details on Last Year Program Event
In last year’s program event CeBIT Australia 2017 delivered 313 exhibitors, 15,559 attendees,
International Keynotes including Eugene Kaspersky, 8 conferences, 6 Strategic Panels, 3 Showfloor
Theatres, Networking events, StartUp zone, conference & PitchFest.
Program Governance, Assessment No.1 Page 4
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
Program Event & Project for the Event: Since CeBIT is a big
organisation that organises massive learning and networking event for business and community it
would be suitable for you to clearly look into the details of the projects associated with the program.
The event is expected to be in ICC Sydney at Darling Harbour and run for the 3 days. Due to the
significant size of the program event, the management of the organisation has broken down this event
into several sub-projects such as:
± Venue & Event Security Project
± Ticketing, Website, Stall Sales, Advertising and Social Media Project
± Stage Management, Backstage and Dressing Room project
± Sound, Video and Lights Project
± Cleanliness and Maintenance Project
± Food and Beverage Project
± Finance and Accounting Project
± Media and VIP Guest Management Project
± Transportation & Delivery Project
Being a manager of the program organisation, you are required to ensure that you document program
role and responsibilities, determine finance and resource authorities, compare decision making
processes and outcomes against program objectives, design a program records and configuration
system, and identify ways to support program implementation.
CONTEXT AND SITUATION
You are working in one of the Program Department of the organisation and your Senior Program
Manager has asked you to manage the program governance. If you have chosen to use your own
organisation, you may think of the program that relates with your organisation.
Your trainer will play the role of the Senior Program Manager and expects you to submit a program
governance plan following the Assessment Structure and using the template attached.
Program Governance, Assessment No.1 Page 5
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
ASSESSMENT STRUCTURE & MARKING CRITERIA (for trainer use only)
The assessor is required to use the marking rubric below to assess the learner performance in each
task as mentioned.
Task Details Mark Allocated Mark Received
Program Name and Title 5
Program Sponsor/Client 5
Executive Summary 5
Introduction 5
Program Description 5
Program Objectives 5
Program Outcomes/Deliverables 5
Program Scope (In Scope and Out of Scope) 5
Program Activities 5
Program Steering Committee Roles And
Responsibilities
10
Program Structure 10
Program Reviews 10
Program Finance & Resource Authorities 5
Program Records And Configuration Management
Plan
5
Program Completion & Sign-Offs 5
Appendix 5
References 5
TOTAL 100
Program Template follows next page.
Program Governance, Assessment No.1 Page 6
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PROGRAM GOVERNANCE PLAN FOR XXX
Plan Submitted by:
PROGRAM NAME & TITLE (use SMART method to clarify the program title with all project timelines)
PROGRAM SPONSOR/CLIENT
Program Governance, Assessment No.1 Page 7
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
EXECUTIVE SUMMARY
The Executive Summary is a critical element of any report as it may be the only section of your plan
that a busy senior manager from your company may have time to read before you present it, in a
work context. The Executive Summary should be one page length maximum and the following points
MUST be included in the Executive Summary:
Summary of entire plan including:
 Project scope and purpose
 Project deliverables
Program Governance, Assessment No.1 Page 8
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
INTRODUCTION
CEBIT is one of the largest as well as the most internationally representative of the computer expo
and it is arranging trade fair each year in the Hanover Fairground which is the largest fairground of
the world located in Hanover, Germany. In its day this organization was considered to be the
barometer of the current trends along with a measure of the state of art in the field of Information
Technology. CeBIT Australia is having the aim of bringing together of all the traditional technology
specifiers and the buyers. Besides this the aim is also associated with bringing the new breed of
technology savvy professionals who would be having a rewritten role by the different disruptive
forces of technology. According to CEBIT there in no other better way of putting themselves in front
of the broad audience who are associated with making up the buying decision process of todays
technology.
(This section should provide company background and current vision and mission statements. Check
with other stakeholders if the vision and mission statements are still current and supported. Gain
support from stakeholders to make refinements on vision and mission statements, if necessary, and
create organisational values statement)
PROGRAM DESCRIPTION
Three main pillars would be focused during the program event and the program would be consisting
of the following events:
Presentation by almost more than 230 presenters who would be associated with providing an
incredible insight about the topics related to the cyber security, big data, cloud, fintech, mobility, IoT,
digital health, government, women in technology, innovation, next generation technologists, SME
business growth and much, much more.
Demonstration: This event would be consisting of demonstration by almost more than 320 companies
regarding their capabilities. Besides this companies demonstrating themselves would be associated
with providing the visitors with an unique view of the latest technologies.
Collaboration & Networking: The Exhibition Networking Drinks would be associated with allowing all
attendees to mix themselves in a relaxed atmosphere at the end of day two. For example the 2017
Program Governance, Assessment No.1 Page 9
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
event had been associated with showing the launch of the Annual
Digital Plus report by ACS. Besides this The CeBIT Black VIP Evening had been associated with
bringing together of almost 500 of the leading business and government technologists. The evenings
allowed them to network and learn from a range of forward looking presentations.
PROGRAM OBJECTIVES (Highlight at least 3 objectives of the program)
 To understand the main purpose of the event
 To know the Audience
 To select the appropriate venue
 To select the suitable timing
 To draft the entire plan and follow the timeline
 To create the content which would be helping in attracting of the target audience
PROGRAM OUTCOMES AND DELIVERABLES
The event would be acting as a mass media and would be providing the business of today’s world a
large platform where they can know about the latest technology trends. The expo would also be
helping the businesses in understanding their basic technological requirements along with helping
them in understanding the benefits that are to be brought by the latest technologies. The event is
going to deliver a better understanding of the new technologies to the visitors.
PROGRAM SCOPE
The scope of this program includes an organizing of an expo which would be leading to an ultimate
success of the entire event. The aim of this event includes having a happy exhibitor, increased
awareness of the technologies and building of relationships which are considered to be the benefits of
the successful expo. Collection of proper financial resources, human resources and other materials
are some things which are included in the scope of the program.
Program Governance, Assessment No.1 Page 10
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PROGRAM ACTIVITIES (List all the activities within the program in a sequence)
Arranging of the floor so as to have enough room for all the attendees
Including of the areas for registration along with lounges, eating areas, charging station and
many more
Finding out if the venue is having any kind of restrictions related to lighting of signage
Sharing of the entire floor plan with the major decorators as well as with the other service
vendors
Securing of the lead retrieval vendor so as to make sure that the exhibitors are having a way
of capturing the leads at their booths.
Arranging of the signage’s, equipment rentals and many more
Making sure that the utilities such as the power, phone and internet are being allowed.
Program Governance, Assessment No.1 Page 11
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PROGRAM STEERING COMMITTEE ROLES AND RESPONSIBILITIES
Describe the program governance structure (diagrams may be used with this description). Describe the roles and responsibilities of each governing group,
outlining decision making authority, and overall interest/focus/purpose of the group within the program. Document how often the governing groups will meet,
who will chair, and who attends the meetings (as a member and as a reference source, when required). If there is a terms of reference documented for the
group, provide a link to it.
STEERING COMMITTEE
PROGRAM MEMBERS
MEMBER NAME ROLE
[Name of the Member]
Event manager or event planner: Responsible for the planning and production of the entire event and is also
responsible for the procure management as well resource management. Besides this the event manager is also
associated with formulation preparation and implementation of the risk management plan as well.
[Name of the Member] Event coordinator: Event manager is entirely responsible for coordinating with all the professionals and for making sure
that business operations are efficient as well as effective.
[Name of the Member]
Information manager: The information manager is responsible for managing the information that are acquired from
various sources along with being responsible for the documentation of all the business operations which are to be carried
out before the event as well as during the event and after the event. The information manager is also responsible for the
maintenance of the database of the service providers as well as the delegate’s guests and the others who are going to
attend the event. The risk management plan is formulated, prepared and implemented by the information manager.
[Name of the Member]
Security manager: the security manager is entirely responsible for the formulation, preparation and implementation of
the entire security plan as well strategies which mainly includes the protection of those who are going to attend the event.
Besides this procurement management and resource management is also done along with the formulation, preparation
and implementation of the risk management plan, the risks which are mainly related to circumstances such as stampede,
brawl and many more.
[Name of the Member] Infrastructure manager: Is responsible for the procurement management and resource management along with being
responsible for setting up and dismantling of the infrastructure of the whole event.
Program Governance, Assessment No.1 Page 12
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
Program Governance, Assessment No.1 Page 13
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
DECISION DOCUMENTATION PROCESS
The decision documentation process is a long exercise which is associated with helping in tracing the steps al across the way and if time is spent upon
the documentation of the decision then it would be very easy to loop back or retrace the steps or might be helping in justifying how the objectives have
been achieved without much of the effort. This is the tool which is generally used for the purpose of capturing the status of the current program, project,
initiative or any other investment. The entire decision making team needs to be aligned so as to analyze the options that exists amongst which one is to
be selected. Followed by this documentation is to be done so as to justify why the option was chosen and by whom it was chosen so as to gain
references in the future.
DECISION COMMUNICATION PROCESS
Meeting is arranged for getting appropriate information about the project status so as to take the appropriate decision. It is found that the
status of the event is quite important as it helps in providing proper overview about the program progress. If the event managers have proper
information about the event status then will able to ensure that the program management is on right track
Program Governance, Assessment No.1 Page 14
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PROGRAM REVIEWS
This section outlines stage gate or milestone reviews and their requirements. This section should outline when the reviews will be held, what will be reviewed,
and the data to be reviewed prior to determining whether to move on to the next stage. The section also outlines when and how often program performance will
be reviewed by the group(s), focusing on the overall performance and management of the program. This section should also describe the required program
performance information that must be provided to the group(s) in support of these reviews.
WHEN REVIEWS ARE TO BE HELD
The reviews are to be completed after completion of each activity while organizing the entire event in order to make sure that the work has been
completed within time. Besides this the review after completion of each activity would be helping in cross verification of the things which has been done
inside the project.
WHAT WILL BE REVIEWED
The main things that are the reviewed includes the following:
The outcome or result obtained after completion of each and every event
The items that are to be delivered at the time of the event such as the food and beverages
The Stage where the presentation is to be provided.
Program Governance, Assessment No.1 Page 15
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
WHAT DETERMINES MOVING ON
Once the review is completed and it is seen that the desired results have been achieved then only it is possible to move on to review the next stage
Program Governance, Assessment No.1 Page 16
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PROGRAM PERFORMANCE REVIEWS
REQUIRED SUPPORT DATA
The support data that is required generally involves the information of the following:
± Information about the Venue & Event Security Project
± Information related to Ticketing, Website, Stall Sales, Advertising and Social Media Project
± Documentation of the planning related to Stage Management, Backstage and Dressing Room project
± Information related to Sound, Video and Lights Project
± Information related to housekeeping services so as to have Cleanliness and Maintenance Project
± Food and Beverage
± Finance and Accounting
± Media and VIP Guest Management list
± Transportation & Delivery Project
Program Governance, Assessment No.1 Page 17
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PROGRAM AND COMPONENT CHANGE REQUESTS
PROCESS FOR MANAGING CHANGE
The activities which are generally related to managing the changes have been listed below:
Making sure that there always exists a clear expression of the reasons related to changes and helping the sponsors in communicating the changes
Identification of the change events as well as the other peoples who are to be involved in the specific change activities and this is mainly involving the
designing, problem solving and many more
Assessing all the stakeholders along with defining the nature of the sponsorship involvement and communications which are required.
Making plans for involving along with the plans for project activities that the change sponsors are having
Making plans for when and how the changes are to be communicated along with organizing and delivering the communication messages
Assessment of the impacts of the changes upon the peoples as well as o the entire event
Ensuring the fact that the ones who are involved or or affected are having support as well as help at the tie of uncertain situation
Assessment of the needs related to training which are driven by the changes along with making plans for when and how this would be implemented.
Identifying and agreeing upon the success indicators for change and ensuring the fact that they are being regularly measures and reported.
PROCESS FOR CHANGING PROGRAM SCOPE
The scope of the program is changed by making use of the systematic process known as the scope change management. The scope change can be
done by means of extending the project timelines and by increasing the cost of the project which might be responsible for increased cost, scope change
management matrix is to be used which is mainly aimed at capturing all the changes in the project scope and followed by this the Program manager would
be developing the matrix so as to conduct the entire scope change.
Program Governance, Assessment No.1 Page 18
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
Program Governance, Assessment No.1 Page 19
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PROGRAM FINANCE & RESOURCE AUTHORITIES (Detail on the authorities who are responsible for providing finance and other resources necessary for
the program)
Resource Details Authority Name Details on the Authority (Stakeholder)
Finance Details
[To be Filled] Associated with making sure that the cost
assigned for managing the entire event is
available while conducting the different activities.
Resource details
[To be Filled] Associated with the management of the resources
that are need for the event this might be including
the lights, sounds and many more. The food items
that are required are also included in this data.
Security details
[To be Filled] formulation, preparation and implementation of the
entire security plan as well strategies which mainly
includes the protection of those who are going to
attend the event
Program Governance, Assessment No.1 Page 20
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
PROGRAM RECORDS AND CONFIGURATION MANAGEMENT PLAN
(The purpose and scope of this Records and Configuration Management Plan is to define and
document the configuration management procedures, processes, and activities used to control and
manage the development and modifications of products supporting the program and its projects)
[Program Name]
[Date of document]
[Version Number (Optional)]
Title Name Date
Program Configuration
Manager
Team Leader
Program Manager
Record of Reviews and Changes
Change
Number
Change Details and comments Date
Approved
Signature
1
Proper facility of log book is mainly
maintained within the program so as to make
sure that proper training facility is provided to
the workers.
2 Proper master log must be utilized for the purpose
of keeping a proper record of strategies related to
change management that is mainly applied within
the project of organizing the entire program.
3 Proper master log must be utilized in order to
keep proper record of strategy of change
management that is mainly applied within the
project of organizing the entire program
PROGRAM COMPLETION & SIGN-OFFS (Complete the project handover form)
Program Sign-off Sheet
Program Name: Program Manager:
Start Date: Completion Date:
Program Governance, Assessment No.1 Page 21
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
Project Names:
Program Deliverables:
Client(s):
By signing this document, I acknowledge that I
have delivered all the stated deliverables at the
agreed to quality levels.
By signing this document, I acknowledge that I
have received all the stated deliverables at the
agreed to quality levels.
Program Manager Name and Signature: Client Name and Signature:
Date: Date:
Program Governance, Assessment No.1 Page 22
v1.0, Last updated on 18/07/2017 by MM

T-1.8.1
REFERENCES (List References and Sources used in the Governance plan)
Thiry, Michel. Program management. Routledge, 2016.
Archibald, Russell D., and Shane Archibald. Leading and Managing Innovation: What Every
Executive Team Must Know about Project, Program, and Portfolio Management. Auerbach
Publications, 2016.
Miterev, Maxim, Mats Engwall, and Anna Jerbrant. "Exploring program management
competences for various program types." International Journal of Project Management 34.3
(2016): 545-557.
Martinsuo, Miia, and Päivi Hoverfält. "Change program management: Toward a capability for
managing value-oriented, integrated multi-project change in its context." International Journal
of Project Management 36.1 (2018): 134-146.
Steinfort, Paul. "Community and post-disaster program management
methodology." International Journal of Project Management 35.5 (2017): 788-801.
Jiang, James, Gary Klein, and Walter Fernandez. "From project management to program
management: an invitation to investigate programs where IT plays a significant role." Journal
of the Association for Information Systems 19.1 (2018): 40-57.
Getz, Donald. Event evaluation: theory and methods for event management and tourism.
Goodfellow Publishers Limited, 2018.
Jones, Meegan Lesley. Sustainable event management: A practical guide. Routledge, 2017.
Crow, M. Old, et al. "Radically Redesigned Approach to LVAD Adverse Event
Management." The Journal of Heart and Lung Transplantation 36.4 (2017): S173.
Program Governance, Assessment No.1 Page 23
v1.0, Last updated on 18/07/2017 by MM