Project Scope Management plan
MHANGURA AGROFORESTRY
SCOPE MANAGEMENT PLAN
MHANGURA PILOT PROJECT
1ST SEPTEMBER 20XX
PROJECT SPONSOR/CLIENT: MHANGURA TOWNSHIP/RIDZIWI HIGH SCHOOL
PROJECT MANAGER:
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DOCUMENT MANAGEMENT
DISTRIBUTION LIST
Name
Position
Nhamoinesu Chikwiro
Project Sponsor, CCB Chair
Blessmore Chithana
PMO Director
Rodwell Ngwenya
Functional Director
Elijah Shumba
Senior Clerk
Lyval Nhoro
Senior Clerk
Ngwarati Zulu
Mine Manager
Godfrey Shavi
Sapling Manager
Jacobe Baba
Plot Manager
Signature
Date
VERSION CONTROL
Version #
Change Description
1.01.00
First draft
06/20XX
2.01.00
Changes made to Project Scope Statement
07/2023
2.02.00
Minor change to Table of Contents
07/20XX
2.03.00
Changes made to Project Scope Statement (Project Inclusions)
08/20XX
2.04.00
Two change requests entered into Table 5. Change Request Log
07/20XX
Nhamoinesu
Chikwiro
3.01.01
Approved by Board
10/20XX
Nhamoinesu
Chikwiro
Scope Management Plan V2.04.00 (16/07/2023)
Approval Date
Author
Blessmore
Chithana
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TABLE OF CONTENTS
Table of Contents .....................................................................................................................................3
Introduction ..............................................................................................................................................4
Scope Management Approach .................................................................................................................4
Version Control .........................................................................................................................................8
Work Breakdown Structure .....................................................................................................................10
Requirements Management ................................................................................................................... 11
Roles and Responsibilities......................................................................................................................13
Project Scope Statement ........................................................................................................................15
Project Authorisations .............................................................................................................................22
Definitions of Change .............................................................................................................................23
Change Control Board ............................................................................................................................24
Change Management Process ...............................................................................................................25
Change Request Form ...........................................................................................................................26
Authorisation of Scope Management Plan ..............................................................................................27
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INTRODUCTION
With reference to and emphasis on rural development by the project team, committee and township of
Mhangura, Zimbabwe. The aim is to provide assistance to the people of Mhangura and surrounding regional
interests, in sustainable and effective farm management with forestry practices. This will ensure foremost
economic support to the people directly, both in resource allocations with prospects for improving provisions,
growth and opportunities in their way of life during the epidemic. Furthermore, they will move towards full selfsufficiency and will be a regional example in continuous improvement to be enjoyed for generations to come.
SCOPE MANAGEMENT APPROACH
Ultimately the success of the project comes down to managing the expectations of customers and stakeholders at
the beginning of every project request. The middle of delivering a service or product deliverable is too late to
begin managing expectations.
“Since the project sponsor is the person responsible for approving the final product, they are also responsible for
approving the acceptance criteria. All things being equal, if the acceptance criteria are met, there should be no
reason why the sponsor should not approve and accept the final product.”
Financial and authorisation delegations will be the responsibility of both the Project Manager and Project
Committee Chairman. Daily operating expenditure will be handled by Elijah Shumba (Admin Clerk) who is
authorised and empowered, within limits, to make any necessary invoiced decisions. specifically, this is to allow
daily quota completion to be maximised without added delays.
The Project Manager has developed the project charter and plan with the team and manages the team's
performance of project related tasks. Once changes to the project scope have been approved. The documented
project scope will be updated to reflect these changes. Stakeholders affected by the scope changes must and will
be notified with, the WBS updated to reflect any components added or removed from the project. These scope
changes include cost updates, schedule updates, quality updates or changes to the project deliverables.
•
Scope control outputs require request changes, recommended corrective action and updates to the
project scope statement, WBS and WBS dictionary, scope baseline, organisational process assets and the
project management plan
•
Project scope changes and the new requirements must pass through the planning processes
•
Performance reports will be conducted from the ground up, once daily operations begin and interim
deliverables, have been completed in the pilot project
•
Change requests will be generated from these performance reports
•
Should the project begin to go astray, operating beyond the budget, or is off schedule, changes can be
made to reduce the project scope and corrective actions else add quality activities to ensure the product
is correct
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Changes are to be evaluated for;
•
•
cost and time estimates
•
risk
•
work considerations
•
product specifications
•
technical specifications
Approved change requests affecting project scope will be revised in the WBS and WBS dictionary and
reissued to reflect the approved change
•
Changes made will be adjusted in order to reflect these project baselines (time, cost, schedule, scope)
•
The new baselines serve as a point of reference for the remainder of this project
•
Should other changes occur, the baseline will be updated- enabling project continuity
•
Resulting project scope control can generate request changes, which are processed for review and
disposition according to the project integrated change control process.
The causes of variances, the reasoning behind the corrective action chosen and other types of lessons learned
from the project scope change control are to be documented and updated in the historical database of the
organisational process assets.
•
The lessons learned documentation will be updated as an output of scope change control
•
Why changes were approved will be documented, corrective actions taken, components added or
removed from the scope and the reasoning behind these decisions
•
Lessons learned will serve as future historical information to help guide other district project teams
If the approved change requests affect project scope, the corresponding component documents and cost baseline
and schedule baseline of the project management plan are revised and reissued to reflect the approved changes.
Requirements management will address the capabilities that are to be present in the product, service or result
the project is supposed to produce. In order, to satisfy a formal agreement (which could be a Contract), scope the
sum of product, service or result to be provided by the project.
Important steps to define the scope of a project:
•
Identify project needs
•
Figure out project goals
•
Consider project limitations
•
Define resources and budget
•
Write an exemplary project scope statement
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Project Scope Management
Scope planning/requirements
Scope definition
Create WBS
enterprise environmental factors
Inputs:
Inputs:
organisational process assets
•
•
•
•
•
•
•
•
•
Inputs:
•
•
•
•
•
project charter
preliminary project scope statement
project management plan
Tools and techniques:
•
•
expert judgement
templates, forms, standards
Outputs:
•
project scope management plan
Scope Management Plan V2.02.02 (23/06/2023)
organisational process assets
project charter
preliminary project scope statement
project scope management plan
organisational process assets
project scope statement
project scope management plan
approved change requests
approved change request
Tools and techniques:
Tools and techniques:
•
•
•
•
•
•
product analysis
alternative identification
expert judgement
stakeholder analysis
Outputs:
•
•
•
project scope statement
request changes
project scope management plan
(updates)
work breakdown structure
decomposition
Outputs:
•
•
•
•
•
•
project scope statement (updates)
work breakdown structure
WBS dictionary
Scope baseline
Project scope management plan (updates)
Request changes
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Scope verification
Scope control
Inputs:
Inputs:
•
•
•
•
•
•
•
•
•
•
•
Project scope statement
WBS dictionary
Project scope management plan
Deliverables
project scope statement
work breakdown structure
WBS dictionary
project scope management plan
performance reports
approved change requests
work performance information
Tools and techniques:
Tools and techniques:
•
•
•
•
•
Inspection
Outputs:
•
•
•
accepted deliverables
requested changes
recommended corrective actions
Outputs:
•
•
•
•
•
•
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change control system
variance analysis
replanning
configuration management system
project scope statement (updates)
work breakdown structure (updates)
WBS dictionary (updates)
Scope baseline (updates)
Project scope management plan
(updates)
Requested changes
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Scope change is an official decision made by the project manager and the client to change a feature, to expand or
reduce its functionality. This generally involves adjusting the cost, budget, other features or the timeline.
Project closure is the last phase of the project. The project manager will sign off the final project deliverables
once verifying that the client, stakeholder or customer has accepted these project deliverables. Based on
feedback and input from the Project Manager and Stakeholders. The Project Sponsor is responsible for the
acceptance of the final project deliverable and project scope.
VERSION CONTROL
Version Control Principle 1
Every new version or variation of a document has a new version number and a new name. It will incorporate
reference to the version and a date.
Our preference is that file names contain:
•
Title
•
Status (draft or final, or revised)
•
Version number
•
Date
Version Control Principle 2
We keep track of the changes made to each version, the dates, and the status:
•
approved or not
•
draft
•
final
•
or revised.
Our preference is for a Change Control or Tracking table within each document. That table would include:
•
Version number
•
Date
•
Author/s
•
Principal changes – reasons for update
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Version Control Principle 3
File storage makes it as easy as possible to find the most recent version and as hard as possible to accidentally
mistake a previous version for the current one.
Preference was to implement a suitable software process to support the team and make errors harder to make.
Version Control Principle 4
Create a clear version numbering system. Preference was for a three-part system and will be adapted to this,
following our current documentation at version 1.0. For example, version 2.03.02.
1. The first part indicated the status:
1. 0 for draft
2. 1, 2, 3 for successive approved versions
2. The second part is for major changes to a version. These would be authorized by the Project Manager.
3. The third part is for minor changes. These would be operationally approved by team leads.
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WORK BREAKDOWN STRUCTURE
The project manager, project coordinators and project team members conducted a brainstorming session
together with the local high school master (project sponsor) and a former agroforestry pastoralist assisting the
project. The intended list has been kept as simple as possible focusing on the key elements and work packages
required for a successful pilot project. The scope management approach will ensure a more detailed revision to
the WBS for season 2 respectively.
•
Project Planning: Selection of the primary enterprise for the project. Creating the layout, map
which will be helpful in the future project rollout, analysis of the design for planning
purpose. Create the plan, gathering of data. Planning for further process to achieve milestone.
The development of model and checking the impact of technologies.
•
Project Preparation: Research & Development on the project literature review, creating the
Gantt Chart and WBS plan with integration of Journal Synopsis. Awareness and reporting
mechanism, external stakeholder approvals and final assessment completion.
•
Project Implementation: Learning outcomes addressed with tutorial/practical from the project
then finding the result with participation numbers and the delivering of the final resource
deliverable.
•
Project Monitoring & Controlling: Maintaining daily operations through quotas and making
adjustments to KPIs by outsourcing contracted staff where required.
•
Project Evaluation/Closure: Creating draft of the project seminar presentation, entry of
weekly blog posting to be noted, the final delivery or report of the project with required
documentation.
Figure 1 – WBS – Chart Format
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REQUIREMENTS MANAGEMENT
The purpose of requirements management is to ensure product development goals are successfully met. It is a set
of techniques for documenting, analysing, prioritising and agreeing on requirements so that our teams always
have current and approved requirements. Requirements management will provide ways to avoid errors by keeping
track of changes in requirements and fostering communication with stakeholders from project start throughout
the program lifecycle.
Requirements Identification: Brainstorming, Interviews, Surveys and Questionnaires, Focus Groups and Facilitated
Workshops/JAD (Joint Application Development), Document Analysis, Prototyping/Tutorials, Group Activity, Group
Creativity Techniques, Observation, Use Case Analysis, Benchmarking and Market Research to be conducted.
Requirements Analysis:
Req #
Requirement
Description
Document How
Category
Measured
Reference
Source
Who has
Accountability
R-01
Seedbeds
Project
Measurements
EMA Registration
Project Manager
taken or
Form
implementation or
register Trust with
EMA
R-02
Sustainability
conditions met
Product
Product
Statements
R-03
Emissions Reduction
Product
Fund
Visual, plus
Program Statement:
measurements
Sustainability
taken
Practice V1.0
Measurements
Auctions Authorised
taken or
Bidder form
conditions met
R-04
Contracts Guidance
Project
eep@ema.co.zw
Project Manager
Project Manager
CER-ERF-AUC004
Measurements
Carbon Abatement
taken or
Contract
conditions met
Tripartite/Novation
Project Manager
Deed
R-05
Notification
Project
Requirements
Important
Compliance,
project changes
education and
(notifiable)
R-06
Mine site approval
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Project
Project Manager
enforcement policy
Checklist of
Site approval
Project
conditions to be
procedure/checklist
Chairman
met
V2.01.01
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R-07
Community
Project
Awareness/ Attendee
Measurements
taken
Registration Process
R-08
Equipment sponsorship
Registration Plan
Document #
Functional
Director
Registration 1
Project
Checklist of
Council equipment
Project
conditions to be
checklist V2.04.02
Chairman
Operations Plan
Functional
met
R-09
Land preparation
Product
Visual, plus
measurements
taken
R-10
Participant Schedule
Project
High Risk Work
Director
Regulation
Visual, plus
National
Functional
measurements
Occupational Safety
Director
taken
and Health Policy
(ZNOSHP)
R-11
Foremen handover
Project
Checklist of
Plot handover
Functional
conditions to be
checklist V2.03.01
Director
Measurements
Post event
Project Manager
taken
reporting
Measurements
Program
Functional
taken/ offsets
Management
Director
reports
Review V2.02.01
met
R-12
Stakeholder
Project
documentation
R-13
Finalised MIS
Product
Project Team
Table 1 – Requirements Matrix
By following these steps, we can conduct a thorough requirements analysis for our product or project, leading to a
well-defined set of requirements that serve as a solid foundation for successful development across multiple
districts.
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ROLES AND RESPONSIBILITIES
The project team is required to participate (at some level) in the planning process, buy-in to the project plan and
be responsible for completion of assignments. Here it is important to have a defined formal structure for the
project and for the project team. Providing each individual with a clear understanding of the authority given and
responsibility necessary for the successful accomplishment of project activities. This section describes the typical
roles and responsibilities for the project. Roles may be assigned to one or more individuals. Conversely,
individuals may have one or more roles on a project. With no one person assigned a role without consultation or
prior acceptance.
Name
Role
Responsibilities
Nhamoinesu Chikwiro
Project Sponsor
Oversee high-level project progress
Provide input to and approval of the project charter
Provide and approve project budget and resources
Approve any project change requests
Champions the project
Approve the project completion
Project Manager
Develop, monitor and review project management deliverables and
activities within the project plan
Communicate to and receive feedback from the project team
Escalate and resolve issues as needed
Initiate project meetings in consultation with project team and sponsor
Develop project and implementation plans
Prepare deliverables for approval by stakeholders
Schedule and track resource
Communicate project status to Project Sponsors and stakeholders
Blessmore Chithana
PMO Director
General Project Management questions and advice
Facilitation of project planning, project kick-off, reviews and lessons
learned sessions
Project Management training, mentoring, and consulting
Online Project Portfolio Management (PPM) platform
Project Portfolio oversight, reporting and escalation
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Rodwell Ngwenya
Functional Director
Source and provide resources (people and equipment)
Provide oversight and guidance
Permanent Staff and
Project Team
external consultants
Responsibility for conducting project activities. Project Team members
assist the Project Manager in planning the development effort and help
construct commitments to complete the project within established
schedule and budget constraints. This Project Team is responsible for
implementing project solutions. Stakeholders should interact with the
Project Team to ensure that requirements are properly understood and
implemented. The Project Team may include both internal staff
members and external consultants brought on for the project
engagement.
Mhangura community
Stakeholder
& participants
Any persons or organisations that are actively involved in the project, or
whose interests may be positively or negatively impacted by the project,
or who might exert influence over the project.
Table 2 – Scope Management Roles and Responsibilities
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PROJECT SCOPE STATEMENT
Project Description: The Blue Gum Agroforestry project aims to establish and manage a sustainable agroforestry
system centered around blue gum (Eucalyptus globulus) trees. This project seeks to leverage the ecological and
economic benefits of blue gum agroforestry, including timber production, carbon sequestration, soil conservation,
and biodiversity enhancement. The project will encompass land preparation, tree planting, ongoing management
and utilisation of blue gum products.
Critical Success Factors:
•
Clear vision, mission, values, strategic aims, pamphlet distribution, accountability, transparency
•
Mechanised equipment needs (versatility for community use with approval/designation), resource
scheduling
•
Computerised systems, KPIs, KRAs, fraud/theft prevention mechanisms, record keeping, timely reviews
•
Ridziwi High School overseeing governance measures and operational plan approvals, records keeping
•
Cost benefit analysis/ performance appraisals/ public liability cover/ working hours (summer), community
access to donated items (clothing, cooking, toys, books)
•
Effective WH&S management plan, Safe Operating Procedures, contractor policies, community
management on-site, project boundaries identification, project acceptance criteria
•
Community Operations- monitoring and controlling (sickness, plot abandonment etc.), initial project
organisation
•
Effective rationing/quota or allocations of community assignments, attainable, realistic, measurable
•
Fortnightly engagement- community farming meetings, health clinic consultations, informational
management
Project Objectives:
•
Establish a well-designed and managed blue gum agroforestry system across 160 acres in a four-year
rotation of 40 acres each summer planting season, with the aim of maximising land productivity,
promoting biodiversity and generating additional revenue streams.
•
Implement a well-managed blue gum agroforestry system to generate a sustainable supply of timber and
firewood during the designated timeframe, alongside a permanent woodland throughout close proximity
class 4 land limitations.
•
Strategically maximise environmental conservation by amplifying carbon sequestration and soil
preservation within 48 months using a 50:50 rotation of Rhizobiales, horticulture and soil testing -prior to
each dry land season.
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•
Contribute to local biodiversity by creating a habitat for diverse flora and fauna within 24 months.
•
Provide economic opportunities for the local community through surplus timber sales and associated
horticultural/grazing activities between or after 48 months of the first 40 acres, whilst replanting with the
desirable replanting increase % calculated to maximise timber surplus.
•
Foster knowledge sharing and capacity building around blue gum agroforestry practices from day one into
the fifth and sixth year of operations.
Project Deliverables:
•
A comprehensive agroforestry plan, including site selection, planting layout and management guidelines.
•
Planting and establishment of blue gum trees according to the approved plan.
•
Ongoing management activities, such as pruning, thinning and pest control, as required.
•
Regular monitoring and evaluation of the agroforestry system's ecological and economic performance.
•
Harvesting of blue gum timber at appropriate maturity stages.
•
Documentation of best practices, lessons learned and case studies for future reference and knowledge
sharing throughout districts.
Project Inclusions:
Project Inclusions
Project Summary
(Week 1 - 3)
Project Goals and Objectives
(Week 1)
Description (CSF)
Work Steps
1.
Project Proposal
A concise overview of the agroforestry
2.
Project Charter
project, including its objectives, target area
3.
WBS
1.
Project Proposal
Clearly defined goals and specific objectives
2.
Research
that outline what the project aims to
3.
Site Approval
and duration.
achieve. These may include sustainable land
Checklist
management, biodiversity conservation,
4.
Pilot Committee
increased agricultural productivity,
5.
Source project
resources and community empowerment.
manager, Industry
Associations,
Certifications
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1.
Project Scope
(Week 3 - 4)
A detailed description of the project’s
Plan
scope, including the geographic area to be
2.
Meeting Invite
covered, the number of participating
3.
Meeting Agenda
farmers or landowners and the type of
4.
Meeting
agroforestry systems to be implemented.
Verification Form
1.
Stakeholder Engagement
Strategies for engaging and involving
relevant stakeholders, such as local
(Ongoing)
Scope Management
Industry Experts
Template
2.
Communication
farmers, community organisations,
Planning Template
government agencies and NGOs. This
(Document 13)
section should outline how stakeholders will
3.
Effective Daily
be consulted, informed and actively
Consultation
engaged throughout the project.
(Document 16)
4.
Stakeholder
Standards
(Document 15)
1.
Mapping Diagrams
Agroforestry Design and
Detailed plans for designing and
2.
Map Charts
Implementation
implementing agroforestry systems. This
3.
Agroforestry
may involve selecting appropriate tree
(Week 4 - ongoing)
Design Tool
species, determining planting densities,
4.
Operational Plan
designing alley cropping patterns,
5.
Gantt Chart
establishing windbreaks or riparian buffers
6.
WHS Management
and integrating livestock within agroforestry
systems.
Plan
7.
Local Climate
Forecasting (MIS)
1.
Knowledge Sharing/Capacity
Strategies for enhancing the knowledge and
Building
skills of farmers and project participants in
experts
2.
agroforestry practices. This may include
(Week 4 - ongoing)
training programs, workshops,
Consultation -local
Site characteristics
breakdown
3.
demonstrations and field visits.
Researching
(*growth rates etc)
4.
Protection
measures (Mine
stone- river bed
flow erosion
barrier)
5.
Areas for
improvement
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Monitoring and Evaluation
Methods for monitoring and evaluating the
1.
Define indicators
2.
Monitoring and
progress and impact of the agroforestry
(Week 6 - ongoing)
project. This may involve collecting data on
Evaluation Plan
3.
tree growth, crop yields, soil quality, carbon
sequestration, biodiversity indicators and
data
4.
socioeconomic benefits. Monitoring and
evaluation activities should be clearly
Collect baseline
Monitor
implementation
5.
defined and indicators should be
Data analysation/
interpretation
measurable and relevant to the project
6.
Impacts evaluation
objectives.
7.
Reporting &
decision-making
findings
Sustainability and Long-Term
Plans for ensuring the long-term
Management
sustainability and maintenance of the
(Week 10 – 15)
8.
Reflect on findings
1.
Engage
stakeholders
2.
Empower
agroforestry systems after the project ends.
stakeholders (plot
This may include strategies for community
handover)
ownership, local institution building, policy
3.
advocacy and market linkages.
Establish
management
committee
4.
Maintenance Plan
5.
Foster market
linkages (buyers &
market access
negotiations)
6.
Communicate
success stories
1.
Budget and Resource
A detailed budget that outlines the
Allocation
estimated costs of the project, including
activities
2.
personnel, equipment, training, outreach
activities and ongoing maintenance. This
(Week 4 – 15)
Determine
personnel costs
3.
section should also specify the sources of
funding and the allocation of resources.
Identify project
Estimate
equipment costs
4.
TNAs costs
5.
Funding sources
6.
Allocate resources
7.
Budget
management
8.
Financial
transparency
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1.
PESTEL Analysis
Risk Assessment and
Identification of potential risks, challenges
2.
Categorise risk
Mitigation
and constraints that may arise during the
3.
Analyse impacts
project implementation and strategies to
4.
Risk Mitigation
(Week 4 – ongoing)
mitigate them. This may include addressing
issues such as climate change, pests and
Strategy
5.
diseases, market fluctuations and social
barriers.
Contingency
Planning
6.
Integrate into the
Project
Management
Framework
7.
Update Risk
Assessments
Timeline
A project timeline that outlines the major
1.
Define objectives
2.
Break down of
milestones, activities and deliverables
(Week 5 – ongoing)
throughout the project’s duration.
project phases
3.
Identify major
milestones
4.
List activities
5.
Sequence activities
6.
Estimate durations
7.
Assign resources
8.
Final Gantt Chart
9.
Deadlines
10. Communicate and
monitor progress
11. Update Gantt
Chart as necessary
1.
Communication and
Strategies for internal and external
Reporting
communication, including regular progress
stakeholders
2.
reports, stakeholder meetings and
(Week 5 – ongoing)
knowledge sharing platforms.
Identify key
Communications
Plan
3.
Progress Reporting
4.
Stakeholder
Meetings
5.
Employ
communications
mediums (email
updates)
6.
Website discussion
forum
7.
Relevant
messaging
8.
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Feedback
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9.
Effective/ Active
communication
10. Continuous
Improvement
Project Exclusions:
1. This project does not include activities related to downstream timber processing or marketing.
2. The project team will not assume primary responsibility for guidance and support in downstream
activities unless it is deemed necessary.
3. This project will not extend beyond the designated project area, with specific boundaries determined
during the site selection process.
4. Activities unrelated to the establishment and management of blue gum agroforestry systems are excluded
from the project scope.
Project Constraints:
•
Regulatory restrictions or environmental considerations may limit the size or location of the agroforestry
system.
•
Market demand and prices for blue gum timber may fluctuate, impacting the project's financial viability.
•
Unforeseen weather events, pests, or diseases may affect tree growth and overall project outcomes.
•
Local community engagement and support may require careful communication and consultation efforts.
Project Assumptions:
•
Sufficient land will be available for the project, either through private ownership, cooperative
arrangements or mine tailing regeneration.
•
Adequate water resources will be accessible for irrigation and tree establishment.
•
Relevant permits and permissions will be obtained from the appropriate authorities.
•
Suitable climate and soil conditions for blue gum agroforestry will be present within the project area.
•
The project team will have access to necessary resources, including personnel, equipment and funding.
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Project Stakeholders:
•
Project Sponsor: Organisation or individual funding and overseeing the project.
•
Project Team: Personnel responsible for planning, implementation and monitoring.
•
Local Community: People living in the project area, neighbouring communities and indigenous groups.
•
Regulatory Authorities: Government agencies responsible for land use, forestry and environmental
regulations.
•
Timber Industry: (Surplus met) Buyers, processors and distributors of blue gum timber products.
•
Environmental Organisations: Groups interested in biodiversity conservation and sustainable land use.
Project Timeline: The project is anticipated to be completed within a four-year rotation timeframe, subject to
adjustments based on factors such as tree growth rates, market conditions and external constraints.
This project scope statement provides a high-level overview of the Blue Gum Agroforestry project, outlining its
objectives, deliverables, boundaries, assumptions, constraints, stakeholders and timeline. It serves as a foundation
for detailed project planning, resource allocation and effective execution.
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PROJECT AUTHORISATIONS
Name
Delegation
Authority Level
Blessmore Chithana
Financial
Up to $30 000
Rodwell Ngwenya
Verification
Plot Area
Project Manager
Project
Blessmore Chithana
Environmental
Nhamoinesu Chikwiro
Consult with experts
Project Manager
Blessmore Chithana
Blessmore Chithana
Nhamoinesu Chikwiro
Develop Project Plan
Environmental impact
assessment (EIA)
Permits and Licenses
Community
Rodwell Ngwenya
engagement &
consultation
Blessmore Chithana
Nhamoinesu Chikwiro
Nhamoinesu Chikwiro
•
Approve all change requests
•
Sign off project completion
Research local regulations- government agricultural departments,
forestry departments or environmental agencies
Region specific agricultural extension officers, forestry experts or
relevant mining professionals
Cropping systems, land area, biodiversity conservation, erosion controls
Soil quality, water resources, biodiversity, analysis experts
Land use, jurisdiction, tree planting, agricultural activities, water usage,
government departments
Engage with local community, public consultations, meetings,
information sessions
Submit Applications
Documentation, project plan, EIA, permit applications
Compliance & ongoing
Adhere to authorities’ conditions and requirements, inspections, audits,
reporting
procedures, regulations
Sign off
Final completion/ plot handover
Table 3 – Authorisation and Delegations
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DEFINITIONS OF CHANGE
The triple constraint or iron triangle in context to agroforestry refers to the three interdependent factors that
influence the success and management of this agroforestry system. These three factors are:
Agricultural Productivity: This aspect of the triple constraint focuses on the agricultural production and
productivity within the agroforestry system. It includes factors such as crop yield, quality diversity as well as the
overall economic viability of the agricultural component. This Agroforestry system aims to achieve sustainable and
viable agricultural production while incorporating tree components foremost.
Environmental Sustainability: Here the second component of the triple constraint emphasises the environmental
impact and sustainability of the agroforestry system. It includes considerations such as soil conservation, water
management, biodiversity conservation, carbon sequestration and overall ecological resilience. Agroforestry
systems should be designed and managed in a way that promotes environmental health and long-term
sustainability.
Social and Economic Equity: The third component of the triple constraint focuses on the social and economic
aspects of agroforestry. It considers factors such as social inclusion, equity, livelihood opportunities and economic
benefits for plot holders and local communities. Agroforestry systems should contribute to the well-being and
livelihoods of the people involved, ensuring fair distribution of benefits and opportunities.
It can be seen therefore, these three factors are interconnected and mutually dependent, forming a triangle
where changes in one aspect can affect the others. For example, maximising agricultural productivity may require
careful management of tree-crop interactions and appropriate selection of tree spacing. Likewise, environmental
sustainability measures, such as conservation practices, may impact agricultural productivity and economic
returns. Balancing these three dimensions is crucial for the successful implementation and long-term viability of
the agroforestry system. Project document changes will need constant monitoring to build on the contingency
plans that will ultimately arise with such a project now and for expanding districts. For example, paddock access
during or after heavy rains may require further equipment to rectify downtime or equipment damage, in the short
and medium term, across the project schedule and all variances.
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CHANGE CONTROL BOARD
Name
Position
CCB Role
Discuss proposed changes with CCB
Nhamoinesu Chikwiro
Project Sponsor, CCB Chair
members. Has final authorisation to
approve / accept change if the CCB can’t
get a majority decision
Modifications to the agroforestry design,
Nhamoinesu Chikwiro
Project Sponsor, CCB Chair
density, species, crops in order to optimise
productivity, ecological benefits and
achieve other project goals
Adjustments to management practices:
Changes in the recommended practices for
Rodwell Ngwenya
Functional Director
planting, pruning, fertilisation, pest and
disease control and other management
techniques to improve system performance
or address specific challenges
Integration of new technology or tools:
Incorporating innovative technologies, such
Blessmore Chithana
PMO Director
as remote sensing, precision agriculture, or
data analytics, to enhance monitoring,
decision-making and overall project
efficiency
Policy and regulatory updates: Incorporating
changes in local or national regulations,
Blessmore Chtihana
PMO Director
land-use policies or incentives related to
agroforestry that may impact the project's
implementation or success.
Stakeholder engagement and
Nhamoinesu Chikwiro
Project Sponsor, CCB Chair
Rodwell Ngwenya
Functional Director
Blessmore Chithana
PMO Director
communication: Adjustments to the
project's communication and engagement
strategy to better involve and inform
stakeholders, such as farmers, local
communities, government agencies and
NGOs
It is important to note that the specific changes considered by a change control board would depend on the project's
goals, timeline and unique circumstances. For up-to-date information on a specific agroforestry project and its change
control board, I recommend reaching out to the project's management team or referring to project documentation and
communication channels
Table 4 – Board Members Identified
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CHANGE MANAGEMENT PROCESS
By following these steps, we will establish a structured approach to capturing, analysing and controlling the
change management process in our agroforestry pilot project. This helps ensure that changes are effectively
implemented, their impacts are assessed and the project remains on track towards its objectives.
Change
Number
22-AGR1
23-AGR1
Details of Change Requested
Water Management- irrigation set up
(planting)
Soil Fertility Management: Hydro seeding
mine tailings (Rhizobials)
Requested by
Date
Discussed
Approved
Yes/No
Rodwell Ngwenya
06/20XX
Y
Rodwell Ngwenya
07/20XX
Y
Table 5 – Change Request Log
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CHANGE REQUEST FORM
Change Request
Project: _____________________________________
Change Number: ______________
Requested by: _______________________________
Date: _______________________
Category
☐ Requirements
☐ Scope
☐ Quality
☐ Cost
☐ Schedule
Detailed Description of Proposed Change
Justification for Proposed Change
Associated Cost:
Comments:
____________________________________________________________________________
____________________________________________________________________________
____________________________________________________________________________
Approved by:
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Date:
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AUTHORISATION OF SCOPE MANAGEMENT PLAN
Authorised by:
Name of Authoriser (this will be the project’s sponsor)
Job Title of Authoriser
Date:
___________________________________________________________________________________
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