- PSPPROC602B - Direct the management of contracts
Assessor Resource
PSPPROC602B
Direct the management of contracts
Assessment tool
Version 1.0
Issue Date: April 2024
This unit covers management of contracts for strategic purchases to effectively minimise risks and achieve value for money to meet an organisations core objectives. It includes managing contract establishment, performance and evaluation.
In practice, directing the management of contracts may overlap with other public sector generalist and specialist work activities such as acting ethically, applying government systems, managing resources, managing client services, managing risk, etc.
This unit replaces and is equivalent to PSPPROC602A Direct the management of contracts.
You may want to include more information here about the target group and the purpose of the assessments (eg formative, summative, recognition)
Employability Skills
This unit contains employability skills.
Evidence Required
List the assessment methods to be used and the context and resources required for assessment. Copy and paste the relevant sections from the evidence guide below and then re-write these in plain English.
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package. | |
Units to be assessed together | Pre-requisite units that must be achieved prior to this unit: Nil Co-requisite units that must be assessed with this unit: Nil Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to: PSPETHC601B Maintain and enhance confidence in public service PSPLEGN601B Manage compliance with legislation in the public sector PSPGOV601B Apply government systems PSPMNGT602B Manage resources PSPMNGT604B Manage change PSPMNGT606B Manage quality client service PSPMNGT608B Manage risk PSPPROC604A Plan for strategic procurement PSPPROC605A Coordinate strategic procurement PSPPROC606A Negotiate strategic procurement |
Overview of evidence requirements | In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms: the knowledge requirements of this unit the skill requirements of this unit application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework) direction of contract management in a range of (3 or more) contexts (or occasions, over time) including 1 non-traditional procurement/finance activity such as a strategic initiative for industry development |
Resources required to carry out assessment | These resources include: legislation, policy, procedures and protocols relating to contract management case studies and workplace scenarios to capture the range of situations likely to be encountered when directing the management of contracts |
Where and how to assess evidence | Valid assessment of this unit requires: a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when directing the management of contracts, including coping with difficulties, irregularities and breakdowns in routine direction of contract management in a range of (3 or more) contexts (or occasions, over time) including 1 non-traditional procurement/finance activity such as a strategic initiative for industry development Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as: people with disabilities people from culturally and linguistically diverse backgrounds Aboriginal and Torres Strait Islander people women young people older people people in rural and remote locations Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of: case studies portfolios questioning scenarios authenticated evidence from the workplace and/or training courses |
For consistency of assessment | Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments |
Submission Requirements
List each assessment task's title, type (eg project, observation/demonstration, essay, assingnment, checklist) and due date here
Assessment task 1: [title] Due date:
(add new lines for each of the assessment tasks)
Assessment Tasks
Copy and paste from the following data to produce each assessment task. Write these in plain English and spell out how, when and where the task is to be carried out, under what conditions, and what resources are needed. Include guidelines about how well the candidate has to perform a task for it to be judged satisfactory.
REQUIRED SKILLS AND KNOWLEDGE |
This section describes the essential skills and knowledge and their level, required for this unit. |
Skill requirements Look for evidence that confirms skills in: managing strategic relationships reading and applying complex, formal documents such as contracts, legislation and guidelines and applying them to contract management and industry development networking with diverse clients, contractors and end users responding to diversity, including gender and disability problem solving, including conceptual and reasoning skills undertaking research and analysis managing financial and other resources measuring the performance of strategic initiatives applying occupational health and safety and environmental requirements in the context of contract management |
Knowledge requirements Look for evidence that confirms knowledge and understanding of: Commonwealth/State/Territory Government legislation, policies, practices and guidelines relating to contract management, including environmental purchasing guidance aspects of law of contract, trade practices law, commercial law relating to contract management probity principles and issues government procurement environment legal requirements of government contracting financial rules and regulation requirements implications of particular contracting arrangements whole-of-life considerations procurement management processes equal employment opportunity, equity and diversity principles cultural issues relating to contract management and industry development relationship management at all different levels of personnel public sector legislation including occupational health and safety and environment |
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in italics in the Performance Criteria is explained here. | |
Contracts and strategic initiatives may include | non-traditional procurement/finance activities strategic procurement activities such as industry development in-house option directives inter/intra-government agreements memoranda of understanding/memoranda of agreement public private partnerships purchases from suppliers |
Stakeholders may include | end users customers/clients sponsors potential providers/suppliers current providers/suppliers technical or functional experts or advisers Federal, State/Territory and/or Local Government the organisation other public sector organisations employees unions or staff associations industry bodies local communities and society as a whole lobby groups, special user groups |
Monitoring may involve | progress meetings visits to the contractor's premises provision of samples regular progress reports from the contractor independent audit end user feedback |
Contract variation may include | modification of: targets performance measures procurement plans resourcing monitoring and evaluation processes |
Evaluation of contractor performance may include | strengths and weaknesses client acceptance of service delivery (client satisfaction) achievements in meeting delivery and completion dates compliance with other contractual requirements performance in relation to relevant policy objectives such as industry development, care for the environment, occupational health and safety, and affirmative action achievement of the contractor in developing Australian and New Zealand supply networks general relationships including effectiveness of communication at all levels performance of key technical personnel acceptability and cost of whole-of-life technical support including lead times and availability of spares and maintenance services achievements in innovation and quality improvement programs acceptability and suitability for future agreements including potential status as an approved contractor |
Evaluation of the organisation's procurement processes may focus on | effectiveness of project management including the project plan and the responsibilities and accountabilities set out in it quality of the business case, as indicated by the achievement of planned outcome and the contribution to program objectives effectiveness of contractor qualification processes value obtained in bid clarification and post-tender negotiation effectiveness of project management systems, focusing particularly on management information effectiveness of risk management methods for controlling variations in cost, time, quality and performance from the initial planning to completion adequacy of safeguards against fraud, error and impropriety incidence of material losses due to waste or inefficiency overall performance in terms of cost, time, service and quality |
Value for money must reflect | whole-of-life program benefits residual values costs of parts servicing and maintenance industry benchmarks |
Copy and paste from the following performance criteria to create an observation checklist for each task. When you have finished writing your assessment tool every one of these must have been addressed, preferably several times in a variety of contexts. To ensure this occurs download the assessment matrix for the unit; enter each assessment task as a column header and place check marks against each performance criteria that task addresses.
Observation Checklist
| Tasks to be observed according to workplace/college/TAFE policy and procedures, relevant legislation and Codes of Practice | Yes | No | Comments/feedback |
|---|---|---|---|
| The requirements of contracts and strategic initiatives are discussed, clarified, and agreed by all parties | |||
| Responsibilities for establishing and carrying out procedures are assigned to achieve contract outcomes | |||
| Effective communication strategies and processes are established and implemented to assist ongoing communication between stakeholders and contractors | |||
| Relationship management is undertaken at all levels of personnel involved in procurement and contract management | |||
| Strategic relationships are established and managed to improve procurement capability and performance | |||
| Risk management plans are updated in accordance with organisational policy and procedures | |||
| Progress of contracts is monitored against set targets and performance measures to ensure success of procurement activities | |||
| Should monitoring find that set targets and performance measures are not being met, action is taken to rectify performance in a timely manner | |||
| Advice and support are provided to solve problems, make improvements and maintain progress | |||
| Opportunities to improve procurement outcomes are sought and negotiated with contractors | |||
| Approvals are provided/gained for contract variations negotiated and agreed between the parties | |||
| Opportunities are provided for stakeholders and contractors to have input into and receive feedback on progress during the performance contracts | |||
| Evaluation of contract performance is undertaken relative to planned performance measures and in consultation with stakeholders and contractors | |||
| Where stakeholders and contractors do not agree, dispute resolution is undertaken in accordance with organisational policy and procedures | |||
| Conclusions are detailed against agreed criteria to provide a complete picture of performance of contractors, the organisation's procurement processes and value for money | |||
| The performance of strategic initiatives is measured relative to planned outcomes in consultation with industry and other stakeholders | |||
| Lessons learnt from evaluations of contracts and strategic initiatives are documented in accordance with organisational requirements and used to continuously improve future procurement activities | |||
| Contractors and stakeholders are advised of evaluation outcomes in a timely manner in accordance with organisational guidelines |
Forms
Assessment Cover Sheet
PSPPROC602B - Direct the management of contracts
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Assessment Record Sheet
PSPPROC602B - Direct the management of contracts
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