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The range statement relates to the unit of competency as a whole. It allows for different work environments and situations that may affect performance. Bold italicised wording, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included. |
Intellectual property refers to: | the output of the mind or intellect rather than tangible objects, including:copyrighttrade markspatentsdesignsplant breeder's rightscircuit layout rightsconfidential information/trade secrets |
Sources of information and advice may include: | IP AustraliaAttorney-General's DepartmentAustralian Copyright CouncilState and Commonwealth government agencieslawyers specialising in intellectual propertytrade mark attorneys and patent attorneysSt James Ethics Centreaccountantsbusiness advisorsmarketing consultantsbranding consultantscopyright collecting societies, eg CAL, PPCA, MIPI, APRA, AMCOSpublicationswebsites, Internetdatabases, e.g. local and international trade mark databases |
Strategic advantage may refer to: | the relative standing against competitors in the global market placethe strategic benefit of the organisation's clients or stakeholders |
Protection may include: | protection through a range of legislation, including:Copyright Act 1968Designs Act 2003Patents Act 1990Trade Marks Act 1995Trade Practices Act 1975 and State/Territory free trading legislationbusiness names legislation |
Collaborative approach may include working with: | specific partnersthe industry, both nationally and internationally |
Open source refers to: | the creative practice of appropriation and free sharing of found and created content |
Intellectual property strategy may include: | an approach of:protection collaborationopen source mix of the abovedeveloping a global intellectual property strategylinks to:risk management strategybusiness and marketing plansorganisational training needs |
Commercialisation may include: | utilising intellectual property with the aim of producing financial or other commercial gain, and/or public benefit, including:adaptingapplyingassigningcopyingdevelopinglicensing makingpublishingsellingusing |
Documentation may include: | documented portfolio of intangible assetsintellectual property agreements or licences registerpolicies and procedures |
Strategies for addressing intellectual property infringement may involve: | identifying threats to the organisation from intellectual property infringementdetermining the cost of litigation or other actions against intellectual property infringementdetermining the impact of intellectual property infringementestablishing a business case for the intellectual property infringement strategylicensing intellectual property on negotiated terms |
Infringement occurs when: | someone consciously or inadvertently uses another party's intellectual property without their permission |
Business case consists of: | a feasibility study with a cost-benefit analysis |
Implementation may include: | overseeing the:development of policies and procedures around the strategydevelopment of a communication strategy for internal and external stakeholdersdevelopment of information sessions and training around relevant aspects of intellectual propertydevelopment of required documentation, e.g. licence agreementsnegotiation of use of own and/or others' intellectual property |
Monitoring may include: | consulting key stakeholders to provide feedback on the strategyreviewing documentation in relation to the strategy, eg licence agreements or sharing arrangementsanalysing profit from commercialisation of intangible assetsreviewing any potential or real infringements of intellectual property which could have an impact on the organisationreporting of implementation of the strategy and its variation to the intended strategyapplying corrective action where required |