Google Links

Follow the links below to find material targeted to the unit's elements, performance criteria, required skills and knowledge

Elements and Performance Criteria

  1. Direct integration of all functions of project management
  2. Direct the internal project environment to meet external needs and expectations
  3. Direct projects throughout project life cycles

Required Skills

Required skills

high level leadership skills to gain confidence and trust from people working on all levels

literacy skills to communicate decisions and to write quality reports

high level prioritising planning and organising skills

innovation skills to develop new and better systems for managing in complex situations

problemsolving skills to deal with project management issues

Required knowledge

program planning

methodologies tools and techniques for project management

leadership models

relevant legislation codes and national standards

Evidence Required

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria required skills and knowledge range statement and the Assessment Guidelines for the Training Package

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit

Evidence of the following is essential

demonstrated experience in directing an integrated range of concurrent projects so that project outcomes and stakeholders expectations are met

knowledge of relevant legislation codes and national standards

Context of and specific resources for assessment

Assessment must ensure

access to a range of project documentation

consideration of feedback from project stakeholders

Method of assessment

A range of assessment methods should be used to assess practical skill and knowledge The following examples are appropriate for this unit

direct questioning combined with review of portfolios of evidence and third party workplace reports of onthejob performance of scope management techniques by the candidate

analysis of responses addressing different program management case studies and scenarios

oral or written questioning to assess knowledge of strategies for managing project integration and their application to different situations

assessment of consolidated program budgets schedules interdependencies and identified program risks

assessment of project baselines established and progress reported in relation to these baselines

review of program plan

Guidance information for assessment

Holistic assessment with other units relevant to the industry sector workplace and job role is recommended for example

other units in the Advanced Diploma of Project Management

Range Statement

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.

Project management functions are:

communications

cost

human resources

procurement

quality

risk

scope

time

Achievable program objectives may include:

client's objectives, for example maximum value for money or maximum performance at minimum cost

end-user/s objectives, for example maximum performance as well as optional extras

higher project authorities' objectives (that is, management/projects governance group), for example reputation, retention of market share, buying into market within the constraints of performance, time, cost, quality, resources and skills

organisation's objectives, for example quantifiable benefits

supplier's/contractor's objectives, for example minimum cost, minimum time and acceptable quality

Internal project working environment may include:

computing support and integrated computer networks

identity and differentiation of the program's projects within the larger environment

personal working conditions (physical and emotional)

physical location of program project managers, personnel and equipment

physical location of projects within the organisation

teams and interpersonal dynamics

External environmental influences may include:

employee representative groups, such as unions, professional associations and lobby groups

external stakeholder expectations

parent organisation, enterprise and/or industry

physical environment, for example geography, ecology and environmental sensitivity

political, environmental and societal influences

public and media interest

Finalisation plans, procedures and activities may include:

assessment of stakeholder satisfaction against expectations

evaluation of projects completed in a reporting period

evaluation of projects for benefits derived

forwarding program progress report to higher governance authority for projects

review of success/failure criteria for projects completed in a given reporting period

settling of financial liabilities for projects completed in a consolidated budget context

transition of responsibility/ownership of projects' deliverables/products for those projects that concluded in a reporting/management period (such as financial year)