A program is defined as a set of interrelated projects, each of which has a project manager. Multiple projects (sometimes called a portfolio of projects) refers to a number of projects related in some way and managed by the same person as a program to achieve a common organisational objective/s.

For the purposes of this unit someone who manages a suite of projects (a program) will be referred to as a program manager.

The functions performed by a project manager to manage scope within individual projects are addressed in BSBPMG502A Manage project scope.

ELEMENT

PERFORMANCE CRITERIA

1. Authorise projects

1.1. Analyse needs, in consultation with client and relevant stakeholders, to justify each project and to designate project managers

1.2. Conduct project selection and prioritisation within guidelines provided by, or under the direction of, a relevant (governance) authority

1.3. Make project authorisation recommendations to relevant authority as the basis for future project management activity, and commitment of resources and effort

2. Define and plan program scope

2.1. Define projects' objectives, major deliverables and resource requirements at the project and program level, and confirm them with the governance group or relevant authority

2.2. Determine and agree measurable project outcomes and benefits to enable quantified evaluation of program performance

2.3. Develop, agree on and communicate scope definition, scope management strategies and plans

2.4. Align program scope to business requirements and organisational strategy

3. Manage program scope

3.1. Conduct regular program reviews to measure project performance and to ensure that stated program and business/strategic objectives are met

3.2. Establish and maintain change management system to form the basis of ongoing scope management

3.3. Conduct reviews of scope changes and take action to ensure that project and program objectives are achieved or modified

3.4. Measure project outcomes against defined program scope and aligned strategic objectives

3.5. Communicate results of program outcomes to relevant authority

3.6. Pass on scope management lessons learned to higher project authority for application in planning and implementation of later projects within the program

Required skills

high level literacy skills to review and amend project plans, to communicate decisions and to write quality reports

high level analysis, planning, organising, problem-solving and evaluating skills in relation to project scope management

self management skills to prioritise actions for successful outcomes

negotiation skills to control proposed changes in scope.

Required knowledge

scope management plans, methodologies, techniques and tools

project life cycle and the significance of scope management

typical challenges and issues encountered in project scope management and options for addressing these.

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 a range of concurrent projects so that scope is successfully managed across all projects

knowledge of a broad range of project scope management tools, methodologies and techniques.

Context of and specific resources for assessment

Assessment must ensure:

access to workplace documentation, including feedback from stakeholders, which reflects how scope was managed for projects.

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 on-the-job performance of scope management techniques by the candidate

analysis of responses addressing different project scope management case studies and scenarios

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

review of project authorisation recommendations

assessment of measurement of project performance.

Guidance information for assessment

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

other units from the Advanced Diploma of Project Management.

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.

Needs may be:

activity-oriented, for example to stage major sporting events

improvement-oriented, for example to find better way/s of doing something

outcome-oriented, for example to fulfil needs

product-oriented, for example to acquire new computer systems or buildings

Project authorisation recommendations may include:

broad details of required project outcomes and objectives

major projects phases, activities and milestones that will require timing coordination across the program (particularly as new approved projects enter the program)

project managers' terms of reference, authorisations and limitations directed by the program manager

relationship between multiple project objectives and the programs and strategic objectives of the organisation

Scope management may include:

controlling program scope creep, that is incremental increases to scope, to accommodate wishes rather than needs

determining that a scope change has occurred or is about to occur

managing factors which influence changes to scope

managing scope changes when they occur

managing the effect of scope changes on other areas and on the achievement of multiple project objectives

progressive refinement of scope throughout multiple project life cycles

Project performance may include:

time and resources spent on the projects, as compared to baseline data

projects' progress in terms of time and resources

Change management system may include:

change to control boards/committees

configuration management

documentation

impact analysis

risk analysis

Reviews of scope changes may include:

formal agreements, that is contracts, sub-contracts and memoranda of understanding

major elements of the program liable to change, for example deletion of a line of business endeavour, new projects prioritising program and deletion of poorly performing projects

potential, perceived and actual changes

program documentation, including plans, integrated schedules, integrated budgets and integrated (program) risk analysis

Unit sector

Management and Leadership - Project Management

This unit contains employability skills.