Application
This unit describes the skills and knowledge required to direct human resource organisation and staffing across a program, direct project managers in relation to staff performance, and to provide leadership within the program.
It applies to individuals who are program managers, managing a suite of projects (a program).
No licensing, legislative or certification requirements apply to this unit at the time of publication.
Elements and Performance Criteria
ELEMENT | PERFORMANCE CRITERIA |
Elements describe the essential outcomes. | Performance criteria describe the performance needed to demonstrate achievement of the element. |
1. Direct human resources management planning | 1.1 Direct human resource requirement analysis for projects to determine numbers and skill levels required for overall program 1.2 Direct stakeholder assessment to establish a basis for stakeholder management within projects and overall program 1.3 Direct responsibility assignment for project activities and tasks, and establish authorisation protocols |
2. Manage program organisation and staffing | 2.1 Determine resource requirements for projects in consultation with project managers and appropriate stakeholders, to establish program staffing levels, allocation to projects and required competencies 2.2 Direct project organisation and structure to optimise alignment of individual and group competencies within projects 2.3 Direct recruitment of staff for allocation to projects or reallocation within the organisation, within agreed delegated authority, to meet competency requirements throughout the program 2.4 Direct project managers’ use of human resources management (HRM) methods, techniques and tools, and modify for program requirements 2.5 Utilise organisational HRM system and HRM processes across projects |
3. Direct project staff performance management | 3.1 Obtain agreement on performance measurement criteria for clarity of roles and responsibilities and ongoing assessment 3.2 Ensure systems for ongoing development and training of personnel across the program are established and implemented by project managers 3.3 Measure individuals’ performance against agreed criteria and authorise actions to overcome shortfalls in performance and encourage career progression |
4. Provide overall leadership to project teams | 4.1 Manage a system of continuous improvement of staff to enhance program effectiveness 4.2 Analyse individual and team performance and morale levels and take action where necessary 4.3 Direct procedures for interpersonal communication, counselling and conflict resolution by project managers, and review results to maintain and promote a positive working environment 4.4 Identify and positively manage intra 4.5 Aggregate HRM lessons learnt for application in planning and, where appropriate, pass on information to others for consideration in strategic planning and direction |
Foundation Skills
This section describes language, literacy, numeracy and employment skills incorporated in the performance criteria that are required for competent performance.
Skill | Performance Criteria | Description |
Reading | 1.1, 3.3 | Organises, evaluates and critiques ideas and information from complex texts Draws on a broad range of strategies to build and maintain understanding throughout complex texts |
Writing | 1.3, 2.1, 2.2, 2.3, 3.1, 3.3, 4.5 | Develops a range of project related documents using appropriate format, vocabulary and structure |
Oral Communication | 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4, 4.2, 4.3, 4.4 | Provides information using language and features appropriate to the audience Use listening and questioning skills to confirm or clarify understanding |
Numeracy | 1.1, 2.1, 2.2, 3.1, 4.2 | Extracts, interprets and evaluates mathematical information in organisational and project documentation Compares and contrasts performance against criteria |
Interact with others | 1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.4, 4.2, 4.3, 4.4 | Actively identifies requirements of important communication exchanges, selecting appropriate channels, format and content to suit purpose and audience Plays a lead role in situations requiring effective collaborative skills, demonstrating ability to influence and motivate others Recognises potential for conflict and takes steps to stop an issue from escalating |
Get the work done | 1.1-1.3, 2.2-2.5, 3.1, 3.3, 4.1, 4.2 | Develops plans for complex activities that contribute to overall project goals and involve multiple stakeholders Regularly reviews priorities and performance during implementation, identifying and addressing issues, and reallocating resources Identifies issues and uses analytical techniques to generate and evaluate possible solutions |
Sectors
Management and Leadership – Project Management