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 communications within individual projects are addressed in BSBPMG507A Manage project communications.

ELEMENT

PERFORMANCE CRITERIA

1. Direct planning of project communications

1.1. Direct project information requirements in consultation with appropriate stakeholders as the basis for projects and program communications planning

1.2. Direct communications management plans and activities to ensure clarity of understanding and achievement of multiple project objectives at all levels

1.3. Develop project management information system (PMIS), structure and procedures to maintain the quality, validity, timeliness and integrity of information and communication across the program and in regard to organisational strategic management

2. Direct management of project information

2.1. Direct the generation, gathering, storage, retrieval, analysis and dissemination of information by project staff and stakeholders to improve decision making processes and communications across the program and between the projects

2.2. Direct information validation processes for development, management and modification to ensure consistent quality and accuracy of data across the program

3. Manage program communications

3.1. Develop and manage formal and informal communication networks between the organisation's management structure, program, projects and key stakeholders to ensure effectiveness throughout the multiple life cycles of projects within the program

3.2. Address potential, perceived and actual problems with communication and management information systems through project managers, and ensure remedial actions are authorised to ensure project, program and organisational objectives are met

3.3. Manage customer relationships beyond the delegated responsibility of project managers to ensure clarity of understanding of objectives and to minimise conflict across the program

4. Analyse communications management outcomes

4.1. Direct project finalisation activities to ensure ownership of, and responsibility for, information outcomes

4.2. Review and analyse project outcomes to determine the effectiveness of management information and communications systems

4.3. Aggregate and use lessons learned across multiple projects for other applications in the program and the organisation

Required skills

technology skills to direct the management and flow of project information and communications

planning skills to identify project and program information requirements

literacy skills to communicate decisions and to write quality reports

problem-solving skills to address communication management problems

interpersonal skills to communicate with customers and to manage customer relationships and networks

analytical skills to review and analyse project outcomes.

Required knowledge

PMIS structures and options

information validation processes and their application to various contexts

new technologies for communications and their relative strengths and weaknesses.

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 communications and information across a range of concurrent projects

knowledge of PMIS structures and options.

Context of and specific resources for assessment

Assessment must ensure:

access to examples of relevant workplace documentation (including electronic media)

consideration of feedback from project teams and stakeholders as to how communications were managed.

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 communications management case studies and scenarios

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

review of the project management information system developed

review of how communication and management information systems were used to address potential, perceived and actual problems

evaluation of how project outcomes were reviewed and analysed to determine the effectiveness of management information and communications systems.

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.

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.

Communications management plans and activities may:

be conducted non-routinely to meet complex, changing circumstances

be done independently or by taking the lead in a multiple teams environment

involve consultation with project managers and selective involvement of appropriate project stakeholders

involve the selection, modification and supervision of appropriate communications management methods, processes, procedures and tools

take into account the impact of organisational and environmental change on the program and vice versa

Levels may include:

organisation

operations

program

projects

Project management information system may include:

hierarchy of decision making responsibility/authority

individual and group authority and responsibilities

limitations and restrictions on subject matter and methods of communication

network structures, processes and procedures for storage and communication of information

types, responsibilities, distribution and regularity of reports, as well as follow-up procedures

Information validation processes may be influenced by:

age of the information

changes to standards, regulations or limits since information was compiled

cost of the validation process

degree of exposure to mis-information and dis-information

language (translated or converted data may need special attention)

level of detail of information (too much or too little)

potential impact of the information on the program outcome

Unit sector

Management and Leadership - Project Management

This unit contains employability skills.