ELEMENT

PERFORMANCE CRITERIA

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1. Undertake screening

1.1 Review business case for each project/program to capture interfaces, emergent risks, resource requirements, business benefits and their timings

1.2 Determine business benefits to be achieved by mapping dependencies between projects and programs

1.3 Identify and add mandatory projects and programs to the project portfolio, where appropriate

2. Complete investment appraisal

2.1 Identify desirability of project and programs based on their risk, projected benefits and business impacts assessment

2.2 Examine and adjust projects and programs that deliver similar business benefits and outcomes to remove duplication and take advantage of synergies

2.3 Commission feasibility studies in instances where additional analysis is required to determine investment merit

2.4 Undertake a comparative analysis to determine the most appropriate projects and programs to receive organisational investment

2.5 Determine the budget or financial profile for each project or program

2.6 Group related projects for management as a program to ensure relevant efficiencies are captured

3. Select projects and programs for the portfolio

3.1 Use a project selection model to select projects and programs that comprise the portfolio

3.2 Review the organisations ideal project and program mix regularly to calibrate the project selection model

3.3 Select projects and programs for inclusion in the portfolio based on the organisation's project selection model

3.4 Solicit project selection decision-making and support from executive management by preparing and presenting information

4. Monitor and apply approval status

4.1 Review and update the project and program approval process on a regular basis

4.2 Make recommendations to executive management as to the projects to be included in the portfolio

4.3 Facilitate the approval of projects/programs to be included in the portfolio by executive management

4.4 Allocate projects and programs a selection status

4.5 Provide identified funding and resources to approved projects and programs

4.6 Identify rejected, cancelled or on-hold projects and programs with reasons for rejection

4.7 Cancel or put on hold those projects and programs currently underway that have been rejected from the portfolio

4.8 Communicate a list of approved and rejected projects and programs to stakeholders

Skill

Performance Criteria

Description

Reading

1.1, 1.2, 1.3, 2.2, 2.4, 2.5, 2.6, 3.1, 3.2, 4.4, 4.6, 4.7

Applies appropriate strategies to construct meaning from complex texts

Writing

1.2, 1.3, 2.2, 2.3, 2.4, 2.6, 3.2, 3.4, 4.2, 4.4, 4.6, 4.7, 4.8

Documents results of screening and selection processes

Develops documents to communicate results of selection process using appropriate formats and vocabulary

Oral Communication

2.3, 3.4, 4.2

Presents information using language and features appropriate to the audience

Uses active listening and questioning techniques to confirm understanding

Numeracy

1.1, 2.4, 2.5

Interprets numerical data to determine resource requirements, budgetary needs and funding possibilities

Navigate the world of work

3.2, 3.3

Understands the relationship between immediate tasks and the broader goals of the organisation, and uses this to inform decision-making

Interact with others

2.3, 3.4, 4.2, 4.8

Selects and uses appropriate communication practices to provide information or commission feasibility studies

Plays a lead role in situations requiring effective collaboration and high-level influencing and negotiation skills

Get the work done

1.1, 1.2, 1.3, 2.1, 2.2, 2.3, 2.6, 3.1, 3.3, 3.4, 4.1, 4.3, 4.4, 4.5, 4.6, 4.7

Develops and implements flexible plans for complex, high impact activities with organisational implications

Sequences and schedules activities to achieve planned outcomes

Uses analytical processes to evaluate information and decide on most appropriate options