This unit supports the attainment of skills and knowledge required for competent workplace performance in organisations of all sizes. It will support managers in all sectors of the construction industry who must exercise the skills necessary to ensure projects are planned and managed effectively in order to deliver the required outcomes on time and within budget.

The unit may be contextualised to the specific needs, and skills and knowledge requirements, of all sectors within the construction industry provided the essential outcomes of the unit are not changed.

Nil

ELEMENT

PERFORMANCE CRITERIA

1. Identify the strategic and operational needs of the project during the planning phase.

1.1. The project's strategic context and requirements are identified and considered.

1.2. The organisation's strategic and business plans and their output requirements are identified and considered.

1.3. Client requirements and the impact of legislation and industry codes and standards are identified and fully explored.

1.4. A risk management analysis is conducted and a risk management plan is developed and documented.

2. Prepare the project plan.

2.1. Precise specifications and terms of reference for the project are defined and documented.

2.2. Project budget is identified, specified to a level that can be used for the management of sub-tasks, and documented.

2.3. Skills needed for the successful completion of the project are defined.

2.4. Physical and other resources required to support the project are defined, documented and secured.

2.5. Timelines, schedules and critical path for the project are developed and documented, taking into consideration contingencies and planning for time slippages.

2.6. A consultation strategy or process that will be used to inform clients, contractors and other interested parties of the project's progress, and seek their input as required, is defined and documented.

3. Assemble the project team and commence work.

3.1. Appropriate project team members are secured and briefed regarding the project, their roles, levels of delegated responsibility and the outcomes to be achieved.

3.2. Effective communication processes are put in place to coordinate work and inform team members of progress.

3.3. Clear reporting processes for team members are identified and communicated.

4. Manage the project.

4.1. Project progress is monitored according to project plan requirements, using appropriate project management tools and methodologies.

4.2. Team members are supported and their output is managed against the key performance indicators identified in the project plan.

4.3. Corrections, changes and additions are made to the project plan in light of changing circumstances to ensure project aims and outcomes are met.

4.4. Resourcing to support the project is monitored and corrections are made to reflect changing circumstances.

4.5. Reporting of overall project progress is made to senior management and/or funding bodies as required and in line with the project plan.

5. Finalise the project.

5.1. The project is finalised in line with the project plan.

5.2. Required handover to staff members responsible for the ongoing implementation or maintenance of project products or services is conducted efficiently, effectively and in line with organisational procedures.

5.3. Project team members and relevant stakeholders are debriefed about the conduct of the project and the outcomes achieved.

5.4. A report is prepared analysing the strengths and weaknesses of the project plan and the conduct of the project.

6. Use the project to contribute to improved policies and processes.

6.1. Opportunities for wider organisational learning, including changes to processes or policies generated by the project, are identified and analysed.

6.2. Opportunities for future further developments following project completion are forwarded for consideration by senior management.

6.3. The strategic impact of the project is considered and fed into the organisation's ongoing strategic planning processes.

Required skills

project planning and execution

risk management planning

time management

high level written and oral communication

human resource management

team leadership

numeracy skills for budgeting and financial management

proactive thinking

decision making

high level problem solving

research

critical and analytical thinking

comparative analysis

operating computer software packages and systems, including:

word processing

spreadsheet

email

internet

skills specific to fire systems design, including:

operating computer software packages and systems, including:

proprietary project management software

proprietary hydraulic calculation software

proprietary estimating software

parametric modelling software

language and literacy skills for:

searching, accessing, reading, interpreting and applying current relevant legislation, codes and standards

updating knowledge of products, software systems and technology

reading and interpreting drawings, plans and specifications, including architectural, structural, mechanical, hydraulic and electrical

researching and evaluating competing technologies in new products and systems

reviewing and commenting on reports (e.g. consultant fire engineer), including building, insurance and corporate

Required knowledge

budgets and financial plans

concepts of risk management planning and processes

tools and models of project management

reporting mechanisms

relevant legislation, codes, standards, and sustainability requirements and ratings, including:

energy conservation

water conservation

organisational frameworks and functions, including:

industry associations

enterprises

government bodies

knowledge specific to fire systems design, including:

fire engineering principles, including:

engineered solutions

innovative fire systems

fire modelling

roles and responsibilities of relevant building project personnel, including:

architect

lead contractor

mechanical engineer

hydraulic engineer

electrical engineer

computer software functions and operation, including relevant proprietary software

relevant current legislation, codes and standards, including:

building Acts

building regulations

infrastructure supply regulations

the Building Code of Australia

Australian standards for fire systems

international standards for fire systems

other fire system standards commonly required by building insurers

passive fire safety elements:

identification of passive elements

impact of fire systems design on passive elements

specifications required to safeguard integrity of passive fire element performance where penetrations are necessitated by the fire systems design

water-based fire systems technology and components, including:

wet pipe sprinkler systems

deluge and drencher systems

dry pipe sprinkler systems

pre-action sprinkler systems

early suppression fast response (ESFR)

hydrants, hose reels and monitors

water supply tanks

fire pump sets

detection and warning systems technology and components, including:

emergency warning and intercommunications systems (EWIS)

fire detection and alarm systems

smoke control systems

emergency lighting systems

technology and components of special hazard fire systems, including:

foam systems (low expansion, medium expansion and high expansion)

gaseous agent systems (carbon dioxide, inert gas and halocarbon gases)

water spray systems (deluge, medium/high velocity water spray and high speed deluge)

chemical systems' technology and components, including:

powder

wet chemical

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

This unit of competency could be assessed in the workplace or a close simulation of the workplace environment, provided that the simulated or project-based assessment fully replicates workplace conditions, materials, activities, responsibilities and procedures.

This unit could be assessed as an activity involving the management of a complex project and should include establishing, using and evaluating effective project management processes.

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

A person who demonstrates competency in this unit must be able to provide evidence of the required skills and knowledge specified within this unit.

In particular the person should demonstrate:

the successful design, implementation, management and finalisation of a complex project, including the management of planning processes, scheduling, human resources, reporting and response to contingencies

the ability to ensure projects undertaken are aligned with and support organisational strategies and requirements

the ability to learn from project outcomes and refine and improve future project management processes.

Context of and specific resources for assessment

Assessment of essential underpinning knowledge may be conducted in an off-site context. It is to comply with relevant regulatory or Australian standards' requirements.

Resource implications for assessment include:

access to codes and standards

access to legislation relevant to the jurisdiction and the project being undertaken

project documentation, including design or project brief, drawings, specifications, construction schedules and other supporting documents

research resources, including product information and data

theoretical texts and other information to support the assessment of the unit's required skills and knowledge

relevant computer software packages and suitable hardware.

Method of assessment

Assessment methods must:

satisfy the endorsed Assessment Guidelines of the Construction, Plumbing and Services Training Package

include direct observation of tasks in real or simulated work conditions, with questioning to confirm the ability to consistently identify and correctly interpret the essential underpinning knowledge required for practical application

reinforce the integration of employability skills with workplace tasks and job roles

confirm that competency is verified and able to be transferred to other circumstances and environments.

Guidance information for assessment

Reasonable adjustments for people with disabilities must be made to assessment processes where required. This could include access to modified equipment and other physical resources, and the provision of appropriate assessment support.

Assessment processes and techniques should as far as is practical take into account the language, literacy and numeracy capacity of the candidate in relation to the competency being assessed.

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.

The strategic context for the project will include the operating environment in which the project will be conducted. For example:

fire systems design sector, including the development of high risk and high value fire systems design projects.

Legislation and industry codes and standards that may impact on the project design and delivery will be sector specific. For the fire systems design sector they may include:

building Acts

building regulations

infrastructure supply regulations

the Building Code of Australia

Australian standards for fire systems

international standards for fire systems

other fire system standards commonly required by building insurers, including the U.S. National Fire Protection Association (NFPA) standards.

Risk management analysis may include consideration of:

public liability

safety of staff

workers compensation claims

business continuity (e.g. emergency plans for activities to continue in the event of loss of building, equipment or systems)

property development and maintenance

changing government policy or funding arrangements

environmental concerns (e.g. pollution, hazardous waste, tree retention policies).

Specifications and terms of reference for the project may include an accurate and complete:

definition of the project aims

description of the outcomes to be achieved using, wherever possible, the nomination of clear metrics

description of all stakeholders

description of the project parameters (scope of operations, flexibilities involved, etc.)

identification of the budget

specification of the timescale

specification of the communication strategy to be used.

Project management tools typically will be computer-based and may:

be in-house or proprietary software

use critical path analysis

incorporate the use of Gantt or PERT charts

incorporate scheduling and reporting templates.

Unit sector

Common

Senior management

Nil

This unit contains employability skills.