This unit applies to candidates with both general and specialist competencies from a range of occupational areas.

In practice, managing projects will overlap with other generalist or specialist work activities, such as coordinating resource allocation and usage, managing activities to meet client requirements, establishing and maintaining networks, providing leadership in justice services, etc.

Not applicable

ELEMENT

PERFORMANCE CRITERIA

1Supervise project team.

1.1 Develop project plan according to organisational policies and procedures.

1.2 Select project management tools and allocate tasks to project team in ways that make best use of team resources.

1.3 Motivate team members to fulfil the tasks allocated to them with commitment and enthusiasm.

1.4 Refine the project plan in consultation with team members and provide up-to-date information appropriate to their project role and responsibilities.

1.5 Maintain team leadership by providing opportunities for team members and key people to contribute to the development of the project.

1.6 Identify strategies for dealing with problems experienced by team members.

1.7 Provide support to team members to allow them to achieve their objectives throughout the timeframe of the project.

2Monitor progress of the project.

2.1 Monitor and evaluate the progress of the project against the schedule of activities and milestones identified in the project plan.

2.2 Identify emerging risks and obstacles and their causes and take appropriate action.

2.3 Ensure all stages of work have clear authorisation to ensure that activities begin, progress and finish according to plans.

2.4 Control project activities and resources in line with project plan and consistent with the project's scope and definition.

2.5 Record changes to activities, resources and plans and provide them to the necessary people.

2.6 Involve the project sponsor in any review of the project scope and definition, or significant changes to the project plan.

3Maintain project quality.

3.1 Consult team members and key people for their measures of the quality of the work of the project and solutions to identified problems.

3.2 Use quality improvement methods to enhance the work of the project and introduce change in a way that minimises disruption and team harmony.

3.3 Identify problems promptly and analyse issues for potential causes and solutions.

3.4 Implement agreed improvements in a way that makes efficient and effective use of the resources available and maintains the support of team members and key people.

4Maintain communication with key people.

4.1 Provide key people with timely and relevant information that is consistent with the project plan and helpful to the project achieving its goals.

4.2 Distribute information effectively ensuring the information meets the needs of key people while maintaining agreements on confidentiality.

4.3 Present information in styles and formats most appropriate to the needs and interests of key people.

4.4 Seek information from key people and from sources with an interest in the project and assess it for its implications.

This section describes the essential skills and knowledge and their level, required for this unit.

Required skills:

accessing and using legislation and guidelines that may impact on the project and management of the project

using project planning techniques related to projects that may be reasonably complex in terms of scope, degree of risk, and political, cultural and social factors

detailing requirements, writing recommendations and preparing plans requiring precision of expression

negotiating timelines, roles and responsibilities with stakeholders and project team members

scheduling project activities

communicating with key people using a range of communication styles to suit different audiences and purposes

using project management tools suited to reasonably complex projects

using communication strategies involving exchanges of often complex oral information

applying risk-management techniques in project management

maintaining the commitment, motivation and support of team members

using team-building strategies

responding to diversity in the workplace.

Required knowledge:

legislation, regulations, policies and procedures that might have an impact on the project

Environmental or sustainability legislation, regulations and codes of practice applicable to industry

legal and statutory obligations associated with project management in the context of the organisation and its services

role and relationship of projects and their management within the strategic objectives and purposes of the organisation and the wider justice system

current project management and quality assurance methods

organisation's recent experience with project management and constraints arising

methods of analysing and costing resource capacity and use

methods of control and accountability of processes and resources

principles of team leadership and team development

objectives and methods for effective negotiation

recording and reporting requirements

opportunities for training, professional skills development and learning activities

conflict resolution techniques

justice system structures and political influences

equal employment opportunities, equity and diversity principles.

The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, the range statement and the Assessment Guidelines for this Training Package.

Overview of assessment

This unit should be assessed against actual work activities. Assessment in simulated activities should only be used to confirm or extend the variables evident in the real work activities.

Evidence should be gathered over time and drawn from the range of routine and required work activities relevant to the performance criteria, the range statement and the organisational environment.

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

In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:

the knowledge requirements of this unit

the skill requirements of this unit

application of employability skills as they relate to this unit

ability to manage projects in a range of (two or more) contexts or occasions, over time.

Context of and specific resources for assessment

Valid assessment of this unit requires:

a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when managing projects in justice and offender services, including coping with difficulties, irregularities and breakdowns in routine

copies of legislation, policies, procedures and guidelines relating to project management

access to appropriate learning and assessment support when required.

Method of assessment

Evidence must include observation and information generated in the workplace as well as observation of performance in routine work functions or, where this is not possible, in a simulated exercise only where necessary to confirm the transferability of the competencies.

The following assessment methods are suggested:

observation of performance in routine workplace activities within a range of agreed responsibilities and in various work locations

written and/or oral questioning to assess knowledge and understanding

completion of workplace documents and reports produced as part of routine work activities

third-party reports from experienced practitioners

completion of performance feedback from supervisors and colleagues

scenarios

simulations or role plays.

Guidance information for assessment

Assessment methods should reflect workplace demands, and any identified special needs of the candidate, including language and literacy implications and cultural factors that may affect responses to the questions.

In all cases where practical assessment is used it will be combined with targeted questioning to assess the underpinning knowledge.

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 in the performance criteria is detailed below. Add any 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.

Project plan should include some or all of:

roles of the project sponsor

roles and responsibilities of project team

information and communication strategy

inclusions and exclusions from project

expected outcomes and measurable benefits of the project

project objectives, activities and milestones

required resources

resource management strategies

evaluation criteria

quality assurance and improvement methods

budget and financial management strategy

cost estimates

project implementation strategy.

Policies and procedures may include:

federal, and state or territory legislation and local government regulations affecting organisational administration, such as:

public sector management

occupational health and safety

equal employment opportunities

anti-discrimination

financial management and accounting legislation and regulations

privacy legislation

organisational guidelines and procedures relating to:

project governance

resourcing

strategic plans

risk management

procurement guidelines

regulations specific to the area of work

operational procedures

reporting and recording procedures

performance management

protocols

contracts

environmental and sustainable practices.

Project management tools may include:

organisational project governance framework

communications plan

reporting framework

risk analysis

project management software and other tools:

Gantt and bar charts

program evaluation and review technique (PERT) charts

recording systems

spreadsheets

cost analysis.

Team leadership should include:

transparent selection and delegation processes

open and democratic decision making

fair and equitable distribution of work and responsibilities

constructive performance appraisal and skills development

supported opportunities to extend experience and performance

clear and accurate information exchange and communication methods

promotion and recognition for the value of diversity and individual differences.

Projects should include a significant range of the following components:

strategic implications for the sponsor

substantial resource implications for the sponsor

a high level of complexity in components of the plan, range of team members, technical requirements of process and objectives

involving senior and specialist key people

involving external organisation.

Resources may include:

human

physical

financial

technological and information resources.

Key people may include:

team members

senior management

specialist and professional service providers

contracted service providers

technical experts

representatives of service or product consumers.

Quality improvement methods may include:

changes to process and schedules

involvement of additional key people

recruitment of additional and different resources

skills development

strategic focus on removing obstacles

reviewing scope and definitions

changes to the content and distribution of information

streamlining processes to produce more immediate risk assessment.

Unit sector

Organisational administration and management

Not applicable

Not applicable

The required outcomes described in this unit of competency contain applicable facets of employability skills. The Employability Skills Summary of the qualification in which this unit of competency is packaged, will assist in identifying employability skills requirements.