ELEMENT

PERFORMANCE CRITERIA

1. Review and confirm project brief

1.1 Project information and supporting materials are obtained and the individual project brief is clarified in accordance with the project plan and organisational policy and procedures.

1.2 Project plan is analysed and requirements, timeframes, roles, responsibilities and stakeholder involvement are confirmed.

1.3 Project management procedures and controls are confirmed in accordance with the project plan, and any required changes are negotiated according to the project plan change management strategy.

1.4 The project plan is updated with confirmed information for milestones, resources, other team members and steering committee details.

2. Undertake project activities

2.1 Professional or technical skills are provided to accomplish project tasks in accordance with the project requirements.

2.2 Project data is captured and recorded in accordance with project requirements.

2.3 Specialist advice and support are provided to the project manager, steering committee and stakeholders as required to achieve project objectives.

3. Monitor and maintain progress of project

3.1 Project management tools are used for integration and timing of project activities and achievement of project deliverables.

3.2 Risks to progress and achievement of project objectives are anticipated and related to the project manager for action in accordance with the risk management plan.

3.3 Completion of project activities and progress against targets and milestones are monitored and corrective action is taken if needed, in accordance with project plans and in consultation with management/governance personnel.

3.4 Problem solving to find innovative solutions to project problems or unplanned-for contingencies is undertaken in consultation with project management.

3.5 Progress reports are provided as required by the project communication plan.

4. Complete project

4.1 Project deliverables are completed to the required standard in the required timeframe.

4.2 Recordkeeping associated with the project is completed and archived as required by the project plan.

4.3 Project process is evaluated, issues identified and recommendations made for continuous improvement.

4.4 Project reports are completed to the required standard, containing required information and using agreed style, voice and format.

4.5 Project hand-over of deliverables and return of borrowed/unused materials are completed in accordance with the project plan and organisational procedures.

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

Skill requirements

Look for evidence that confirms skills in:

recording information, writing recommendations and preparing reports requiring complex language structures and precision of expression

negotiating changes to timelines, roles and responsibilities

communicating with stakeholders, managers and other team members using a range of communication styles to suit different audiences and purposes

responding to diversity, including gender and disability

managing self, time and costs

using project management tools

applying workplace safety procedures in line with project requirements

accessing/preparing information electronically or in hard copy

Knowledge requirements

Look for evidence that confirms knowledge and understanding of:

legislation, organisational policies and procedures that may impact on the project and management of the project, for example:

public sector codes of ethics/conduct

occupational health and safety and environment

project governance requirements

quality standards

risk management

procurement

human resources

equal employment opportunity, equity and diversity principles

principles of project management

project management tools to suit the projects carried out

risk management strategies for carrying out single projects

The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.

Units to be assessed together

Pre-requisite units that must be achieved prior to this unit:Nil

Co-requisite units that must be assessed with this unit:Nil

Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:

PSPETHC401A Uphold and support the values and principles of public service

PSPGOV402B Deliver and monitor service to clients

PSPGOV403B Use resources to achieve work unit goals

PSPGOV404B Develop and implement work unit plans

PSPGOV406B Gather and analyse information

PSPGOV411A Deal with conflict

PSPGOV412A Use advanced workplace communication strategies

PSPGOV422A Apply government processes

PSPLEGN401A Encourage compliance with legislation in the public sector

PSPPM401B Design simple projects

PSPPROC410A Administer contracts

Overview of evidence requirements

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 the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)

activities for simple projects carried out in a range of (3 or more) contexts (or occasions, over time)

Resources required to carry out assessment

These resources include:

legislation, guidelines, procedures and protocols relating to project management

workplace project documentation

scenarios and case studies

examples of project management tools

Where and how to assess evidence

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 carrying out projects, including coping with difficulties, irregularities and breakdowns in routine

activities for simple projects carried out in a range of (3 or more) contexts (or occasions, over time)

Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:

people with disabilities

people from culturally and linguistically diverse backgrounds

Aboriginal and Torres Strait Islander people

women

young people

older people

people in rural and remote locations

Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:

case studies

demonstration

portfolios

questioning

scenarios

authenticated evidence from the workplace and/or training courses

For consistency of assessment

Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments

The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.

Project brief is:

outline of expectations, tasks, deliverables, etc that are to be achieved by the project officer

Project plan will include some or all of:

acquisition strategies

budget and financial management strategy

contract management

cost estimates

evaluation criteria

expected outcomes/measurable benefits of the project

facilities

inclusions and exclusions from project

information/communication strategy

intellectual property strategies

milestones

objectives

occupational health and safety plan

outputs/project deliverables and their acceptance criteria

people plan including human resource management and human resource development

performance criteria/indicators

project control mechanisms

project implementation strategy

project governance strategy

purpose

quality assurance

quality control

quality standards for project

rationale

required project resources

resource management

risk management

roles and responsibilities

schedule/timeline

task/work breakdown structure (WBS)

Policy and procedures may include:

government legislation (Federal, State and Local) affecting organisation's administration such as:

public sector management acts

financial management and accounting legislation and regulations

privacy legislation

government and organisational guidelines and procedures relating to:

project governance

resourcing

security

strategic plans

recruitment

risk management

procurement guidelines

designation approvals

industrial agreements

Stakeholders may include:

project sponsor/funding bodies

clients or customers (internal and external)

industry

other agencies

general public

relevant interest groups

unions

functional areas

the organisation's senior management

Ministers

project team

steering committee members

end user

supplier/service provider

Project data may include:

financial data including costs, expenditure, income generated, purchases

quality data including any test results

record of time spent on project and progress in completing project

correspondence

samples, prototypes, models

project outcomes

Project management tools may include:

risk analysis

organisational project governance framework

communications plan

reporting framework

project management software and other tools:

Gantt and bar charts

Program Evaluation and Review Technique (PERT) charts

Critical Path Method

cost schedule control system

logistics support analysis

life cycle cost analysis

spreadsheets

recording systems - electronic and manual

Risk management may include:

removing the risk

transferring the risk

minimising the risk

accepting the risk

preparing a contingency plan

keeping reserves

Consultation with management may include:

project manager

steering committee

project sponsor

business owner of the project

program manager

specialist project management office

chief executive officer, manager or management representative

funding body representative

customer or client

Solutions to problems may include:

reducing costs

researching and applying more efficient methods of completing project tasks

seeking further resources to meet deadline

negotiating an extension of deadline or redefining completion or quantities or quality of outcomes

sharing of ideas to gain improvements to work undertaken within the project

outsourcing aspects of the project

changing roles and responsibilities within project team