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Evidence Guide: BSBPMG802 - Select and balance the portfolio

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

BSBPMG802 - Select and balance the portfolio

What evidence can you provide to prove your understanding of each of the following citeria?

Undertake screening

  1. Review business case for each project/program to capture interfaces, emergent risks, resource requirements, business benefits and their timings
  2. Determine business benefits to be achieved by mapping dependencies between projects and programs
  3. Identify and add mandatory projects and programs to the project portfolio, where appropriate
Review business case for each project/program to capture interfaces, emergent risks, resource requirements, business benefits and their timings

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Complete investment appraisal

  1. Identify desirability of project and programs based on their risk, projected benefits and business impacts assessment
  2. Examine and adjust projects and programs that deliver similar business benefits and outcomes to remove duplication and take advantage of synergies
  3. Commission feasibility studies in instances where additional analysis is required to determine investment merit
  4. Undertake a comparative analysis to determine the most appropriate projects and programs to receive organisational investment
  5. Determine the budget or financial profile for each project or program
  6. Group related projects for management as a program to ensure relevant efficiencies are captured
Identify desirability of project and programs based on their risk, projected benefits and business impacts assessment

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Determine the budget or financial profile for each project or program

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Select projects and programs for the portfolio

  1. Use a project selection model to select projects and programs that comprise the portfolio
  2. Review the organisations ideal project and program mix regularly to calibrate the project selection model
  3. 3.3 Select projects and programs for inclusion in the portfolio based on the organisation's project selection model
  4. Solicit project selection decision-making and support from executive management by preparing and presenting information
Use a project selection model to select projects and programs that comprise the portfolio

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Monitor and apply approval status

  1. Review and update the project and program approval process on a regular basis
  2. Make recommendations to executive management as to the projects to be included in the portfolio
  3. Facilitate the approval of projects/programs to be included in the portfolio by executive management
  4. Allocate projects and programs a selection status
  5. Provide identified funding and resources to approved projects and programs
  6. Identify rejected, cancelled or on-hold projects and programs with reasons for rejection
  7. Cancel or put on hold those projects and programs currently underway that have been rejected from the portfolio
  8. Communicate a list of approved and rejected projects and programs to stakeholders
Review and update the project and program approval process on a regular basis

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Allocate projects and programs a selection status

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Provide identified funding and resources to approved projects and programs

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

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

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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

Required Skills and Knowledge

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