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Evidence Guide: SFILEAD504C - Plan and achieve change and results

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

 

SFILEAD504C - Plan and achieve change and results

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

Plan for desired change

  1. Emerging industry requirements are anticipated in a constantly changing environment.
  2. Sources of knowledge and expertise required to analyse the impacts of change are identified and employed.
  3. Industry goals, directions and strategies are regularly re-evaluated in response to change, new opportunities and risks.
  4. Change management approaches adopted by other industries and organisations are evaluated and applied, where useful.
Emerging industry requirements are anticipated in a constantly changing environment.

Completed
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Sources of knowledge and expertise required to analyse the impacts of change are identified and employed.

Completed
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Industry goals, directions and strategies are regularly re-evaluated in response to change, new opportunities and risks.

Completed
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Change management approaches adopted by other industries and organisations are evaluated and applied, where useful.

Completed
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Prepare and assess proposals

  1. Proposals to achieve desired change or results are developed by building on previous experience, new information and participative processes.
  2. The feasibility of proposals and associated risks, costs and benefits are assessed.
  3. Assumptions are questioned and alternative courses of action to achieve the same outcomes are considered.
  4. External skills and expertise are harnessed to undertake specialised analysis, as required.
  5. Likely resource requirements, funding sources and external constraints are determined.
  6. Courses of action are determined after careful consideration of all relevant information.
Proposals to achieve desired change or results are developed by building on previous experience, new information and participative processes.

Completed
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The feasibility of proposals and associated risks, costs and benefits are assessed.

Completed
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Assumptions are questioned and alternative courses of action to achieve the same outcomes are considered.

Completed
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External skills and expertise are harnessed to undertake specialised analysis, as required.

Completed
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Likely resource requirements, funding sources and external constraints are determined.

Completed
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Courses of action are determined after careful consideration of all relevant information.

Completed
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Optimise results

  1. Tasks are broken down into a logical sequence of manageable and time-related activities.
  2. Detailed plans, timetable and resource requirements are developed and responsibilities assigned.
  3. Uncertainty is managed by keeping focused on what needs to be done and keeping available options open.
  4. Appropriate project management strategies and meetings with people involved are used to optimise progress.
  5. Team commitment to attaining results is built up by providing motivation and celebrating achievements.
  6. Outcomes are evaluated against agreed criteria and communicated to stakeholders.
Tasks are broken down into a logical sequence of manageable and time-related activities.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Detailed plans, timetable and resource requirements are developed and responsibilities assigned.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Uncertainty is managed by keeping focused on what needs to be done and keeping available options open.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Appropriate project management strategies and meetings with people involved are used to optimise progress.

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Team commitment to attaining results is built up by providing motivation and celebrating achievements.

Completed
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Outcomes are evaluated against agreed criteria and communicated to stakeholders.

Completed
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Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

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

Critical aspects for assessment evidence required to demonstrate competence in this unit

Assessment must confirm the ability to:

analyse basic accounting and financial documents

break down work into a logical sequence of tasks and time-related activities

build in check points and controls to ensure that projects are completed

ensure that projects achieve expected outputs or outcomes

evaluate costs, benefits and risks of proposals

involve others and delegate responsibilities for specific tasks

monitor the progress of projects and intervene to refocus people and keep the project on track

undertake both short and long-term planning and set realistic times for completion

use the expertise of others to supplement own knowledge and advance goals.

Context of and specific resources for assessment

Assessment is to be conducted in the workplace and in a simulated work environment.

Method of assessment

The following assessment methods are suggested:

feedback from colleagues about the candidate's ability to obtain the commitment of others

feedback from stakeholders about the candidate's contribution to planning for and achieving change in the industry

interview and oral questioning

review of a project managed by the candidate

review of proposals or project evaluations prepared by candidate.

Guidance information for assessment

This unit may be assessed holistically with other SFILEAD (leadership) units within a Skill Set or qualification.

Required Skills and Knowledge

Required skills

analysing alternative strategies and assessing proposals

coaching and mentoring skills

explaining complex ideas to a range of audiences

identifying opportunities for introducing desirable change

managing change through participative processes

managing projects, including planning, measurement, review, monitoring and evaluation

monitoring current best practice and trends in other sectors and industries to maintain a competitive edge and keep informed about the need for change

responding promptly to new situations with feasible strategies and plans.

Required knowledge

accounting and financial documents

cost-benefit analysis

evaluation methods

impact of change on individuals, groups and organisations

project management techniques

risk assessment methods

strategic planning approaches.

Range Statement

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.

Changing environment may include:

animal welfare issues

change in response to opportunities, issues and proposals

changing economic conditions

climate change

ecosystem and resource management strategies

emerging organisations, new lobby and interest groups

imposed change from legislative, regulatory and trade impacts

international treaties and agreements

new market, supplier or customer requirements

new quality requirements, such as export and food safety

new technology, equipment, processing, handling and transport

political debate on policies and programs

research findings

third-party accreditation.

Change management approaches may include:

defining and clarifying objectives and key elements as drivers of change

fostering creativity, innovation and feedback

incremental versus strategic/quantum shifts

involving stakeholders

proactive rather than reactive approaches

quality assurance, internal auditing and continuous improvement teams

strengthening communication processes

team building, developing and supporting emerging leaders

workshops and facilitated meetings.

Proposals may include:

new conservation and resource access policies

new fisheries or aquaculture management proposals

new fisheries or aquaculture policies

new markets

new products, species or fisheries

new technology, equipment, plant and processes.

Information may include:

government announcements and reports

feedback from stakeholders and staff

financial statements and budgets

fisheries or aquaculture production and research data

industry reports and data

legislative, regulatory and organisational constraints

market analysis and consumer surveys.

External skills and expertise may include:

accountants, auditors and financial advisers

consultants, such as national resources, environmental management and marketing

external interest groups, such as the Australian Conservation Foundation

government and non-government

lawyers

other participants in ecosystem management groups, such as Landcare, Coastcare and catchment management groups

scientists, economists, logistics and technicians

third-party auditors or certifiers.

Project management strategies may include:

ongoing review and optimising progress

planning using tools, such as critical path and Gantt charts

project budgeting

project evaluation and review

work breakdown of tasks, roles and responsibilities

work schedules, tracking and reporting.

Evaluation may include:

benchmarking with other organisations, industries, government and projects

financial accounting and auditing

internal and external audits on quality, environment and safety

qualitative data, such as consultations, interviews and focus groups

quantitative data, such as stakeholder feedback, productivity, resource usage, accidents, incidents and non-compliance

surveys and questionnaires.