Formats and tools
- Unit Description
- Reconstruct the unit from the xml and display it as an HTML page.
- Assessment Tool
- an assessor resource that builds a framework for writing an assessment tool
- Assessment Template
- generate a spreadsheet for marking this unit in a classroom environment. Put student names in the top row and check them off as they demonstrate competenece for each of the unit's elements and performance criteria.
- Assessment Matrix
- a slightly different format than the assessment template. A spreadsheet with unit names, elements and performance criteria in separate columns. Put assessment names in column headings to track which performance criteria each one covers. Good for ensuring that you've covered every one of the performance criteria with your assessment instrument (all assessement tools together).
- Wiki Markup
- mark up the unit in a wiki markup codes, ready to copy and paste into a wiki page. The output will work in most wikis but is designed to work particularly well as a Wikiversity learning project.
- Evidence Guide
- create an evidence guide for workplace assessment and RPL applicants
- Competency Mapping Template
- Unit of Competency Mapping – Information for Teachers/Assessors – Information for Learners. A template for developing assessments for a unit, which will help you to create valid, fair and reliable assessments for the unit, ready to give to trainers and students
- Observation Checklist
- create an observation checklist for workplace assessment and RPL applicants. This is similar to the evidence guide above, but a little shorter and friendlier on your printer. You will also need to create a seperate Assessor Marking Guide for guidelines on gathering evidence and a list of key points for each activity observed using the unit's range statement, required skills and evidence required (see the unit's html page for details)
- Self Assessment Survey
- A form for students to assess thier current skill levels against each of the unit's performance criteria. Cut and paste into a web document or print and distribute in hard copy.
- Moodle Outcomes
- Create a csv file of the unit's performance criteria to import into a moodle course as outcomes, ready to associate with each of your assignments. Here's a quick 'how to' for importing these into moodle 2.x
- Registered Training Organisations
- Trying to find someone to train or assess you? This link lists all the RTOs that are currently registered to deliver CPCMCM7001A, 'Plan and manage complex projects'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Reference books for 'Plan and manage complex projects' on fishpond.com.au. This online store has a huge range of books, pretty reasonable prices, free delivery in Australia *and* they give a small commission to ntisthis.com for every purchase, so go nuts :)
Elements and 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.