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 LGAGCM711A, 'Manage complex projects'.
- Google Links
- links to google searches, with filtering in place to maximise the usefulness of the returned results
- Books
- Reference books for '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
ELEMENT | PERFORMANCE CRITERIA |
1. Identify strategic and operational needs of project during planning phase | 1.1. Strategic context and requirements for the project are identified and considered. 1.2. Council's strategic and business plans and their output requirements are identified and considered. 1.3. Requirements resulting from the project or program funding are identified and fully explored. 1.4. Risk management analysis is conducted and a risk management plan documented. |
2. Prepare project plan | 2.1. Precise specifications and terms of reference for project are defined and documented. 2.2. Budget for project is identified, specified to a level that can be used for the management of sub-tasks, and documented. 2.3. Skills needed for successful completion of project are defined and project team is assembled. 2.4. Physical and other resources required to support project are defined, documented and secured. 2.5. Timelines, schedules and critical path for project are developed and documented, taking into consideration contingencies and planning for time slippages. 2.6. Communication plan to be used to support project, including engagement of stakeholders and communication of project progress to team members, is defined and documented. |
3. Assemble 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 outcomes to be achieved. 3.2. Steps are put in place to ensure effective communication processes are used to coordinate work and inform team members of progress. 3.3. Clear reporting processes for all team members are identified and communicated. |
4. Manage project | 4.1. Progress of project is monitored according to project plan's requirements and using appropriate project management tools and methodologies. 4.2. Team members are supported and their output managed against the measurements identified in project plan. 4.3. Corrections, changes and additions are made to project plan in light of changing circumstances and to ensure project aims and outcomes are met. 4.4. Resourcing to support project is monitored and corrections are made in light of changing circumstances. 4.5. Reporting of overall project progress is made to relevant senior management and/or funding bodies as required and specified in project plan. |
5. Finalise project | 5.1. Project is finalised in line with project plan. 5.2. Any necessary handover to staff members responsible for the ongoing implementation or maintenance of products or services emanating from project is conducted effectively and in line with organisational procedures. 5.3. Project team members and relevant stakeholders are debriefed about conduct of the project and outcomes achieved. 5.4. Report is prepared analysing strengths and weaknesses of project plan and the conduct of project. |
6. Use project to contribute to improved policies and processes | 6.1. Opportunities for wider organisational learning, including changes to processes or policies generated by project are identified and analysed. 6.2. Opportunities for future and further developments following project completion are forwarded for further consideration by senior management. 6.3. Strategic impact of project is considered and fed into organisation's ongoing strategic planning processes. |
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