- PSPPM501B - Design complex projects
Design complex projects
Elements and Performance Criteria
1. Identify project opportunities and undertake scoping
1.1 A critical analysis of the need for a project is conducted in accordance with organisational policy and procedures.
1.2 A project definition study is undertaken, where necessary, to determine the scope of the project.
1.3 Project scoping is completed in accordance with organisational policy and procedures and identifies a rationale for the project that includes the purpose, outcomes/expected benefits.
1.4 Stakeholders are identified and canvassed to ensure that their requirements are addressed in project planning.
2. Analyse project feasibility
2.1 Research and analysis is undertaken to identify impacts and risks, constraining factors and alternate options.
2.2 Technical feasibility, supportability and cost effectiveness of the project are analysed and the outcome is reported to key stakeholders.
2.3 Alternatives for project design are assessed and a preferred option that fits the strategic direction of the organisation/work unit is identified and reported.
2.4 Relevant specialists are consulted to determine the extent of financial, technical, security, scheduling, whole-of-life support and probity, and other risks.
2.5 A business case is prepared and approvals to proceed with project development are obtained in accordance with organisational policy, procedures and guidelines.
3. Develop project plans
3.1 Project aims, objectives and impacts are defined in the project plan, and timeframes and resources to complete quality deliverables on time and within budget are identified.
3.2 Projected outcomes are recorded in measurable and achievable forms and indicators to monitor the performance of the project are developed and agreed by relevant parties.
3.3 Potential risks are investigated and identified in the project plan and a risk management process is established to analyse information and options to manage risks.
3.4 Skills, roles and responsibilities of team members and stakeholders are clarified and agreed, and reporting requirements are identified.
3.5 Management of project parameters is addressed in the project plan and evaluation criteria are designed in accordance with organisational policy and practice.
3.6 Project management tools are utilised for planning in accordance with project requirements and the project is designed and documented in consultation with specialists to meet user requirements.
4. Manage establishment of project
4.1 If required, stakeholders are lobbied in accordance with organisational policy and procedures, to negotiate endorsement for the project.
4.2 Terms of reference are written and agreed to by stakeholders and resources are obtained in accordance with organisational procedures to establish the project.
4.3 Project scope and objectives are reviewed and analysed, and a strategy is developed to establish work breakdown structures to implement the project.
4.4 Project infrastructure is identified and established in accordance with organisational policy and procedures.
4.5 Specialist and technical support relevant to the project is obtained in accordance with the project plan.
4.6 Project governance structure and processes are established as detailed in the project plan.
This section describes the essential skills and knowledge and their level, required for this unit.
Look for evidence that confirms skills in:
using project planning techniques related to projects that may be reasonably complex in terms of scope, degree of risk, political, cultural and social factors that apply, consequences of failure and degree of control of the projects
detailing requirements, writing recommendations and preparing plans requiring precision of expression
negotiating timelines, roles and responsibilities with stakeholders and team members
scheduling project activities
communicating with stakeholders using a range of communication styles to suit different audiences and purposes
responding to diversity, including gender and disability
using project management tools suited to planning reasonably complex projects
applying risk management techniques in project establishment including risk sharing and transfer
using public relations strategies to promote and gain endorsement for projects
including workplace safety issues in project planning requirements
accessing/preparing information electronically or in hard copy
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 environmental and sustainability requirements
project governance requirements
financial management requirements
equal employment opportunity, equity and diversity principles
project planning methods which may be reasonably complex in terms of scope, degree of risk, political, cultural and social factors that apply, consequences of failure and degree of control of the projects
project management tools suited to planning reasonably complex projects
principles relating to the planning phase of project management
the project specifications
project approval processes
cost schedule control systems
integrated logistics support
work breakdown structures
change management in the context of designing complex 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:
PSPETHC501B Promote the values and ethos of public service
PSPGOV502B Develop client services
PSPGOV503B Coordinate resource allocation and usage
PSPGOV504B Undertake research and analysis
PSPGOV505A Promote diversity
PSPGOV507A Undertake negotiations
PSPGOV512A Use complex workplace communication strategies
PSPPM502B Manage complex projects
PSPPM503B Close complex projects
PSPPROC502A Establish contract management arrangements
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 table Following for examples)
complex projects designed 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 planning and 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 initiating projects, including coping with difficulties, irregularities and breakdowns in routine
complex projects designed 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
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:
simulation or role plays
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.
Critical analysis may include:
internal and external environment scan
previous and current related projects
policies likely to be impacted
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
government and organisational guidelines and procedures relating to:
Stakeholders may include:
project sponsor/funding bodies
clients or customers (internal and external)
relevant interest groups
the organisation's senior management
steering committee members
Constraining factors may include:
Whole-of-life support may include:
storage and transportation
support and test equipment
Approval may be required from:
business owner of the project
specialist project management office
chief executive officer, manager or management representative
customer or client
Project plan will include some or all of:
budget and financial management strategy
expected outcomes/measurable benefits of the project
inclusions and exclusions from project
intellectual property strategies
outputs/project deliverables and their acceptance criteria
people plan including human resource management and human resource development
project control mechanisms
project implementation strategy
project governance strategy
quality standards for project
required project resources
roles and responsibilities
task/work breakdown structure (WBS)
Risk management may include:
Management may include:
communication, including reporting
occupational health and safety management
Project parameters include:
project scope - outcomes, objectives, project deliverables
skills required for project team
people required for project including specialist expertise
communications including reporting requirements
risks associated with project including people, environment, resources, technology change during the life of the project, if applicable
steering committee arrangements
timeframe and milestones
resources for project
organisational structure for project
project quality control and operational flexibility
project governance structure
monitoring through staged rollout
project delivery requirements
integration of project within organisation
Project management tools may include:
organisational project governance 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
recording systems - electronic and manual
Documented information may include:
reports detailing strategy
statement of requirement/work
industry development proposals
project team work plans
risk and issues plan and log
performance evaluation criteria
reports to industry
whole-of-life support proposals
project definition study
Relevant specialists may include:
other functional areas
other relevant agencies
Work breakdown structures may include:
how the work is to be performed and how cost and schedule data are to be tracked and reported
identification of the project tasks (deliverables)
identification of specific management responsibilities for tasks
Project infrastructure may include:
staffing levels/need for recruitment action and training
equipment and technical support
resource requirements including travel, finance etc
project office accommodation
This unit contains employability skills.