Elements and Performance Criteria

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.
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
privacy legislation
government and organisational guidelines and procedures relating to:
project governance
resourcing
security
strategic plans
recruitment
risk management
procurement guidelines
designation approvals
industrial agreements
environmental and sustainability standards
Project plans will include some or all of:
acquisition strategies
budget and financial management strategy
contract management
cost estimates
evaluation criteria
expected outcomes/measurable benefits of the project
facilities
inclusions and exclusions from project
information/communication strategy
intellectual property strategies
milestones
objectives
occupational health and safety plan
outputs/project deliverables and their acceptance criteria
people plan including human resource management and human resource development
performance criteria/indicators
project control mechanisms
project implementation strategy
project governance strategy
purpose
quality assurance
quality control
quality standards for project
rationale
required project resources
resource management
risk management
roles and responsibilities
schedule/timeline
task/work breakdown structure (WBS)
Stakeholders may include
project sponsor/funding bodies
clients or customers (internal and external)
industry
other agencies
general public
relevant interest groups
unions
functional areas
the organisation's senior management
Ministers
project team
steering committee members
end user
supplier/service provider
Project data may include
research data
quality data including trials or test results
draft materials
samples, prototypes, models
project outcomes
record of time spent on project and progress in completing project
correspondence
financial data including costs, expenditure, income generated, purchases
Project management tools may include:
risk analysis
organisational project governance framework
communications plan
reporting 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
spreadsheets
recording systems - electronic and manual
Risk management may include:
removing the risk
transferring the risk
minimising the risk
accepting the risk
preparing a contingency plan
keeping reserves
Consultation with project managers may also include:
steering committees
project sponsors
business owners of the projects
program managers
specialist project management office
chief executive officer, manager or management representative
funding body representatives
customers or clients
Solutions to problems may include:
reducing costs
researching and applying more efficient methods of completing project tasks
seeking further resources to meet deadline
negotiating an extension of deadline or redefining completion or quantities or quality of outcomes
sharing of ideas to gain improvements to work undertaken within the project
outsourcing aspects of the project
changing roles and responsibilities within project team

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
PSPPROC501A Manage contract risk
PSPPROC502A Establish contract management arrangements
PSPPROC503A Manage contract performance
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 Employability Summaries in Qualifications Framework)
complex project activities carried out 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 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 conducting multiple project activities, including coping with difficulties, irregularities and breakdowns in routine
complex project activities carried out 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
women
young people
older 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:
case studies
demonstration
portfolios
questioning
scenarios
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