Unit of competency Outline
Date retreived
23/07/2026 5:51 AM AWST
23/07/2026 5:51 AM AWST
Whilst all efforts are made to provide accurate and timely information from the relevant source/documentation, please be aware that the information supplied may not be the most current version. The accuracy of the detail has not been confirmed by the Department and therefore should not be relied upon without first confirming the contents.
Manage complex projects
Manage complex projects
Unit of competency
National Code
LGAGCM711A
LGAGCM711A
State Code
D2858
D2858
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
15/08/2014
Field of Education
080315 - Project Management
Original Release Date
15/08/2014
Nominal Hours
70
Description
This unit covers the skills and knowledge required of senior managers responsible for identifying, planning, controlling and finalising complex projects. The unit addresses the management of projects of significant scope and duration, for example, the development and implementation of a major new program or service or the construction of a significant new piece of infrastructure.The environment in which the project is managed is also complex and involves the management of a significant project team which typically will include staff representing diverse skill sets. The management of complex projects also requires significant reporting requirements.The unit will support managers with responsibility across all portfolios and departments within councils who must exercise the skills necessary to ensure projects are planned and managed effectively in order to deliver the required outcomes on time and within budget.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication.
Notes
Elements and 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.
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 in the Performance Criteria is detailed below.
Strategic context for the project will include:
operating environment in which the project will be conducted including, for example:
community sensitivities relating to public-private partnerships
potential for environmental impacts
impact of outsourcing functions
impact of redesigning or reducing services
impact of project outcomes on the regional community, businesses and other stakeholder and interest groups
potential impact on neighbouring communities
Requirements resulting from project or program funding may include funding body's requirement for:
particular reporting time frames and project deliverables
use of specific procedures to secure subcontractors
engagement with specific interest, user or stakeholder groups
recognition of diversity and equity principles
adherence to principles of competitive neutrality
adherence to specific purchasing arrangements
adherence to good governance principles
Risk management analysis may include consideration of:
public liability
safety of staff
workers compensation claims
business continuity, e.g. emergency plans for activities to continue in the event of loss of building, equipment or systems
property development and maintenance
changing governmental policy or funding arrangements
environmental concerns, e.g. pollution, hazardous waste, tree retention policies
Specifications and terms of reference for the project may include an accurate and complete:
definition of project aims
description of outcomes to be achieved using, wherever possible, the nomination of clear metrics
description of all stakeholders
description of project parameters, e.g. scope of operations and flexibilities involved
identification of budget
specification of time frames
specification of communication strategy to be used
Stakeholders may include:
departmental managers
staff
senior management
industry representatives
contractors
risk management consultants
community groups
business groups and individual business operators
state and federal government representatives and managers
Project management tools typically will be computer-based and may:
be developed in-house or use proprietary software
use critical path analysis
incorporate the use of Gantt or PERT charts
incorporate scheduling and reporting templates
Strategic context for the project will include:
operating environment in which the project will be conducted including, for example:
community sensitivities relating to public-private partnerships
potential for environmental impacts
impact of outsourcing functions
impact of redesigning or reducing services
impact of project outcomes on the regional community, businesses and other stakeholder and interest groups
potential impact on neighbouring communities
Requirements resulting from project or program funding may include funding body's requirement for:
particular reporting time frames and project deliverables
use of specific procedures to secure subcontractors
engagement with specific interest, user or stakeholder groups
recognition of diversity and equity principles
adherence to principles of competitive neutrality
adherence to specific purchasing arrangements
adherence to good governance principles
Risk management analysis may include consideration of:
public liability
safety of staff
workers compensation claims
business continuity, e.g. emergency plans for activities to continue in the event of loss of building, equipment or systems
property development and maintenance
changing governmental policy or funding arrangements
environmental concerns, e.g. pollution, hazardous waste, tree retention policies
Specifications and terms of reference for the project may include an accurate and complete:
definition of project aims
description of outcomes to be achieved using, wherever possible, the nomination of clear metrics
description of all stakeholders
description of project parameters, e.g. scope of operations and flexibilities involved
identification of budget
specification of time frames
specification of communication strategy to be used
Stakeholders may include:
departmental managers
staff
senior management
industry representatives
contractors
risk management consultants
community groups
business groups and individual business operators
state and federal government representatives and managers
Project management tools typically will be computer-based and may:
be developed in-house or use proprietary software
use critical path analysis
incorporate the use of Gantt or PERT charts
incorporate scheduling and reporting templates
Overview of assessment requirements
A person who demonstrates competency in this unit will be able to perform the outcomes described in the elements to the required performance level detailed in the performance criteria. The unit's skill and knowledge requirements must also be demonstrated.
Critical aspects of evidence to be considered
The demonstrated ability to:
successfully design, implement, manage and finalise a complex project.
Context of assessment
Assessment of performance requirements in this unit should be undertaken with the context of the local government framework. Competency is demonstrated by performance of all stated criteria, including the range of variables applicable to the workplace environment.
Method of assessment
The following assessment methods are suggested:
preparation of a major workplace project report/portfolio (that may incorporate assessment of related units) as a key form of assessment that enables candidates to integrate the learning and assessment project into their regular work responsibilities, which enables integrated and holistic assessment of the complex skills and knowledge addressed in this unit
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies
written and oral questioning to assess knowledge and understanding
completion of workplace documentation
third-party reports from experienced practitioner
completion of self-paced learning materials, including personal reflection and feedback from trainer, coach or supervisor
Evidence required for demonstration of consistent performance
Evidence should be gathered over a period of time in a range of actual or simulated management environments.
Resource implications
Access to a workplace or simulated case study that provides the following resources:
relevant council documents, such as strategic and operational plans
relevant local government legislation and regulations
A person who demonstrates competency in this unit will be able to perform the outcomes described in the elements to the required performance level detailed in the performance criteria. The unit's skill and knowledge requirements must also be demonstrated.
Critical aspects of evidence to be considered
The demonstrated ability to:
successfully design, implement, manage and finalise a complex project.
Context of assessment
Assessment of performance requirements in this unit should be undertaken with the context of the local government framework. Competency is demonstrated by performance of all stated criteria, including the range of variables applicable to the workplace environment.
Method of assessment
The following assessment methods are suggested:
preparation of a major workplace project report/portfolio (that may incorporate assessment of related units) as a key form of assessment that enables candidates to integrate the learning and assessment project into their regular work responsibilities, which enables integrated and holistic assessment of the complex skills and knowledge addressed in this unit
observation of the learner performing a range of workplace tasks over sufficient time to demonstrate his/her handling of a range of contingencies
written and oral questioning to assess knowledge and understanding
completion of workplace documentation
third-party reports from experienced practitioner
completion of self-paced learning materials, including personal reflection and feedback from trainer, coach or supervisor
Evidence required for demonstration of consistent performance
Evidence should be gathered over a period of time in a range of actual or simulated management environments.
Resource implications
Access to a workplace or simulated case study that provides the following resources:
relevant council documents, such as strategic and operational plans
relevant local government legislation and regulations
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| D352 | LGA70108 | Graduate Certificate In Local Government Management | Qualification |