Unit of competency Outline
Date retreived
23/07/2026 12:46 AM AWST
23/07/2026 12:46 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 projects
Manage projects
Unit of competency
National Code
SITXMGT003A
SITXMGT003A
State Code
S6721
S6721
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
03/12/2010
Field of Education
080301 - Business Management
Original Release Date
03/12/2010
Nominal Hours
60
Description
This unit describes the performance outcomes, skills and knowledge required to manage all aspects of a complex project, including project planning, monitoring and evaluation.The project administration skills required by operational staff are found in the Business Services Training Package.
Notes
Elements and Performance Criteria
1 Confirm project.
- 1.1 Confirm project objectives and scope in consultation with appropriate stakeholders.
- 1.2 Evaluate financial viability of project through analysis of key factors.
- 1.3 Determine and develop a resource strategy for project.
- 1.4 Confirm administrative structure for project.
2 Plan project.
- 2.1 Develop an integrated project management plan using appropriate project management tools and communicate plan to appropriate colleagues.
- 2.2 Allocate project responsibilities in agreement with others, and clearly communicate responsibilities to all involved.
- 2.3 Identify key project milestones and communicate these to persons involved.
- 2.4 Plan internal and external communications and public relations and marketing approaches together with appropriate colleagues.
- 2.5 Consult and reach agreement on suitable project evaluation methods.
3 Administer and monitor project.
- 3.1 Implement project strategies and monitor them in conjunction with project team members.
- 3.2 Provide support and assistance to team members as required.
- 3.3 Use effective interpersonal communication to build trust and respect within the project team.
- 3.4 Assess progress against project goals and review progress in consultation with project team members.
- 3.5 Determine the need for additional project resources and take action accordingly.
- 3.6 Implement financial control systems and monitor them according to project guidelines.
- 3.7 Provide regular reports on project progress to appropriate colleagues and customers.
- 3.8 Complete the project within agreed timelines.
4 Evaluate project.
- 4.1 Assess effectiveness of project at specified stages, using agreed evaluation methods.
- 4.2 Take account of agreed goals and priorities when carrying out a project evaluation.
- 4.3 Involve project team members, appropriate colleagues and customers in the project evaluation.
- 4.4 Incorporate evaluation results into ongoing project management.
- 4.5 Share information from project evaluation with appropriate colleagues and incorporate information into future planning.
RANGE STATEMENT
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.
Project objectives and scope may relate to:
overall business objectives
community or industry development objectives
specific outcomes required
levels of resourcing to be applied
how project relates to other internal and external projects and activities.
Stakeholders may include:
internal or external customers
organising committees
management
funding bodies
regulatory authorities
industry associations.
Key factors to determine financial viability of the project may include:
availability of short and long-term funding
cash flow issues
market feasibility
level of financial risk involved
cost-benefit analysis
impact on other aspects of operation
break-even points and profitability.
Administrative structure for the project may involve:
management
secretariat
consultants
contractors and suppliers
steering committee
advisory and reference groups
consultative groups.
Project management plan may include:
goals and outcomes
selection or tendering process
personnel
budget
stages
timeframes
key milestones
internal and external communication processes and channels
sponsors
risk management and contingency plans
quality assurance
consultation strategies
reporting requirements
marketing.
Project management tools may include:
project management software
planning tools, such as PERT and Gantt charts, and critical path.
Key project milestones may relate to:
stages
outcomes
reporting requirements.
Public relations and marketing approaches are those directly relevant to the project, including:
providing advice and information to clients, funding bodies and stakeholders
developing and publishing reports
developing and distributing brochures, flyers and other marketing materials
communicating to public and stakeholders via mass media.
Evaluation methods may be internal or external and may include:
customer and stakeholder feedback
client or funding body evaluation
surveys and questionnaires
pilots and trials
long-term monitoring strategies.
Support and assistance may include:
informal coaching and feedback
formal training opportunities
moderation and joint planning sessions
regular meetings and briefings
representing the team's interests in wider forums
additional resources.
Financial control systems may include:
established organisational systems
project-specific systems.
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.
Project objectives and scope may relate to:
overall business objectives
community or industry development objectives
specific outcomes required
levels of resourcing to be applied
how project relates to other internal and external projects and activities.
Stakeholders may include:
internal or external customers
organising committees
management
funding bodies
regulatory authorities
industry associations.
Key factors to determine financial viability of the project may include:
availability of short and long-term funding
cash flow issues
market feasibility
level of financial risk involved
cost-benefit analysis
impact on other aspects of operation
break-even points and profitability.
Administrative structure for the project may involve:
management
secretariat
consultants
contractors and suppliers
steering committee
advisory and reference groups
consultative groups.
Project management plan may include:
goals and outcomes
selection or tendering process
personnel
budget
stages
timeframes
key milestones
internal and external communication processes and channels
sponsors
risk management and contingency plans
quality assurance
consultation strategies
reporting requirements
marketing.
Project management tools may include:
project management software
planning tools, such as PERT and Gantt charts, and critical path.
Key project milestones may relate to:
stages
outcomes
reporting requirements.
Public relations and marketing approaches are those directly relevant to the project, including:
providing advice and information to clients, funding bodies and stakeholders
developing and publishing reports
developing and distributing brochures, flyers and other marketing materials
communicating to public and stakeholders via mass media.
Evaluation methods may be internal or external and may include:
customer and stakeholder feedback
client or funding body evaluation
surveys and questionnaires
pilots and trials
long-term monitoring strategies.
Support and assistance may include:
informal coaching and feedback
formal training opportunities
moderation and joint planning sessions
regular meetings and briefings
representing the team's interests in wider forums
additional resources.
Financial control systems may include:
established organisational systems
project-specific systems.
EVIDENCE GUIDE
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, the range statement and the Assessment Guidelines for this Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
ability to effectively plan, administer, monitor and evaluate a tourism or hospitality-based project, including evidence of skills in planning, administration, financial management and leadership
ability to apply understanding of the critical aspects of effective project management
management of a multifaceted, complex industry-based project that reflects real industry practice and is completed within a specified timeframe.
Context of and specific resources for assessment
Assessment must ensure:
involvement of a project team for whom the candidate is a leader.
Methods of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
project to plan an event or function
project to undertake a reform or redevelopment of a work aspect
written or oral questions to assess underpinning knowledge related to project management
review of portfolios of evidence relating to workplace experience, such as project plans, budgets, records of coordination and implementation of project phases and milestones, records of project reports.
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Assessing employability skills
Employability skills are integral to effective performance in the workplace and are broadly consistent across industry sectors. How these skills are applied varies between occupations and qualifications due to the different work functions and contexts.
Employability skills embedded in this unit should be assessed holistically with other relevant units that make up the skill set or qualification and in the context of the job role.
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, the range statement and the Assessment Guidelines for this Training Package.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
ability to effectively plan, administer, monitor and evaluate a tourism or hospitality-based project, including evidence of skills in planning, administration, financial management and leadership
ability to apply understanding of the critical aspects of effective project management
management of a multifaceted, complex industry-based project that reflects real industry practice and is completed within a specified timeframe.
Context of and specific resources for assessment
Assessment must ensure:
involvement of a project team for whom the candidate is a leader.
Methods of assessment
A range of assessment methods should be used to assess practical skills and knowledge. The following examples are appropriate for this unit:
project to plan an event or function
project to undertake a reform or redevelopment of a work aspect
written or oral questions to assess underpinning knowledge related to project management
review of portfolios of evidence relating to workplace experience, such as project plans, budgets, records of coordination and implementation of project phases and milestones, records of project reports.
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.
Assessing employability skills
Employability skills are integral to effective performance in the workplace and are broadly consistent across industry sectors. How these skills are applied varies between occupations and qualifications due to the different work functions and contexts.
Employability skills embedded in this unit should be assessed holistically with other relevant units that make up the skill set or qualification and in the context of the job role.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| E2002 | THHGGA09B | Manage projects | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| WF804 | SITXMGT502 | Manage projects | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| S619 | SIT50207 | Diploma of Events | Qualification |
| S622 | SIT60207 | Advanced Diploma of Events | Qualification |
| W732 | SIT50409 | Diploma of Holiday Parks and Resorts | Qualification |
| S621 | SIT60107 | Advanced Diploma of Tourism | Qualification |