Elements and Performance Criteria

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, if used in the performance criteria, is detailed below. Essential operating conditions that may be present with training and assessment (depending on the work situation, needs of the candidate, accessibility of the item, and local industry and regional contexts) may also be included.

Project authorisation may:
already have been decided before involvement of the project manager
be in the form of a scope statement briefly explaining why the project has been formed, what it hopes to achieve and how success will be measured
be required at a number of critical review points during the project.
Appropriate authority may include:
client, owner, sponsor, senior executive or other individual or group vested with the authority to make decisions regarding the project
having the capacity to make decisions regarding commitment of funds, resources and priorities.
Project delegations and authorities may include:
consultative expectations
degree of line authority with project team
finance expenditure limits
procurement delegations
required organisational procedures.
Boundaries may include:
assumptions
constraints
exclusions
inclusions
principal work activities
product specification
project deliverables
project objectives
scope of works
work breakdown structure.
Relevant stakeholders may include:
clients
decision makers
internal and external parties
sponsors
team members.
Scope management may include:
determining that a scope change has occurred or is about to occur
identifying and reporting scope creep
identifying factors influencing changes to scope
implementing agreed scope changes
monitoring and reporting the effect of scope changes on other areas and on achievement of project objectives
refining scope progressively throughout the project life cycle
seeking authorisation for changes to project scope.
Change-control procedures may include:
formal agreements, for example contracts, subcontracts and memoranda of understanding
major elements of the project likely to change, for example design, engineering and finance
project documentation, including plans, schedules, statements, directives, guidelines and instructions.

The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.

Overview of assessment

Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:

demonstrating scope management for a project of sufficient complexity
knowledge of scope-management plans, tools, issues and likely challenges.
Context of and specific resources for assessment
Assessment must ensure:

access to workplace documentation used to document and manage project scope
consideration of feedback from project stakeholders regarding the management of project scope.
Method of assessment
A range of assessment methods should be used to assess practical skill and knowledge. The following examples are appropriate for this unit:

direct questioning combined with review of portfolios of evidence and third-party workplace reports of on-the-job performance by the candidate
oral or written questioning to assess knowledge of strategies for managing project scope and their application in different situations
analysis of responses in addressing case studies and scenarios that present project scope-management issues and problems
observation of demonstrated techniques in negotiating changes to scope
review of scope-management plan
assessment of documentation related to scope-management issues and recommended improvements.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.