Unit of competency Outline
Date retreived
22/07/2026 3:15 PM AWST
22/07/2026 3:15 PM 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.
Plan and manage complex projects
Plan and manage complex projects
Unit of competency
National Code
CPCMCM7001A
CPCMCM7001A
State Code
WA423
WA423
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
20/06/2014
Field of Education
080315 - Project Management
Original Release Date
20/06/2014
Nominal Hours
55
Description
This unit of competency specifies the outcomes 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 or design of a significant new piece of infrastructure.The environment in which the project is managed is also complex and involves the management of a project team which typically will include staff with diverse skill sets. The management of complex projects also involves significant reporting requirements. Licensing, legislative, regulatory or certification requirements may apply to this unit and so the varying state or territory requirements should be confirmed with the relevant body.
Notes
Elements and Performance Criteria
1. Identify the strategic and operational needs of the project during the planning phase.
- 1.1. The project's strategic context and requirements are identified and considered.
- 1.2. The organisation's strategic and business plans and their output requirements are identified and considered.
- 1.3. Client requirements and the impact of legislation and industry codes and standards are identified and fully explored.
- 1.4. A risk management analysis is conducted and a risk management plan is developed and documented.
2. Prepare the project plan.
- 2.1. Precise specifications and terms of reference for the project are defined and documented.
- 2.2. Project budget is identified, specified to a level that can be used for the management of sub-tasks, and documented.
- 2.3. Skills needed for the successful completion of the project are defined.
- 2.4. Physical and other resources required to support the project are defined, documented and secured.
- 2.5. Timelines, schedules and critical path for the project are developed and documented, taking into consideration contingencies and planning for time slippages.
- 2.6. A consultation strategy or process that will be used to inform clients, contractors and other interested parties of the project's progress, and seek their input as required, is defined and documented.
3. Assemble the 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 the outcomes to be achieved.
- 3.2. Effective communication processes are put in place to coordinate work and inform team members of progress.
- 3.3. Clear reporting processes for team members are identified and communicated.
4. Manage the project.
- 4.1. Project progress is monitored according to project plan requirements, using appropriate project management tools and methodologies.
- 4.2. Team members are supported and their output is managed against the key performance indicators identified in the project plan.
- 4.3. Corrections, changes and additions are made to the project plan in light of changing circumstances to ensure project aims and outcomes are met.
- 4.4. Resourcing to support the project is monitored and corrections are made to reflect changing circumstances.
- 4.5. Reporting of overall project progress is made to senior management and/or funding bodies as required and in line with the project plan.
5. Finalise the project.
- 5.1. The project is finalised in line with the project plan.
- 5.2. Required handover to staff members responsible for the ongoing implementation or maintenance of project products or services is conducted efficiently, effectively and in line with organisational procedures.
- 5.3. Project team members and relevant stakeholders are debriefed about the conduct of the project and the outcomes achieved.
- 5.4. A report is prepared analysing the strengths and weaknesses of the project plan and the conduct of the project.
6. Use the project to contribute to improved policies and processes.
- 6.1. Opportunities for wider organisational learning, including changes to processes or policies generated by the project, are identified and analysed.
- 6.2. Opportunities for future further developments following project completion are forwarded for consideration by senior management.
- 6.3. The strategic impact of the project is considered and fed into the organisation's ongoing strategic planning processes.
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, 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.
The strategic context for the project will include the operating environment in which the project will be conducted. For example:
fire systems design sector, including the development of high risk and high value fire systems design projects.
Legislation and industry codes and standards that may impact on the project design and delivery will be sector specific. For the fire systems design sector they may include:
building Acts
building regulations
infrastructure supply regulations
the Building Code of Australia
Australian standards for fire systems
international standards for fire systems
other fire system standards commonly required by building insurers, including the U.S. National Fire Protection Association (NFPA) standards.
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 government 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 the project aims
description of the outcomes to be achieved using, wherever possible, the nomination of clear metrics
description of all stakeholders
description of the project parameters (scope of operations, flexibilities involved, etc.)
identification of the budget
specification of the timescale
specification of the communication strategy to be used.
Project management tools typically will be computer-based and may:
be in-house or proprietary software
use critical path analysis
incorporate the use of Gantt or PERT charts
incorporate scheduling and reporting templates.
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.
The strategic context for the project will include the operating environment in which the project will be conducted. For example:
fire systems design sector, including the development of high risk and high value fire systems design projects.
Legislation and industry codes and standards that may impact on the project design and delivery will be sector specific. For the fire systems design sector they may include:
building Acts
building regulations
infrastructure supply regulations
the Building Code of Australia
Australian standards for fire systems
international standards for fire systems
other fire system standards commonly required by building insurers, including the U.S. National Fire Protection Association (NFPA) standards.
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 government 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 the project aims
description of the outcomes to be achieved using, wherever possible, the nomination of clear metrics
description of all stakeholders
description of the project parameters (scope of operations, flexibilities involved, etc.)
identification of the budget
specification of the timescale
specification of the communication strategy to be used.
Project management tools typically will be computer-based and may:
be in-house or proprietary software
use critical path analysis
incorporate the use of Gantt or PERT charts
incorporate scheduling and reporting templates.
EVIDENCE GUIDE
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
This unit of competency could be assessed in the workplace or a close simulation of the workplace environment, provided that the simulated or project-based assessment fully replicates workplace conditions, materials, activities, responsibilities and procedures.
This unit could be assessed as an activity involving the management of a complex project and should include establishing, using and evaluating effective project management processes.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
A person who demonstrates competency in this unit must be able to provide evidence of the required skills and knowledge specified within this unit.
In particular the person should demonstrate:
the successful design, implementation, management and finalisation of a complex project, including the management of planning processes, scheduling, human resources, reporting and response to contingencies
the ability to ensure projects undertaken are aligned with and support organisational strategies and requirements
the ability to learn from project outcomes and refine and improve future project management processes.
Context of and specific resources for assessment
Assessment of essential underpinning knowledge may be conducted in an off-site context. It is to comply with relevant regulatory or Australian standards' requirements.
Resource implications for assessment include:
access to codes and standards
access to legislation relevant to the jurisdiction and the project being undertaken
project documentation, including design or project brief, drawings, specifications, construction schedules and other supporting documents
research resources, including product information and data
theoretical texts and other information to support the assessment of the unit's required skills and knowledge
relevant computer software packages and suitable hardware.
Method of assessment
Assessment methods must:
satisfy the endorsed Assessment Guidelines of the Construction, Plumbing and Services Training Package
include direct observation of tasks in real or simulated work conditions, with questioning to confirm the ability to consistently identify and correctly interpret the essential underpinning knowledge required for practical application
reinforce the integration of employability skills with workplace tasks and job roles
confirm that competency is verified and able to be transferred to other circumstances and environments.
Guidance information for assessment
Reasonable adjustments for people with disabilities must be made to assessment processes where required. This could include access to modified equipment and other physical resources, and the provision of appropriate assessment support.
Assessment processes and techniques should as far as is practical take into account the language, literacy and numeracy capacity of the candidate in relation to the competency being assessed.
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
This unit of competency could be assessed in the workplace or a close simulation of the workplace environment, provided that the simulated or project-based assessment fully replicates workplace conditions, materials, activities, responsibilities and procedures.
This unit could be assessed as an activity involving the management of a complex project and should include establishing, using and evaluating effective project management processes.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
A person who demonstrates competency in this unit must be able to provide evidence of the required skills and knowledge specified within this unit.
In particular the person should demonstrate:
the successful design, implementation, management and finalisation of a complex project, including the management of planning processes, scheduling, human resources, reporting and response to contingencies
the ability to ensure projects undertaken are aligned with and support organisational strategies and requirements
the ability to learn from project outcomes and refine and improve future project management processes.
Context of and specific resources for assessment
Assessment of essential underpinning knowledge may be conducted in an off-site context. It is to comply with relevant regulatory or Australian standards' requirements.
Resource implications for assessment include:
access to codes and standards
access to legislation relevant to the jurisdiction and the project being undertaken
project documentation, including design or project brief, drawings, specifications, construction schedules and other supporting documents
research resources, including product information and data
theoretical texts and other information to support the assessment of the unit's required skills and knowledge
relevant computer software packages and suitable hardware.
Method of assessment
Assessment methods must:
satisfy the endorsed Assessment Guidelines of the Construction, Plumbing and Services Training Package
include direct observation of tasks in real or simulated work conditions, with questioning to confirm the ability to consistently identify and correctly interpret the essential underpinning knowledge required for practical application
reinforce the integration of employability skills with workplace tasks and job roles
confirm that competency is verified and able to be transferred to other circumstances and environments.
Guidance information for assessment
Reasonable adjustments for people with disabilities must be made to assessment processes where required. This could include access to modified equipment and other physical resources, and the provision of appropriate assessment support.
Assessment processes and techniques should as far as is practical take into account the language, literacy and numeracy capacity of the candidate in relation to the competency being assessed.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUX52 | CPCMCM8001 | Plan and manage complex projects | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J825 | CPP80313 | Graduate Diploma of Access Consulting | Qualification |
| J824 | CPP80213 | Graduate Diploma of Building Design | Qualification |
| J823 | CPP80113 | Graduate Certificate In Building Design | Qualification |
| W714 | CPC70109 | Graduate Certificate In Fire Systems Design Management | Qualification |