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 initiation documentation may include:
agreed project management framework
agreed project methodology
client or customer requirements
concept proposal
contract documentation
executive team instructions
feasibility study
life cycle approval gateways
output from prior project.
Broader organisational strategies and goals may include:
market focus
organisational mission statement
strategy plans
values and ethics
Objectives, outcomes and benefits may include:
expected benefits to be achieved for organisation and business
measurable project product statement
short and long-term outcomes for the organisation.
Project governance structure may include:
boards, committees, working groups, reference groups, advisory groups, sponsors, project managers, project team members and stakeholders
identified authority levels assigned to groups and individuals
issue-escalation procedures
project organisation chart
statements of roles for project management bodies and participants.
Project charter may include:
approvals and sign-off
broad stakeholder identification
consolidated project initiation documentation (PID)
documented objectives
high-level product deliverables
high-level risk assessment
project assumptions and constraints
project mandate
source of project authority.
Project deliverables may include:
definable product, service or document
discrete components of the overall project outputs
specified products of the project
time, quality and cost.
Project management functions involve all nine functions:
communications
cost
human resources
procurement and contracting
project integration
quality
risk
scope
time.
Triple constraints include:
cost
scope and quality
time.
Project management plan may be:
a covering document that integrates the planning requirements of the nine functions of project management
in single or multiple document format.
Integrates may include:
decisions that:
determine comparative value
evaluate competing interests
make trade-offs
processes and activities that:
combine
coordinate
define
identify
unify
Associated plans and baselines may include:
communications plan (stakeholders and information)
human resources plan
procurement plan
project budget
project schedule
quality-management plan
risk plan
scope-management plan.
Internal work environment may include:
organisational policy and procedures
organisational culture and style
physical working conditions
geographic location and/or dispersion
team dynamics.
Status reports may include:
client progress reports
internal or external
regular consolidated reports to project authority
reports under contractual obligations
specific budget and schedule reports.
Impact analysis may include:
assessment against project quality requirements
forecasting against triple constraints (scope, time and cost)
review of project baselines against proposed change.
Project logs and registers may include:
change log
daily log
issues log
quality log
risk register
task-completion log
version-control log.
Project finalisation activities may include:
completing financial transactions
consolidating and storing project data
documenting outstanding project issues
obtaining or providing certifications
preparing final project reports
updating organisation knowledge management.
Associated documentation may include:
'as built' design specifications
certificates, guarantees, indemnities and warranties
product or service specifications
user, training and installation manuals.
Project review assessments may include:
benefits realisation review
outcomes evaluation
post-implementation review
project lessons learned.

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:

identifying and aligning project with organisational objectives
conducting project establishment processes
managing preparation of a project management plan for a project of sufficient complexity to demonstrate the full range of performance requirements
ensuring project registers and logs are maintained
analysing project reports
undertaking impact analysis
preparing strategy for project finalisation.
Context of and specific resources for assessment
Assessment must ensure access to:

project documentation, which includes information about participation in life cycle and integration processes.
Method of assessment
A range of assessment methods should be used to assess practical skills 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
analysis of responses addressing different project scenarios
oral or written questioning to assess knowledge of project life cycle processes relevant to the industry sector and project context
assessment of management of the project life cycle processes.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended.