Unit of competency Outline

Date retreived
22/07/2026 9:27 AM AWST

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Administer simple projects

Administer simple projects

Unit of competency
National Code
PSPPM405A
State Code
C8232
TGA Status
Deleted
DTWD Status
Deleted
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
20/06/2013
Field of Education
080315 - Project Management
Original Release Date
20/06/2013
Nominal Hours
40
Description
This unit covers the administration of a straightforward project or a discrete component of a larger project by staff who are not specialists in project management. The unit focuses on the application of project management skills and the requirement to meet timelines, quality standards, budgetary limits and other requirements set for the project. It includes defining the project, developing a project plan, administering and monitoring the project, finalising the project and reviewing the project to identify lessons learnt for application to future projects. Contract management requirements are not included as this aspect is addressed by units of competency within the Competency field of Procurement and Contract Management.Units of competency for specialist project managers at this level include PSPPM401B Design simple projects, PSPPM402B Manage simple projects and PSPPM403B Close simple projects. The unit of competency for specialist project officers is PSPPM404A Carry out simple project activities. This unit and the 3 project management competencies for specialist project managers (PSPPM401B - PSPPM403B) are mutually exclusive and may not contribute to the same qualification. No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Define project
  • 1.1 Project scope and other relevant documentation are accessed in accordance with organisational policy and procedures.
  • 1.2 Project stakeholders are identified and their interest in or relationship to the project is established.
  • 1.3 Clarification is sought from delegating authority of any issues related to the project and project parameters.
  • 1.4 Limits of own responsibility and reporting requirements are confirmed.
  • 1.5 Relationship of the project to other projects and to the organisation's objectives is clarified.
  • 1.6 Available resources to undertake the project are determined and accessed in accordance with organisational requirements.
2. Develop detailed project plan
  • 2.1 A project plan is developed that identifies in detail how the project will be executed and managed in relation to the project parameters.
  • 2.2 Project management tools are identified and accessed in accordance with project requirements.
  • 2.3 A communication strategy and risk management plan that address the project, organisational and legislative requirements are contained within the project plan.
  • 2.4 A timeline for completion of activities and a budget, developed and approved in accordance with organisational procedures, are included within the project plan.
  • 2.5 Stakeholders' understanding of and agreement to fulfil the project requirements and their roles and responsibilities are confirmed.
  • 2.6 Project plan is finalised and any necessary approvals are gained to commence the project according to the documented plan.
3. Administer and monitor project
  • 3.1 Support is provided to ensure that the quality of the expected deliverables of the project and documented timelines are met.
  • 3.2 Required recordkeeping systems are established and maintained throughout the project.
  • 3.3 Component plans that identify how key aspects of the project will be managed are implemented and monitored in accordance with set requirements.
  • 3.4 Project reports are completed and forwarded as required in accordance with the project communication strategy.
  • 3.5 Risk management is undertaken in accordance with the project plan to ensure project requirements are achieved in accordance with the project plan.
  • 3.6 Project deliverables are completed to the required standard, in the required timeframe and within budget.
4. Finalise project
  • 4.1 Any financial recordkeeping associated with the project is completed and checked for accuracy.
  • 4.2 Staff involved in the project are de-briefed before assignment to new or previous roles.
  • 4.3 Project documentation is completed and signed off in accordance with organisational procedures.
5. Review project
  • 5.1 Project deliverables and processes are reviewed against the project scope and plan.
  • 5.2 Stakeholders are involved in the review of the project.
  • 5.3 Lessons learnt from the project are documented and reported in accordance with organisational requirements.
The Range Statement provides information about the context in which the unit of competency is carried out. The variables cater for differences between States and Territories and the Commonwealth, and between organisations and workplaces. They allow for different work requirements, work practices and knowledge. The Range Statement also provides a focus for assessment. It relates to the unit as a whole. Text in bold italics in the Performance Criteria is explained here.
Project scope and other relevant documentation refers to:
project proposal
tender documents
contract or other agreement
project plan or summary
other documents outlining:
expected outcomes of the project
inclusions and exclusions from project
timeframes for project
quality standards for project
project resources
Policy and procedures may include:
government legislation (Federal, State and Local) affecting organisation's administration such as:
public sector management acts
financial management and accounting legislation and regulations
privacy legislation
environmental/sustainability legislation
government and organisational guidelines and procedures relating to:
project governance
resourcing
security
strategic plans
recruitment
risk management
procurement guidelines
designation approvals
industrial agreements
Stakeholders may include:
project sponsor/funding bodies
clients or customers (internal and external)
industry
other agencies
general public
relevant interest groups
unions
functional areas
the organisation's senior management
Ministers
project team
steering committee
end user
supplier/service provider
Delegating authority may include:
project sponsor
business owner of the project
program manager
specialist project management office
CEO, manager or management representative
funding body
customer or client
Project parameters may include:
scope of project
quality standards
timelines
finances for project
integration of project within organisation
risks associated with project
reporting requirements
procurement requirements associated with project
physical and human resources available or required for project
Project plan will include some or all of:
acquisition strategies
budget and financial management strategy
continuous improvement process established for the project
contract management
cost estimates
evaluation criteria
expected outcomes/measurable benefits of the project
facilities
inclusions and exclusions from project
information/communication strategy
intellectual property strategies
milestones
objectives
outputs/project deliverables and their acceptance criteria
people plan including human resource management and human resource development
performance criteria/indicators
project control mechanisms
project implementation strategy
project governance strategy
purpose
quality assurance
quality control
quality standards for project
rationale
required project resources
resource management
risk management
roles and responsibilities
schedule/timeline
task/work breakdown structure (WBS)
Project management tools may include:
risk analysis
organisational project governance framework
communications plan
reporting framework
project management software and other tools:
Gantt and bar charts
Program Evaluation and Review Technique (PERT) charts
Critical Path Method
cost schedule control system
logistics support analysis
life cycle cost analysis
spreadsheets
recording systems - electronic and manual
Support may include:
mentoring and coaching
feedback
encouragement
additional physical and human resources (within allocated budget) if and as required
regular meetings
Recordkeeping may include systems for:
financial data including costs, expenditure, income generated, purchases, contracts
quality data including survey, needs, test results
recording of time spent on project and progress in completing project
progress reports
performance reports against milestones
correspondence
samples, prototypes, models
project deliverables/outputs and outcomes
Component plans may relate to:
risk management
schedule management
financial management
communication, including reporting
resources management
logistics management
scope management
change management
quality management
people management
Risk management may include:
removing the risk
minimising the risk
accepting the risk
preparing a contingency plan
allocation of reserves
reducing costs
researching and applying more efficient methods of completing project tasks
seeking further resources to meet deadline
negotiating an extension of deadline or redefining completion or quantities or quality of deliverables
sharing of ideas to gain improvements to work undertaken within the project
outsourcing some aspects of the project
changing roles and responsibilities within project team
Sign-offs may be required by:
project sponsor
business owner of the project
program manager
specialist project management office
chief executive officer, manager or management representative
funding body
customer or client
The Evidence Guide specifies the evidence required to demonstrate achievement in the unit of competency as a whole. It must be read in conjunction with the Unit descriptor, Performance Criteria, the Range Statement and the Assessment Guidelines for the Public Sector Training Package.
Units to be assessed together
Pre-requisite units that must be achieved prior to this unit:Nil
Co-requisite units that must be assessed with this unit:Nil
Co-assessed units that may be assessed with this unit to increase the efficiency and realism of the assessment process include, but are not limited to:
PSPETHC401A Uphold and support the values and principles of public service
PSPGOV402B Deliver and monitor service to clients
PSPGOV403B Use resources to achieve work unit goals
PSPGOV404B Develop and implement work unit plans
PSPGOV411A Deal with conflict
PSPGOV412A Use advanced workplace communication strategies
PSPGOV422A Apply government processes
PSPLEGN401A Encourage compliance with legislation in the public sector
PSPOHS401B Implement workplace safety procedures and programs
PSPPROC410A Administer contracts
Excluded units that may not contribute to the same qualification as this unit:
PSPPM401B Design simple projects
PSPPM402B Manage simple projects
PSPPM403B Close simple projects
Overview of evidence requirements
In addition to integrated demonstration of the elements and their related performance criteria, look for evidence that confirms:
the knowledge requirements of this unit
the skill requirements of this unit
application of the Employability Skills as they relate to this unit (see Employability Summaries in Qualifications Framework)
administration of simple projects in a range of (3 or more) contexts (or occasions, over time)
Resources required to carry out assessment
These resources include:
legislation, guidelines, procedures and protocols relating to project management
workplace project documentation
scenarios and case studies
examples of project management tools
Where and how to assess evidence
Valid assessment of this unit requires:
a workplace environment or one that closely resembles normal work practice and replicates the range of conditions likely to be encountered when administering projects, including coping with difficulties, irregularities and breakdowns in routine
evidence of administration of simple projects in a range of (3 or more) contexts (or occasions over time)
Assessment methods should reflect workplace demands, such as literacy, and the needs of particular groups, such as:
people with disabilities
people from culturally and linguistically diverse backgrounds
Aboriginal and Torres Strait Islander people
women
young people
older people
people in rural and remote locations
Assessment methods suitable for valid and reliable assessment of this competency may include, but are not limited to, a combination of 2 or more of:
case studies
demonstration
portfolios
questioning
scenarios
authenticated evidence from the workplace and/or training courses
For consistency of assessment
Evidence must be gathered over time in a range of contexts to ensure the person can achieve the unit outcome and apply the competency in different situations or environments
No information