Unit of competency Outline
Date retreived
23/07/2026 12:14 AM AWST
23/07/2026 12:14 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.
Direct the scope of a project program
Direct the scope of a project program
Unit of competency
National Code
BSBPMG602A
BSBPMG602A
State Code
D0940
D0940
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
30/05/2014
Field of Education
080315 - Project Management
Original Release Date
30/05/2014
Nominal Hours
50
Description
This unit describes the performance outcomes, skills and knowledge required to direct the scope of projects within a program or multiple projects context. It covers the management of project authorisations and defining, planning and managing the program scope.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Authorise projects
- 1.1. Analyse needs, in consultation with client and relevant stakeholders, to justify each project and to designate project managers
- 1.2. Conduct project selection and prioritisation within guidelines provided by, or under the direction of, a relevant (governance) authority
- 1.3. Make project authorisation recommendations to relevant authority as the basis for future project management activity, and commitment of resources and effort
2. Define and plan program scope
- 2.1. Define projects' objectives, major deliverables and resource requirements at the project and program level, and confirm them with the governance group or relevant authority
- 2.2. Determine and agree measurable project outcomes and benefits to enable quantified evaluation of program performance
- 2.3. Develop, agree on and communicate scope definition, scope management strategies and plans
- 2.4. Align program scope to business requirements and organisational strategy
3. Manage program scope
- 3.1. Conduct regular program reviews to measure project performance and to ensure that stated program and business/strategic objectives are met
- 3.2. Establish and maintain change management system to form the basis of ongoing scope management
- 3.3. Conduct reviews of scope changes and take action to ensure that project and program objectives are achieved or modified
- 3.4. Measure project outcomes against defined program scope and aligned strategic objectives
- 3.5. Communicate results of program outcomes to relevant authority
- 3.6. Pass on scope management lessons learned to higher project authority for application in planning and implementation of later projects within the program
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.
Needs may be:
activity-oriented, for example to stage major sporting events
improvement-oriented, for example to find better way/s of doing something
outcome-oriented, for example to fulfil needs
product-oriented, for example to acquire new computer systems or buildings
Project authorisation recommendations may include:
broad details of required project outcomes and objectives
major projects phases, activities and milestones that will require timing coordination across the program (particularly as new approved projects enter the program)
project managers' terms of reference, authorisations and limitations directed by the program manager
relationship between multiple project objectives and the programs and strategic objectives of the organisation
Scope management may include:
controlling program scope creep, that is incremental increases to scope, to accommodate wishes rather than needs
determining that a scope change has occurred or is about to occur
managing factors which influence changes to scope
managing scope changes when they occur
managing the effect of scope changes on other areas and on the achievement of multiple project objectives
progressive refinement of scope throughout multiple project life cycles
Project performance may include:
time and resources spent on the projects, as compared to baseline data
projects' progress in terms of time and resources
Change management system may include:
change to control boards/committees
configuration management
documentation
impact analysis
risk analysis
Reviews of scope changes may include:
formal agreements, that is contracts, sub-contracts and memoranda of understanding
major elements of the program liable to change, for example deletion of a line of business endeavour, new projects prioritising program and deletion of poorly performing projects
potential, perceived and actual changes
program documentation, including plans, integrated schedules, integrated budgets and integrated (program) risk analysis
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.
Needs may be:
activity-oriented, for example to stage major sporting events
improvement-oriented, for example to find better way/s of doing something
outcome-oriented, for example to fulfil needs
product-oriented, for example to acquire new computer systems or buildings
Project authorisation recommendations may include:
broad details of required project outcomes and objectives
major projects phases, activities and milestones that will require timing coordination across the program (particularly as new approved projects enter the program)
project managers' terms of reference, authorisations and limitations directed by the program manager
relationship between multiple project objectives and the programs and strategic objectives of the organisation
Scope management may include:
controlling program scope creep, that is incremental increases to scope, to accommodate wishes rather than needs
determining that a scope change has occurred or is about to occur
managing factors which influence changes to scope
managing scope changes when they occur
managing the effect of scope changes on other areas and on the achievement of multiple project objectives
progressive refinement of scope throughout multiple project life cycles
Project performance may include:
time and resources spent on the projects, as compared to baseline data
projects' progress in terms of time and resources
Change management system may include:
change to control boards/committees
configuration management
documentation
impact analysis
risk analysis
Reviews of scope changes may include:
formal agreements, that is contracts, sub-contracts and memoranda of understanding
major elements of the program liable to change, for example deletion of a line of business endeavour, new projects prioritising program and deletion of poorly performing projects
potential, perceived and actual changes
program documentation, including plans, integrated schedules, integrated budgets and integrated (program) risk analysis
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
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
demonstrated experience in directing a range of concurrent projects so that scope is successfully managed across all projects
knowledge of a broad range of project scope management tools, methodologies and techniques.
Context of and specific resources for assessment
Assessment must ensure:
access to workplace documentation, including feedback from stakeholders, which reflects how scope was managed for projects.
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 of scope management techniques by the candidate
analysis of responses addressing different project scope management case studies and scenarios
oral or written questioning to assess knowledge of strategies for managing project scope and their application to different situations
review of project authorisation recommendations
assessment of measurement of project performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
other units from the Advanced Diploma of Project Management.
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:
demonstrated experience in directing a range of concurrent projects so that scope is successfully managed across all projects
knowledge of a broad range of project scope management tools, methodologies and techniques.
Context of and specific resources for assessment
Assessment must ensure:
access to workplace documentation, including feedback from stakeholders, which reflects how scope was managed for projects.
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 of scope management techniques by the candidate
analysis of responses addressing different project scope management case studies and scenarios
oral or written questioning to assess knowledge of strategies for managing project scope and their application to different situations
review of project authorisation recommendations
assessment of measurement of project performance.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
other units from the Advanced Diploma of Project Management.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C7068 | BSBPM602A | Direct the scope of multiple projects/programs | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUL90 | BSBPMG602 | Direct the scope of a project program | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W711 | RII60609 | Advanced Diploma of Civil Construction | Qualification |
| J688 | RII60613 | Advanced Diploma of Civil Construction | Qualification |
| J651 | RII60513 | Advanced Diploma of Civil Construction Design | Qualification |
| W710 | RII60509 | Advanced Diploma of Civil Construction Design | Qualification |
| D333 | CHC80108 | Graduate Diploma of Community Sector Management | Qualification |
| D187 | BSB60707 | Advanced Diploma of Project Management | Qualification |