Unit of competency Outline

Date retreived
22/07/2026 10:23 AM AWST

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Design complex projects

Design complex projects

Unit of competency
National Code
PSPPM501B
State Code
C8233
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
22/07/2014
Field of Education
080315 - Project Management
Original Release Date
22/07/2014
Nominal Hours
70
Description
This unit covers planning and development of projects which may be reasonably complex in terms of scope, degree of risk, political, cultural and social factors that apply, consequences of failure and degree of control of the projects. It includes identifying project opportunities, undertaking scoping, analysing the feasibility of projects, developing project plans and managing the establishment of 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.In practice, designing complex projects overlaps with other generalist and specialist work activities such as acting ethically, coordinating resource allocation and usage, developing client services, undertaking research and analysis.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Identify project opportunities and undertake scoping
  • 1.1 A critical analysis of the need for a project is conducted in accordance with organisational policy and procedures.
  • 1.2 A project definition study is undertaken, where necessary, to determine the scope of the project.
  • 1.3 Project scoping is completed in accordance with organisational policy and procedures and identifies a rationale for the project that includes the purpose, outcomes/expected benefits.
  • 1.4 Stakeholders are identified and canvassed to ensure that their requirements are addressed in project planning.
2. Analyse project feasibility
  • 2.1 Research and analysis is undertaken to identify impacts and risks, constraining factors and alternate options.
  • 2.2 Technical feasibility, supportability and cost effectiveness of the project are analysed and the outcome is reported to key stakeholders.
  • 2.3 Alternatives for project design are assessed and a preferred option that fits the strategic direction of the organisation/work unit is identified and reported.
  • 2.4 Relevant specialists are consulted to determine the extent of financial, technical, security, scheduling, whole-of-life support and probity, and other risks.
  • 2.5 A business case is prepared and approvals to proceed with project development are obtained in accordance with organisational policy, procedures and guidelines.
3. Develop project plans
  • 3.1 Project aims, objectives and impacts are defined in the project plan, and timeframes and resources to complete quality deliverables on time and within budget are identified.
  • 3.2 Projected outcomes are recorded in measurable and achievable forms and indicators to monitor the performance of the project are developed and agreed by relevant parties.
  • 3.3 Potential risks are investigated and identified in the project plan and a risk management process is established to analyse information and options to manage risks.
  • 3.4 Skills, roles and responsibilities of team members and stakeholders are clarified and agreed, and reporting requirements are identified.
  • 3.5 Management of project parameters is addressed in the project plan and evaluation criteria are designed in accordance with organisational policy and practice.
  • 3.6 Project management tools are utilised for planning in accordance with project requirements and the project is designed and documented in consultation with specialists to meet user requirements.
4. Manage establishment of project
  • 4.1 If required, stakeholders are lobbied in accordance with organisational policy and procedures, to negotiate endorsement for the project.
  • 4.2 Terms of reference are written and agreed to by stakeholders and resources are obtained in accordance with organisational procedures to establish the project.
  • 4.3 Project scope and objectives are reviewed and analysed, and a strategy is developed to establish work breakdown structures to implement the project.
  • 4.4 Project infrastructure is identified and established in accordance with organisational policy and procedures.
  • 4.5 Specialist and technical support relevant to the project is obtained in accordance with the project plan.
  • 4.6 Project governance structure and processes are established as detailed in the project plan.
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.
Critical analysis may include:
internal and external environment scan
political imperatives
previous and current related projects
policies likely to be impacted
cost-benefit analysis
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 members
end user
supplier/service provider
Constraining factors may include:
political
industrial
legislative
technical
financial
social
cultural
security/privacy
environmental
logistical support
resources
Whole-of-life support may include:
maintenance
supply
technical data
personnel
training
facilities
packaging, handling
storage and transportation
support and test equipment
computing support
Approval may be required from:
project sponsor
business owner of the project
program manager
line manager
specialist project management office
chief executive officer, manager or management representative
funding body
customer or client
Project plan will include some or all of:
acquisition strategies
budget and financial management strategy
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)
Risk management may include:
acceptance
avoidance
minimisation
transfer
Management may include:
risk management
schedule management
financial management
communication, including reporting
resources management
logistics management
scope management
change management
quality management
people management
procurement management
occupational health and safety management
Project parameters include:
project scope - outcomes, objectives, project deliverables
feasibility
skills required for project team
people required for project including specialist expertise
communications including reporting requirements
risks associated with project including people, environment, resources, technology change during the life of the project, if applicable
steering committee arrangements
timeframe and milestones
cost
resources for project
acquisition/procurement
organisational structure for project
project quality control and operational flexibility
project governance structure
monitoring through staged rollout
project delivery requirements
pilot outcomes
intellectual property
integration of project within organisation
transition arrangements
change management
project evaluation
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
Documented information may include:
reports detailing strategy
statement of requirement/work
industry development proposals
project plans
resource plans
project team work plans
risk and issues plan and log
performance evaluation criteria
reports to industry
whole-of-life support proposals
project definition study
Relevant specialists may include:
legal
technical
financial
other functional areas
other relevant agencies
logistics
Work breakdown structures may include:
how the work is to be performed and how cost and schedule data are to be tracked and reported
identification of the project tasks (deliverables)
identification of specific management responsibilities for tasks
Project infrastructure may include:
staffing levels/need for recruitment action and training
equipment and technical support
resource requirements including travel, finance etc
project office accommodation
management infrastructure
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:
PSPETHC501B Promote the values and ethos of public service
PSPGOV502B Develop client services
PSPGOV503B Coordinate resource allocation and usage
PSPGOV504B Undertake research and analysis
PSPGOV505A Promote diversity
PSPGOV507A Undertake negotiations
PSPGOV512A Use complex workplace communication strategies
PSPPM502B Manage complex projects
PSPPM503B Close complex projects
PSPPROC502A Establish contract management arrangements
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 table Following for examples)
complex projects designed 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 planning and 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 initiating projects, including coping with difficulties, irregularities and breakdowns in routine
complex projects designed 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
observation
portfolios
projects
questioning
scenarios
simulation or role plays
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
Replaces
State Code National Code Title Type
C3466 PSPPM501A Initiate projects Unit of competency