Unit of competency Outline
Date retreived
22/07/2026 10:50 AM AWST
22/07/2026 10:50 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 human resources management of a project program
Direct human resources management of a project program
Unit of competency
National Code
BSBPMG606A
BSBPMG606A
State Code
D0944
D0944
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
05/11/2014
Field of Education
080315 - Project Management
Original Release Date
05/11/2014
Nominal Hours
50
Description
This unit describes the performance outcomes, skills and knowledge required to direct human resource organisation and staffing across the program, to direct project managers in relation to staff performance and to provide leadership within the program.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Direct human resources management planning
- 1.1. Direct human resource requirement analysis for projects to determine numbers and skill levels required for the overall program
- 1.2. Direct stakeholder assessment to establish a basis for stakeholder management within projects and the overall program
- 1.3. Direct responsibility assignment for project activities and tasks, and establish authorisation protocols
2. Manage program organisation and staffing
- 2.1. Determine resource requirements for projects in consultation with project managers and appropriate stakeholders, to establish program staffing levels, allocation to projects and required competencies
- 2.2. Direct project organisation and structure to optimise alignment of individual and group competencies within projects
- 2.3. Direct recruitment of staff for allocation to projects or reallocation within the organisation, within agreed delegated authority, to meet competency requirements throughout the program
- 2.4. Direct project managers' use of human resources management (HRM) methods, techniques and tools, and modify for program requirements
- 2.5. Utilise organisational HRM system and HRM processes across projects
3. Direct project staff performance management
- 3.1. Obtain agreement of performance measurement criteria for clarity of roles and responsibilities and ongoing assessment
- 3.2. Ensure systems for ongoing development and training of personnel across the program are established and implemented by project managers
- 3.3. Measure individuals' performance against agreed criteria and authorise actions to overcome shortfalls in performance and encourage career progression
4. Provide overall leadership to project teams
- 4.1. Manage a system of continuous improvement of staff to enhance program effectiveness
- 4.2. Analyse individual and team performance and morale levels and take action where necessary
- 4.3. Direct procedures for interpersonal communication, counselling and conflict resolution by project managers, and review results to maintain and promote a positive working environment
- 4.4. Identify and positively manage intra-organisational and intra-project conflict to maximise achievement of program objectives
- 4.5. Aggregate HRM lessons learned for application in planning and, where appropriate, pass on information to others for consideration in strategic planning and direction
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.
Project organisation and structure may be affected by external influences such as:
accepted work practices
legislation, including anti-discrimination, equal employment opportunity, affirmative action and occupational health and safety
workplace bargaining
Staff may:
be external to the organisation, such as consultants, collaborative or alliance agencies and external authorities
come from within the organisation, such as staff on loan from other programs/projects
Human resources management methods, techniques and tools may include:
conflict resolution
HRM forecasts, staffing plans and job descriptions
individual and group competency identification and development
performance monitoring, assessment and reporting
staff recruitment and reallocation
Development and training may be formal or informal, and may include:
general management
interpersonal communications
project administration, for example computer applications, filing systems
project management
specialist/professional skills and career progression
team building and group activities
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 organisation and structure may be affected by external influences such as:
accepted work practices
legislation, including anti-discrimination, equal employment opportunity, affirmative action and occupational health and safety
workplace bargaining
Staff may:
be external to the organisation, such as consultants, collaborative or alliance agencies and external authorities
come from within the organisation, such as staff on loan from other programs/projects
Human resources management methods, techniques and tools may include:
conflict resolution
HRM forecasts, staffing plans and job descriptions
individual and group competency identification and development
performance monitoring, assessment and reporting
staff recruitment and reallocation
Development and training may be formal or informal, and may include:
general management
interpersonal communications
project administration, for example computer applications, filing systems
project management
specialist/professional skills and career progression
team building and group activities
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 human resources across a range of concurrent projects so that project objectives are achieved
knowledge of relevant legislation .
Context of and specific resources for assessment
Assessment must ensure:
access to workplace HRM documentation
consideration of feedback from project teams and stakeholders as to how human resource management was handled.
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 human resources and their application to different situations
observation of demonstrated techniques in performance feedback and/or conflict resolution
observation of performance in role plays
review of the measurement of individuals' performance against agreed criteria
evaluation of how the staff continuous improvement system was managed
assessment of analysis of individual and team performance and morale levels.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
other units in 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 human resources across a range of concurrent projects so that project objectives are achieved
knowledge of relevant legislation .
Context of and specific resources for assessment
Assessment must ensure:
access to workplace HRM documentation
consideration of feedback from project teams and stakeholders as to how human resource management was handled.
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 human resources and their application to different situations
observation of demonstrated techniques in performance feedback and/or conflict resolution
observation of performance in role plays
review of the measurement of individuals' performance against agreed criteria
evaluation of how the staff continuous improvement system was managed
assessment of analysis of individual and team performance and morale levels.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended, for example:
other units in the Advanced Diploma of Project Management.
Replaces
| State Code | National Code | Title | Type |
|---|---|---|---|
| C7072 | BSBPM606A | Direct human resources management of multiple projects/programs | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUL51 | BSBPMG606 | Direct human resources management of a project program | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| J688 | RII60613 | Advanced Diploma of Civil Construction | Qualification |
| J651 | RII60513 | Advanced Diploma of Civil Construction Design | Qualification |
| D333 | CHC80108 | Graduate Diploma of Community Sector Management | Qualification |
| W944 | TLI60110 | Advanced Diploma of Materiel Logistics | Qualification |
| D187 | BSB60707 | Advanced Diploma of Project Management | Qualification |