Unit of competency Outline
Date retreived
22/07/2026 3:21 PM AWST
22/07/2026 3:21 PM 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 communications management of a project program
Direct communications management of a project program
Unit of competency
National Code
BSBPMG607A
BSBPMG607A
State Code
D0945
D0945
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 provide the critical link between people, ideas and information at all stages in the life cycles of multiple projects across a program. It covers directing project communications and information management, managing program communications and analysing communications management outcomes for projects and programs.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Direct planning of project communications
- 1.1. Direct project information requirements in consultation with appropriate stakeholders as the basis for projects and program communications planning
- 1.2. Direct communications management plans and activities to ensure clarity of understanding and achievement of multiple project objectives at all levels
- 1.3. Develop project management information system (PMIS), structure and procedures to maintain the quality, validity, timeliness and integrity of information and communication across the program and in regard to organisational strategic management
2. Direct management of project information
- 2.1. Direct the generation, gathering, storage, retrieval, analysis and dissemination of information by project staff and stakeholders to improve decision making processes and communications across the program and between the projects
- 2.2. Direct information validation processes for development, management and modification to ensure consistent quality and accuracy of data across the program
3. Manage program communications
- 3.1. Develop and manage formal and informal communication networks between the organisation's management structure, program, projects and key stakeholders to ensure effectiveness throughout the multiple life cycles of projects within the program
- 3.2. Address potential, perceived and actual problems with communication and management information systems through project managers, and ensure remedial actions are authorised to ensure project, program and organisational objectives are met
- 3.3. Manage customer relationships beyond the delegated responsibility of project managers to ensure clarity of understanding of objectives and to minimise conflict across the program
4. Analyse communications management outcomes
- 4.1. Direct project finalisation activities to ensure ownership of, and responsibility for, information outcomes
- 4.2. Review and analyse project outcomes to determine the effectiveness of management information and communications systems
- 4.3. Aggregate and use lessons learned across multiple projects for other applications in the program and the organisation
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.
Communications management plans and activities may:
be conducted non-routinely to meet complex, changing circumstances
be done independently or by taking the lead in a multiple teams environment
involve consultation with project managers and selective involvement of appropriate project stakeholders
involve the selection, modification and supervision of appropriate communications management methods, processes, procedures and tools
take into account the impact of organisational and environmental change on the program and vice versa
Levels may include:
organisation
operations
program
projects
Project management information system may include:
hierarchy of decision making responsibility/authority
individual and group authority and responsibilities
limitations and restrictions on subject matter and methods of communication
network structures, processes and procedures for storage and communication of information
types, responsibilities, distribution and regularity of reports, as well as follow-up procedures
Information validation processes may be influenced by:
age of the information
changes to standards, regulations or limits since information was compiled
cost of the validation process
degree of exposure to mis-information and dis-information
language (translated or converted data may need special attention)
level of detail of information (too much or too little)
potential impact of the information on the program outcome
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.
Communications management plans and activities may:
be conducted non-routinely to meet complex, changing circumstances
be done independently or by taking the lead in a multiple teams environment
involve consultation with project managers and selective involvement of appropriate project stakeholders
involve the selection, modification and supervision of appropriate communications management methods, processes, procedures and tools
take into account the impact of organisational and environmental change on the program and vice versa
Levels may include:
organisation
operations
program
projects
Project management information system may include:
hierarchy of decision making responsibility/authority
individual and group authority and responsibilities
limitations and restrictions on subject matter and methods of communication
network structures, processes and procedures for storage and communication of information
types, responsibilities, distribution and regularity of reports, as well as follow-up procedures
Information validation processes may be influenced by:
age of the information
changes to standards, regulations or limits since information was compiled
cost of the validation process
degree of exposure to mis-information and dis-information
language (translated or converted data may need special attention)
level of detail of information (too much or too little)
potential impact of the information on the program outcome
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 communications and information across a range of concurrent projects
knowledge of PMIS structures and options.
Context of and specific resources for assessment
Assessment must ensure:
access to examples of relevant workplace documentation (including electronic media)
consideration of feedback from project teams and stakeholders as to how communications were managed.
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 communications management case studies and scenarios
oral or written questioning to assess knowledge of strategies for managing project communications and their application to different situations
review of the project management information system developed
review of how communication and management information systems were used to address potential, perceived and actual problems
evaluation of how project outcomes were reviewed and analysed to determine the effectiveness of management information and communications systems.
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 communications and information across a range of concurrent projects
knowledge of PMIS structures and options.
Context of and specific resources for assessment
Assessment must ensure:
access to examples of relevant workplace documentation (including electronic media)
consideration of feedback from project teams and stakeholders as to how communications were managed.
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 communications management case studies and scenarios
oral or written questioning to assess knowledge of strategies for managing project communications and their application to different situations
review of the project management information system developed
review of how communication and management information systems were used to address potential, perceived and actual problems
evaluation of how project outcomes were reviewed and analysed to determine the effectiveness of management information and communications systems.
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 |
|---|---|---|---|
| C7073 | BSBPM607A | Direct communications management of multiple projects/programs | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUI07 | BSBPMG607 | Direct communications management 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 |
| D333 | CHC80108 | Graduate Diploma of Community Sector Management | Qualification |
| D187 | BSB60707 | Advanced Diploma of Project Management | Qualification |