Unit of competency Outline
Date retreived
22/07/2026 1:39 AM AWST
22/07/2026 1:39 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.
Manage projects in justice and offender services
Manage projects in justice and offender services
Unit of competency
National Code
CSCORG507A
CSCORG507A
State Code
S6000
S6000
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
22/07/2014
Field of Education
080315 - Project Management
Original Release Date
22/07/2014
Nominal Hours
40
Description
This unit of competency describes the outcomes required to manage the work of substantial complex projects that are essential to the strategic objectives of the project sponsor and the organisation. It involves supervising a project team, monitoring progress of a project, developing strategies to maintain the quality of the project and maintaining communication with key people.This is a generic management unit that will need to be significantly contextualised for the specific requirements and context of the organisation and work unit. It should be assessed on the basis of evidence gathering through direct workplace applications.
Notes
Elements and Performance Criteria
1Supervise project team.
- 1.1 Develop project plan according to organisational policies and procedures.
- 1.2 Select project management tools and allocate tasks to project team in ways that make best use of team resources.
- 1.3 Motivate team members to fulfil the tasks allocated to them with commitment and enthusiasm.
- 1.4 Refine the project plan in consultation with team members and provide up-to-date information appropriate to their project role and responsibilities.
- 1.5 Maintain team leadership by providing opportunities for team members and key people to contribute to the development of the project.
- 1.6 Identify strategies for dealing with problems experienced by team members.
- 1.7 Provide support to team members to allow them to achieve their objectives throughout the timeframe of the project.
2Monitor progress of the project.
- 2.1 Monitor and evaluate the progress of the project against the schedule of activities and milestones identified in the project plan.
- 2.2 Identify emerging risks and obstacles and their causes and take appropriate action.
- 2.3 Ensure all stages of work have clear authorisation to ensure that activities begin, progress and finish according to plans.
- 2.4 Control project activities and resources in line with project plan and consistent with the project's scope and definition.
- 2.5 Record changes to activities, resources and plans and provide them to the necessary people.
- 2.6 Involve the project sponsor in any review of the project scope and definition, or significant changes to the project plan.
3Maintain project quality.
- 3.1 Consult team members and key people for their measures of the quality of the work of the project and solutions to identified problems.
- 3.2 Use quality improvement methods to enhance the work of the project and introduce change in a way that minimises disruption and team harmony.
- 3.3 Identify problems promptly and analyse issues for potential causes and solutions.
- 3.4 Implement agreed improvements in a way that makes efficient and effective use of the resources available and maintains the support of team members and key people.
4Maintain communication with key people.
- 4.1 Provide key people with timely and relevant information that is consistent with the project plan and helpful to the project achieving its goals.
- 4.2 Distribute information effectively ensuring the information meets the needs of key people while maintaining agreements on confidentiality.
- 4.3 Present information in styles and formats most appropriate to the needs and interests of key people.
- 4.4 Seek information from key people and from sources with an interest in the project and assess it for its implications.
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 in the performance criteria is detailed below. Add any 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.
Project plan should include some or all of:
roles of the project sponsor
roles and responsibilities of project team
information and communication strategy
inclusions and exclusions from project
expected outcomes and measurable benefits of the project
project objectives, activities and milestones
required resources
resource management strategies
evaluation criteria
quality assurance and improvement methods
budget and financial management strategy
cost estimates
project implementation strategy.
Policies and procedures may include:
federal, and state or territory legislation and local government regulations affecting organisational administration, such as:
public sector management
occupational health and safety
equal employment opportunities
anti-discrimination
financial management and accounting legislation and regulations
privacy legislation
organisational guidelines and procedures relating to:
project governance
resourcing
strategic plans
risk management
procurement guidelines
regulations specific to the area of work
operational procedures
reporting and recording procedures
performance management
protocols
contracts
environmental and sustainable practices.
Project management tools may include:
organisational project governance framework
communications plan
reporting framework
risk analysis
project management software and other tools:
Gantt and bar charts
program evaluation and review technique (PERT) charts
recording systems
spreadsheets
cost analysis.
Team leadership should include:
transparent selection and delegation processes
open and democratic decision making
fair and equitable distribution of work and responsibilities
constructive performance appraisal and skills development
supported opportunities to extend experience and performance
clear and accurate information exchange and communication methods
promotion and recognition for the value of diversity and individual differences.
Projects should include a significant range of the following components:
strategic implications for the sponsor
substantial resource implications for the sponsor
a high level of complexity in components of the plan, range of team members, technical requirements of process and objectives
involving senior and specialist key people
involving external organisation.
Resources may include:
human
physical
financial
technological and information resources.
Key people may include:
team members
senior management
specialist and professional service providers
contracted service providers
technical experts
representatives of service or product consumers.
Quality improvement methods may include:
changes to process and schedules
involvement of additional key people
recruitment of additional and different resources
skills development
strategic focus on removing obstacles
reviewing scope and definitions
changes to the content and distribution of information
streamlining processes to produce more immediate risk assessment.
Project plan should include some or all of:
roles of the project sponsor
roles and responsibilities of project team
information and communication strategy
inclusions and exclusions from project
expected outcomes and measurable benefits of the project
project objectives, activities and milestones
required resources
resource management strategies
evaluation criteria
quality assurance and improvement methods
budget and financial management strategy
cost estimates
project implementation strategy.
Policies and procedures may include:
federal, and state or territory legislation and local government regulations affecting organisational administration, such as:
public sector management
occupational health and safety
equal employment opportunities
anti-discrimination
financial management and accounting legislation and regulations
privacy legislation
organisational guidelines and procedures relating to:
project governance
resourcing
strategic plans
risk management
procurement guidelines
regulations specific to the area of work
operational procedures
reporting and recording procedures
performance management
protocols
contracts
environmental and sustainable practices.
Project management tools may include:
organisational project governance framework
communications plan
reporting framework
risk analysis
project management software and other tools:
Gantt and bar charts
program evaluation and review technique (PERT) charts
recording systems
spreadsheets
cost analysis.
Team leadership should include:
transparent selection and delegation processes
open and democratic decision making
fair and equitable distribution of work and responsibilities
constructive performance appraisal and skills development
supported opportunities to extend experience and performance
clear and accurate information exchange and communication methods
promotion and recognition for the value of diversity and individual differences.
Projects should include a significant range of the following components:
strategic implications for the sponsor
substantial resource implications for the sponsor
a high level of complexity in components of the plan, range of team members, technical requirements of process and objectives
involving senior and specialist key people
involving external organisation.
Resources may include:
human
physical
financial
technological and information resources.
Key people may include:
team members
senior management
specialist and professional service providers
contracted service providers
technical experts
representatives of service or product consumers.
Quality improvement methods may include:
changes to process and schedules
involvement of additional key people
recruitment of additional and different resources
skills development
strategic focus on removing obstacles
reviewing scope and definitions
changes to the content and distribution of information
streamlining processes to produce more immediate risk assessment.
The Evidence Guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, the range statement and the Assessment Guidelines for this Training Package.
Overview of assessment
This unit should be assessed against actual work activities. Assessment in simulated activities should only be used to confirm or extend the variables evident in the real work activities.
Evidence should be gathered over time and drawn from the range of routine and required work activities relevant to the performance criteria, the range statement and the organisational environment.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
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 employability skills as they relate to this unit
ability to manage projects in a range of (two or more) contexts or occasions, over time.
Context of and specific resources for assessment
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 managing projects in justice and offender services, including coping with difficulties, irregularities and breakdowns in routine
copies of legislation, policies, procedures and guidelines relating to project management
access to appropriate learning and assessment support when required.
Method of assessment
Evidence must include observation and information generated in the workplace as well as observation of performance in routine work functions or, where this is not possible, in a simulated exercise only where necessary to confirm the transferability of the competencies.
The following assessment methods are suggested:
observation of performance in routine workplace activities within a range of agreed responsibilities and in various work locations
written and/or oral questioning to assess knowledge and understanding
completion of workplace documents and reports produced as part of routine work activities
third-party reports from experienced practitioners
completion of performance feedback from supervisors and colleagues
scenarios
simulations or role plays.
Guidance information for assessment
Assessment methods should reflect workplace demands, and any identified special needs of the candidate, including language and literacy implications and cultural factors that may affect responses to the questions.
In all cases where practical assessment is used it will be combined with targeted questioning to assess the underpinning knowledge.
Overview of assessment
This unit should be assessed against actual work activities. Assessment in simulated activities should only be used to confirm or extend the variables evident in the real work activities.
Evidence should be gathered over time and drawn from the range of routine and required work activities relevant to the performance criteria, the range statement and the organisational environment.
Critical aspects for assessment and evidence required to demonstrate competency in this unit
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 employability skills as they relate to this unit
ability to manage projects in a range of (two or more) contexts or occasions, over time.
Context of and specific resources for assessment
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 managing projects in justice and offender services, including coping with difficulties, irregularities and breakdowns in routine
copies of legislation, policies, procedures and guidelines relating to project management
access to appropriate learning and assessment support when required.
Method of assessment
Evidence must include observation and information generated in the workplace as well as observation of performance in routine work functions or, where this is not possible, in a simulated exercise only where necessary to confirm the transferability of the competencies.
The following assessment methods are suggested:
observation of performance in routine workplace activities within a range of agreed responsibilities and in various work locations
written and/or oral questioning to assess knowledge and understanding
completion of workplace documents and reports produced as part of routine work activities
third-party reports from experienced practitioners
completion of performance feedback from supervisors and colleagues
scenarios
simulations or role plays.
Guidance information for assessment
Assessment methods should reflect workplace demands, and any identified special needs of the candidate, including language and literacy implications and cultural factors that may affect responses to the questions.
In all cases where practical assessment is used it will be combined with targeted questioning to assess the underpinning knowledge.
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUZ49 | CSCORG020 | Manage projects in justice and offender services | Unit of competency |
| State Code | National Code | Title | Type |
|---|---|---|---|
| W996 | CSC50112 | Diploma of Correctional Administration | Qualification |