Modification History
Not Applicable
Unit Descriptor
Unit descriptor |
This unit of competency specifies the outcomes required of senior managers responsible for identifying, planning, controlling and finalising complex projects. The unit addresses the management of projects of significant scope and duration, for example, the development and implementation of a major new program or service, or the construction or design of a significant new piece of infrastructure. The environment in which the project is managed is also complex and involves the management of a project team which typically will include staff with diverse skill sets. The management of complex projects also involves significant reporting requirements. Licensing, legislative, regulatory or certification requirements may apply to this unit and so the varying state or territory requirements should be confirmed with the relevant body. |
Application of the Unit
Application of the unit |
This unit supports the attainment of skills and knowledge required for competent workplace performance in organisations of all sizes. It will support managers in all sectors of the construction industry who must exercise the skills necessary to ensure projects are planned and managed effectively in order to deliver the required outcomes on time and within budget. The unit may be contextualised to the specific needs, and skills and knowledge requirements, of all sectors within the construction industry provided the essential outcomes of the unit are not changed. |
Licensing/Regulatory Information
Refer to Unit Descriptor
Pre-Requisites
Prerequisite units |
Nil |
Employability Skills Information
Employability skills |
This unit contains employability skills. |
Elements and Performance Criteria Pre-Content
Elements describe the essential outcomes of a unit of competency. |
Performance criteria describe the performance needed to demonstrate achievement of the element. Where bold italicised text is used, further information is detailed in the required skills and knowledge section and the range statement. Assessment of performance is to be consistent with the evidence guide. |
Elements and Performance Criteria
ELEMENT |
PERFORMANCE CRITERIA |
1. Identify the strategic and operational needs of the project during the planning phase. |
1.1. The project's strategic context and requirements are identified and considered. 1.2. The organisation's strategic and business plans and their output requirements are identified and considered. 1.3. Client requirements and the impact of legislation and industry codes and standards are identified and fully explored. 1.4. A risk management analysis is conducted and a risk management plan is developed and documented. |
2. Prepare the project plan. |
2.1. Precise specifications and terms of reference for the project are defined and documented. 2.2. Project budget is identified, specified to a level that can be used for the management of sub-tasks, and documented. 2.3. Skills needed for the successful completion of the project are defined. 2.4. Physical and other resources required to support the project are defined, documented and secured. 2.5. Timelines, schedules and critical path for the project are developed and documented, taking into consideration contingencies and planning for time slippages. 2.6. A consultation strategy or process that will be used to inform clients, contractors and other interested parties of the project's progress, and seek their input as required, is defined and documented. |
3. Assemble the project team and commence work. |
3.1. Appropriate project team members are secured and briefed regarding the project, their roles, levels of delegated responsibility and the outcomes to be achieved. 3.2. Effective communication processes are put in place to coordinate work and inform team members of progress. 3.3. Clear reporting processes for team members are identified and communicated. |
4. Manage the project. |
4.1. Project progress is monitored according to project plan requirements, using appropriate project management tools and methodologies. 4.2. Team members are supported and their output is managed against the key performance indicators identified in the project plan. 4.3. Corrections, changes and additions are made to the project plan in light of changing circumstances to ensure project aims and outcomes are met. 4.4. Resourcing to support the project is monitored and corrections are made to reflect changing circumstances. 4.5. Reporting of overall project progress is made to senior management and/or funding bodies as required and in line with the project plan. |
5. Finalise the project. |
5.1. The project is finalised in line with the project plan. 5.2. Required handover to staff members responsible for the ongoing implementation or maintenance of project products or services is conducted efficiently, effectively and in line with organisational procedures. 5.3. Project team members and relevant stakeholders are debriefed about the conduct of the project and the outcomes achieved. 5.4. A report is prepared analysing the strengths and weaknesses of the project plan and the conduct of the project. |
6. Use the project to contribute to improved policies and processes. |
6.1. Opportunities for wider organisational learning, including changes to processes or policies generated by the project, are identified and analysed. 6.2. Opportunities for future further developments following project completion are forwarded for consideration by senior management. 6.3. The strategic impact of the project is considered and fed into the organisation's ongoing strategic planning processes. |
Required Skills and Knowledge
REQUIRED SKILLS AND KNOWLEDGE |
This section describes the skills and knowledge required for this unit. |
Required skills |
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Required knowledge |
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Evidence Guide
EVIDENCE GUIDE |
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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. |
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Overview of assessment |
This unit of competency could be assessed in the workplace or a close simulation of the workplace environment, provided that the simulated or project-based assessment fully replicates workplace conditions, materials, activities, responsibilities and procedures. This unit could be assessed as an activity involving the management of a complex project and should include establishing, using and evaluating effective project management processes. |
Critical aspects for assessment and evidence required to demonstrate competency in this unit |
A person who demonstrates competency in this unit must be able to provide evidence of the required skills and knowledge specified within this unit. In particular the person should demonstrate:
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Context of and specific resources for assessment |
Assessment of essential underpinning knowledge may be conducted in an off-site context. It is to comply with relevant regulatory or Australian standards' requirements. Resource implications for assessment include:
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Method of assessment |
Assessment methods must:
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Guidance information for assessment |
Reasonable adjustments for people with disabilities must be made to assessment processes where required. This could include access to modified equipment and other physical resources, and the provision of appropriate assessment support. Assessment processes and techniques should as far as is practical take into account the language, literacy and numeracy capacity of the candidate in relation to the competency being assessed. |
Range Statement
RANGE STATEMENT |
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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. |
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The strategic context for the project will include the operating environment in which the project will be conducted. For example: |
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Legislation and industry codes and standards that may impact on the project design and delivery will be sector specific. For the fire systems design sector they may include: |
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Risk management analysis may include consideration of: |
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Specifications and terms of reference for the project may include an accurate and complete: |
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Project management tools typically will be computer-based and may: |
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Unit Sector(s)
Unit sector |
Common |
Co-requisite units
Co-requisite units |
Nil |
Competency field
Competency field |
Senior management |