Unit of competency details

Release 

TP Version 

Comments 

3

PSP12V1

Unit descriptor edited.

2

PSP04V4.2.

Layout adjusted. No changes to content.

1

PSP04V4.1

Primary release.

Elements are the essential outcomes of the unit of competency.

Together, performance criteria specify the requirements for competent performance. Text in bold italics  is explained in the Range Statement following.

ELEMENT 

PERFORMANCE CRITERIA 

1 . Review project activity 

1.1 Evaluation of project process, supplier performance and achievement against objectives is undertaken in consultation with stakeholders  and results are reported in accordance with the project plan  evaluation framework and organisational policy and procedures .

1.2 The extent to which clients needs were met is evaluated and action to rectify problems is identified and documented.

1.3 Implications of project outputs/outcomes for policies and operating procedures are identified and recommendations are made for their amendment.

1.4 Information obtained from the evaluation of the project is provided in accordance with organisational requirements so it may be used to improve relevant policy and practice .

2 . Manage project closure 

2.1 Any funding associated with the project is acquitted against project budget items, and financial records are checked for accuracy and completed in accordance with organisational procedures.

2.2 Project wind-down is managed  and documentation , records and approvals  are handled in accordance with project plan and organisational policy and procedures.

2.3 Project stakeholders are debriefed, and infrastructure and resources are redeployed in accordance with organisational policy and procedures.

2.4 Project hand-over to user/s is completed in accordance with organisational procedures, and lessons learnt are documented and reported to stakeholders to assist in continuous improvement.

2.5 Stakeholders are advised of procedures and authorities for initial support to apply project results where relevant, and strategies are provided to manage long-term project momentum in accordance with organisational requirements.

This section describes the essential skills and knowledge and their level, required for this unit.

Skill requirements 

Look for evidence that confirms skills in:

• analysing results and evaluating outcomes against objectives
• writing recommendations and preparing reports requiring precision of expression
• communicating with stakeholders and team members using a range of communication styles to suit different audiences and purposes
• responding to diversity, including gender and disability
• debriefing stakeholders and redeploying resources and infrastructure
• acquitting and reporting on resource expenditure including time and costs
• using project management tools applicable to reasonably complex projects
• applying workplace safety procedures in line with project requirements
• accessing/preparing information electronically or in hard copy

Knowledge requirements 

Look for evidence that confirms knowledge and understanding of:

• legislation, organisational policies and procedures that may impact on project finalisation, for example:

• public sector codes of ethics/conduct
• occupational health and safety and environmental and sustainability requirements
• project governance requirements
• quality standards
• risk management
• procurement guidelines
• financial management
• human resource management and development
• equal employment opportunity, equity and diversity principles
• project specifications and objectives

• project management tools to suit a range of reasonably complex projects in terms of scope, degree of risk, political, cultural and social factors that apply, consequences of failure and degree of control of the project
• project management principles and systems
• critical analysis in a project management context
• business and commercial issues related to the projects managed
• organisational and political environment

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
• PSPGOV517A Coordinate risk management
• PSPPM501B Design complex projects
• PSPPM502B Manage complex projects
• PSPPROC504A Finalise contracts

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 Employability Summaries in Qualifications Framework)
• reviewing and closing complex projects 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 close-out
• workplace project documentation
• scenarios and case studies
• examples of project management tools suited to reasonably complex projects

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 reviewing and closing complex projects, including coping with difficulties, irregularities and breakdowns in routine
• reviewing and closing complex projects 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

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.

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

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)

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

• government and organisational guidelines and procedures relating to:

• project governance
• resourcing
• security
• strategic plans
• recruitment
• risk management
• procurement guidelines
• designation approvals
• industrial agreements
• environment and sustainability

Management of project wind-down  may include:

• risks
• issues
• assets
• consultants
• project team
• support staff

Documentation  may include:

• project completion report
• supplier performance reports
• whole-of-life support plans
• transfer documents
• financial reports and acquittals
• evaluation reports
• transition plans

Approvals  may be required from:

• project sponsor/funding body
• business owner of the project
• program manager
• line manager
• project governance office/personnel in the organisation
• chief executive officer, manager or management representative
• customer or client