Unit of competency Outline
Date retreived
23/07/2026 1:36 AM AWST
23/07/2026 1:36 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.
Carry out simple project activities
Carry out simple project activities
Unit of competency
National Code
PSPPM404A
PSPPM404A
State Code
C8231
C8231
TGA Status
Deleted
Deleted
DTWD Status
Deleted
Deleted
State Implementation and Classification
Approved Date
04/07/2014
Field of Education
080313 - Public And Health Care Administration
Original Release Date
04/07/2014
Nominal Hours
40
Description
This unit covers the activities required to carry out simple projects, working on one project at a time. This work is typically undertaken by a project officer working individually or as part of a project team. It includes reviewing and confirming the project brief, carrying out project activities, monitoring and maintaining progress and completing the project. Contract management requirements are not included as this aspect is addressed by units of competency within the Competency field of Procurement and Contract Management.In practice, carrying out project work overlaps with other generalist and specialist work activities such as acting ethically, applying government processes, using resources, developing work plans, gathering information.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Review and confirm project brief
- 1.1 Project information and supporting materials are obtained and the individual project brief is clarified in accordance with the project plan and organisational policy and procedures.
- 1.2 Project plan is analysed and requirements, timeframes, roles, responsibilities and stakeholder involvement are confirmed.
- 1.3 Project management procedures and controls are confirmed in accordance with the project plan, and any required changes are negotiated according to the project plan change management strategy.
- 1.4 The project plan is updated with confirmed information for milestones, resources, other team members and steering committee details.
2. Undertake project activities
- 2.1 Professional or technical skills are provided to accomplish project tasks in accordance with the project requirements.
- 2.2 Project data is captured and recorded in accordance with project requirements.
- 2.3 Specialist advice and support are provided to the project manager, steering committee and stakeholders as required to achieve project objectives.
3. Monitor and maintain progress of project
- 3.1 Project management tools are used for integration and timing of project activities and achievement of project deliverables.
- 3.2 Risks to progress and achievement of project objectives are anticipated and related to the project manager for action in accordance with the risk management plan.
- 3.3 Completion of project activities and progress against targets and milestones are monitored and corrective action is taken if needed, in accordance with project plans and in consultation with management/governance personnel.
- 3.4 Problem solving to find innovative solutions to project problems or unplanned-for contingencies is undertaken in consultation with project management.
- 3.5 Progress reports are provided as required by the project communication plan.
4. Complete project
- 4.1 Project deliverables are completed to the required standard in the required timeframe.
- 4.2 Recordkeeping associated with the project is completed and archived as required by the project plan.
- 4.3 Project process is evaluated, issues identified and recommendations made for continuous improvement.
- 4.4 Project reports are completed to the required standard, containing required information and using agreed style, voice and format.
- 4.5 Project hand-over of deliverables and return of borrowed/unused materials are completed in accordance with the project plan and organisational procedures.
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.
Project brief is:
outline of expectations, tasks, deliverables, etc that are to be achieved by the project officer
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
occupational health and safety plan
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
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 data may include:
financial data including costs, expenditure, income generated, purchases
quality data including any test results
record of time spent on project and progress in completing project
correspondence
samples, prototypes, models
project outcomes
Project management tools may include:
risk analysis
organisational project governance framework
communications plan
reporting framework
project management software and other tools:
Gantt and bar charts
Program Evaluation and Review Technique (PERT) charts
Critical Path Method
cost schedule control system
logistics support analysis
life cycle cost analysis
spreadsheets
recording systems - electronic and manual
Risk management may include:
removing the risk
transferring the risk
minimising the risk
accepting the risk
preparing a contingency plan
keeping reserves
Consultation with management may include:
project manager
steering committee
project sponsor
business owner of the project
program manager
specialist project management office
chief executive officer, manager or management representative
funding body representative
customer or client
Solutions to problems may include:
reducing costs
researching and applying more efficient methods of completing project tasks
seeking further resources to meet deadline
negotiating an extension of deadline or redefining completion or quantities or quality of outcomes
sharing of ideas to gain improvements to work undertaken within the project
outsourcing aspects of the project
changing roles and responsibilities within project team
Project brief is:
outline of expectations, tasks, deliverables, etc that are to be achieved by the project officer
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
occupational health and safety plan
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
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 data may include:
financial data including costs, expenditure, income generated, purchases
quality data including any test results
record of time spent on project and progress in completing project
correspondence
samples, prototypes, models
project outcomes
Project management tools may include:
risk analysis
organisational project governance framework
communications plan
reporting framework
project management software and other tools:
Gantt and bar charts
Program Evaluation and Review Technique (PERT) charts
Critical Path Method
cost schedule control system
logistics support analysis
life cycle cost analysis
spreadsheets
recording systems - electronic and manual
Risk management may include:
removing the risk
transferring the risk
minimising the risk
accepting the risk
preparing a contingency plan
keeping reserves
Consultation with management may include:
project manager
steering committee
project sponsor
business owner of the project
program manager
specialist project management office
chief executive officer, manager or management representative
funding body representative
customer or client
Solutions to problems may include:
reducing costs
researching and applying more efficient methods of completing project tasks
seeking further resources to meet deadline
negotiating an extension of deadline or redefining completion or quantities or quality of outcomes
sharing of ideas to gain improvements to work undertaken within the project
outsourcing aspects of the project
changing roles and responsibilities within project team
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:
PSPETHC401A Uphold and support the values and principles of public service
PSPGOV402B Deliver and monitor service to clients
PSPGOV403B Use resources to achieve work unit goals
PSPGOV404B Develop and implement work unit plans
PSPGOV406B Gather and analyse information
PSPGOV411A Deal with conflict
PSPGOV412A Use advanced workplace communication strategies
PSPGOV422A Apply government processes
PSPLEGN401A Encourage compliance with legislation in the public sector
PSPPM401B Design simple projects
PSPPROC410A Administer 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)
activities for simple projects carried out 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 management
workplace project documentation
scenarios and case studies
examples of project management tools
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 carrying out projects, including coping with difficulties, irregularities and breakdowns in routine
activities for simple projects carried out 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
portfolios
questioning
scenarios
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
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:
PSPETHC401A Uphold and support the values and principles of public service
PSPGOV402B Deliver and monitor service to clients
PSPGOV403B Use resources to achieve work unit goals
PSPGOV404B Develop and implement work unit plans
PSPGOV406B Gather and analyse information
PSPGOV411A Deal with conflict
PSPGOV412A Use advanced workplace communication strategies
PSPGOV422A Apply government processes
PSPLEGN401A Encourage compliance with legislation in the public sector
PSPPM401B Design simple projects
PSPPROC410A Administer 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)
activities for simple projects carried out 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 management
workplace project documentation
scenarios and case studies
examples of project management tools
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 carrying out projects, including coping with difficulties, irregularities and breakdowns in routine
activities for simple projects carried out 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
portfolios
questioning
scenarios
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
No information
| State Code | National Code | Title | Type |
|---|---|---|---|
| AWZ5 | DEF43115 | Certificate IV in Electronic Forensics | Qualification |
| C899 | PSP41104 | Certificate IV in Government (Occupational Health Safety) | Qualification |
| J289 | PSP41112 | Certificate IV in Government (Occupational Health & Safety) | Qualification |
| C811 | PSP41204 | Certificate IV in Government (Project Management) | Qualification |