Unit of competency Outline
Date retreived
23/07/2026 4:16 PM AWST
23/07/2026 4:16 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 the integration of projects
Direct the integration of projects
Unit of competency
National Code
BSBPMG601A
BSBPMG601A
State Code
D0939
D0939
TGA Status
Replaced
Replaced
DTWD Status
Replaced
Replaced
State Implementation and Classification
Approved Date
30/09/2014
Field of Education
080315 - Project Management
Original Release Date
30/09/2014
Nominal Hours
40
Description
This unit describes the performance outcomes, skills and knowledge required to manage the integration of all functions of project management in a program or multiple project context.This covers managing conflicting priorities between projects, directing project managers in re aligning projects within the program, directing the internal environment with the needs and expectations of the external environment, and directing projects within the program throughout their life cycle.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of endorsement.
Notes
Elements and Performance Criteria
1. Direct integration of all functions of project management
- 1.1. Support project managers in project stakeholder analysis to determine the influence of others on project outcomes
- 1.2. Analyse, rationalise and integrate the requirements of all projects and the inter-relationships of project management functions to determine agreed, achievable program objectives that align to organisational goals, strategies and objectives as stated in strategic planning documentation
- 1.3. Review, rationalise and, when approved, integrate project plans into a structured, cohesive program plan for ongoing program management
- 1.4. Derive integrated program control mechanisms from project plans, to establish program control requirements
- 1.5. Use project plans to develop consolidated program budgets, schedules and interdependencies, and to identify program risks
2. Direct the internal project environment to meet external needs and expectations
- 2.1. Direct the internal project working environment to ensure project managers' work is conducted effectively throughout multiple, aligned project life cycles
- 2.2. Establish and maintain links to direct the alignment between projects and organisational objectives within the program
- 2.3. Evaluate project proposals (scope definitions) against the organisation's strategic objectives
- 2.4. Coordinate and direct conflicting requirements of individual projects to achieve program objectives
- 2.5. Modify, where necessary, individual project objectives to achieve overall program objectives
- 2.6. Coordinate the impact of external environmental influences on individual projects to achieve program objectives
3. Direct projects throughout project life cycles
- 3.1. Direct all project managers to provide project phases, approval points, review points and other milestones, to allow program integration
- 3.2. Establish project baselines and report progress in relation to these baselines, to measure program performance throughout the business reporting cycle
- 3.3. Progressively review project baselines to ensure nominated benefits are consistent with organisational expectations
- 3.4. Direct finalisation plans, procedures and activities to ensure final outcomes are met and that projects meet agreed program objectives
- 3.5. Review projects finalised in a program management reporting period to evaluate benefits to the business
- 3.6. Pass on integration management lessons learned to higher project authority and provide feedback for application to other projects
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.
Project management functions are:
communications
cost
human resources
procurement
quality
risk
scope
time
Achievable program objectives may include:
client's objectives, for example maximum value for money or maximum performance at minimum cost
end-user/s objectives, for example maximum performance as well as optional extras
higher project authorities' objectives (that is, management/projects governance group), for example reputation, retention of market share, buying into market within the constraints of performance, time, cost, quality, resources and skills
organisation's objectives, for example quantifiable benefits
supplier's/contractor's objectives, for example minimum cost, minimum time and acceptable quality
Internal project working environment may include:
computing support and integrated computer networks
identity and differentiation of the program's projects within the larger environment
personal working conditions (physical and emotional)
physical location of program project managers, personnel and equipment
physical location of projects within the organisation
teams and interpersonal dynamics
External environmental influences may include:
employee representative groups, such as unions, professional associations and lobby groups
external stakeholder expectations
parent organisation, enterprise and/or industry
physical environment, for example geography, ecology and environmental sensitivity
political, environmental and societal influences
public and media interest
Finalisation plans, procedures and activities may include:
assessment of stakeholder satisfaction against expectations
evaluation of projects completed in a reporting period
evaluation of projects for benefits derived
forwarding program progress report to higher governance authority for projects
review of success/failure criteria for projects completed in a given reporting period
settling of financial liabilities for projects completed in a consolidated budget context
transition of responsibility/ownership of projects' deliverables/products for those projects that concluded in a reporting/management period (such as financial year)
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.
Project management functions are:
communications
cost
human resources
procurement
quality
risk
scope
time
Achievable program objectives may include:
client's objectives, for example maximum value for money or maximum performance at minimum cost
end-user/s objectives, for example maximum performance as well as optional extras
higher project authorities' objectives (that is, management/projects governance group), for example reputation, retention of market share, buying into market within the constraints of performance, time, cost, quality, resources and skills
organisation's objectives, for example quantifiable benefits
supplier's/contractor's objectives, for example minimum cost, minimum time and acceptable quality
Internal project working environment may include:
computing support and integrated computer networks
identity and differentiation of the program's projects within the larger environment
personal working conditions (physical and emotional)
physical location of program project managers, personnel and equipment
physical location of projects within the organisation
teams and interpersonal dynamics
External environmental influences may include:
employee representative groups, such as unions, professional associations and lobby groups
external stakeholder expectations
parent organisation, enterprise and/or industry
physical environment, for example geography, ecology and environmental sensitivity
political, environmental and societal influences
public and media interest
Finalisation plans, procedures and activities may include:
assessment of stakeholder satisfaction against expectations
evaluation of projects completed in a reporting period
evaluation of projects for benefits derived
forwarding program progress report to higher governance authority for projects
review of success/failure criteria for projects completed in a given reporting period
settling of financial liabilities for projects completed in a consolidated budget context
transition of responsibility/ownership of projects' deliverables/products for those projects that concluded in a reporting/management period (such as financial year)
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 an integrated range of concurrent projects so that project outcomes and stakeholders expectations are met
knowledge of relevant legislation, codes and national standards.
Context of and specific resources for assessment
Assessment must ensure:
access to a range of project documentation
consideration of feedback from project stakeholders.
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 program management case studies and scenarios
oral or written questioning to assess knowledge of strategies for managing project integration and their application to different situations
assessment of consolidated program budgets, schedules, interdependencies and identified program risks
assessment of project baselines established and progress reported in relation to these baselines
review of program plan.
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 an integrated range of concurrent projects so that project outcomes and stakeholders expectations are met
knowledge of relevant legislation, codes and national standards.
Context of and specific resources for assessment
Assessment must ensure:
access to a range of project documentation
consideration of feedback from project stakeholders.
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 program management case studies and scenarios
oral or written questioning to assess knowledge of strategies for managing project integration and their application to different situations
assessment of consolidated program budgets, schedules, interdependencies and identified program risks
assessment of project baselines established and progress reported in relation to these baselines
review of program plan.
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 |
|---|---|---|---|
| C7067 | BSBPM601A | Direct the integration of multiple projects/programs | Unit of competency |
Replaced By
| State Code | National Code | Title | Type |
|---|---|---|---|
| AUI63 | BSBPMG601 | Direct the integration of projects | Unit of competency |
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