Unit of competency Outline

Date retreived
23/07/2026 11:38 AM AWST

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Direct complex project activities

Direct complex project activities

Unit of competency
National Code
PSPPM601B
State Code
C8237
TGA Status
Deleted
DTWD Status
Deleted
Current Release Number
3.00
Current Release Date
01/11/2012
View on TGA
State Implementation and Classification
Approved Date
21/07/2014
Field of Education
080315 - Project Management
Original Release Date
21/07/2014
Nominal Hours
40
Description
This unit coversdirection of project activities in situations where a person has strategic responsibility, accountability and decision making for the overall management of complex project(s). It includes identifying project scope in a strategic context, managing establishment and integration of project activities, and finalising and reviewing project activities. 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, directing complex project activities may occur in the context of other generalist and specialist work activities such as acting ethically, applying government systems, managing resources, managing client services, managing change.No licensing, legislative, regulatory or certification requirements apply to this unit at the time of publication
Notes
Elements and Performance Criteria
1. Identify project scope in a strategic context
  • 1.1 Organisational requirements are anticipated/identified and communicated to project developers and managers.
  • 1.2 Project definition studies are undertaken and the results are analysed against similar projects already conducted to determine/approve the scope of projects.
  • 1.3 Project infrastructure is approved in accordance with organisational policy and procedures.
  • 1.4 Projects are initiated in accordance with the organisation's strategic direction in consultation with clients.
  • 1.5 Conceptual and analytical skills are applied to develop a management strategy to ensure project objectives and client requirements are met.
  • 1.6 An effective risk management system is developed and applied to ensure project objectives are met within the organisation's accountability framework.
2. Manage establishment of projects
  • 2.1 The political context is managed and stakeholder expectations are influenced in accordance with organisational policy and procedures, to ensure endorsement and whole-of-life support for the project.
  • 2.2 Project scope and objectives are analysed to determine the work breakdown structures to achieve project objectives on time and within budget, and project infrastructure is acquired and allocated.
  • 2.3 Project plans are approved and a personal work plan for checking progress, mentoring, reading reports, providing feedback and authorising approvals is developed in accordance with project requirements.
  • 2.4 Processes identified for monitoring, evaluating and reporting performance against project objectives are established in accordance with project requirements.
3. Manage integration of project activities
  • 3.1 All aspects of the project and related projects are integrated and links are established to ensure objectives remain appropriate.
  • 3.2 Consultation and reporting mechanisms are applied in accordance with project requirements to regularly consult with and provide advice to staff and contractors, and to discuss progress to ensure effective results.
  • 3.3 Stakeholders' motivations are identified and considered in the management of the project.
  • 3.4 Progress is monitored to ensure time, performance, cost and quality of project are achieved, and change proposals are investigated, negotiated and approved in consultation with stakeholders.
  • 3.5 High-level judgment is applied to provide ongoing advice and to resolve disagreements and disputes to the satisfaction of parties involved.
4. Finalise and review project activities
  • 4.1 Finalisation plans are developed to ensure all objectives are achieved, whole-of-life support will be maintained, and transition to next/following projects is facilitated.
  • 4.2 Documented information is evaluated, and lessons learnt are analysed and reported to stakeholders to assist in continuous improvement.
  • 4.3 Evaluation of project achievement against objectives is monitored in accordance with the evaluation framework and is reported to approval authorities and stakeholders in accordance with organisational policy and 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 infrastructure may include:
resources including budget
specialist and technical support
contractors
project management skills required
make-up of project team
developing the team
steering committee
project site, equipment, technology, consumables
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
Risk management may include:
acceptance
avoidance
transfer
minimisation
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
end user
supplier/service provider
Whole-of-life support may include:
maintenance
supply
technical data
personnel
training
facilities
packaging, handling
storage and transportation
support and test equipment
computing support
Work breakdown structures may include:
how the work is to be performed and how cost and schedule data are to be tracked and reported
identification of project tasks
identification of specific management responsibilities for tasks
Project plans 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)
Integration of project activities may include:
scope
time
cost
quality
human resources
communications
risk
procurement
organisational project management framework
Documented information may include:
statement of requirement/work
industry development proposals
project plans
risk and issues plan and log
transition plans
project completion report
supplier performance reports
whole-of-life support plans
reports detailing strategies
performance evaluation criteria
project team work plans
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:
PSPGOV601B Apply government systems
PSPGOV604A Foster leadership and innovation
PSPGOV605A Persuade and influence opinion
PSPMNGT604B Manage change
PSPMNGT605B Manage diversity
PSPMNGT606B Manage quality client service
PSPMNGT608B Manage risk
PSPOHS602A Manage workplace safety
PSPPOL601A Develop public policy
PSPPROC602B Direct the management of 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)
complex project activities directed 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 to capture the range of situations likely to be encountered when directing complex project activities
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 directing complex project activities, including coping with difficulties, irregularities and breakdowns in routine
project activities directed 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
Replaces
State Code National Code Title Type
C3469 PSPPM601A Direct project activities Unit of competency