1. Assessment Record Book Diploma of Project Management
BSB51407
2. Diploma of Project Management Assessment Record Book (ARB)
DIPLOMA OF PROJECT MANAGEMENT ASSESSMENT RECORD BOOK AQF 5
PARTICIPANT: ASSESSOR: Diploma ARB ACPM Pty Ltd Page 2 Version
2009-01 A Division of Planpower Pty Ltd
3. Diploma of Project Management Assessment Record Book (ARB)
ACPM Project Management Assessment Process Candidate Assessor ACPM
Attend Conduct Assessment Assessment Workshop Workshop Collect
Evidence of Project work Complete the ARB (using guidelines ) Pass
ARB Assess Checklist (pg 41) Contact ACPM for Allocate Assessor
allocation of & Book Assessment Assessment Interview Interview
ACPM Assessment Attend Appeals process Conduct Assessment applies.
Assessment 1. Discuss project experience Interview with Interview
2. Go through evidence. evidence and ARB 3. Take candidates ARB
Detail Evidence Req Initial All OK Feedback? Yes Conduct Detailed
Assessment of Performance Criteria More evidence reqd? Produce No
Assessment Report Receive confirmation of Notify Candidate
assessment completion Send Testamur Request, Conduct QA/ Assessment
Process Check Report to ACPM Enter details into TSDB Produce
Testamur Receive Testamur and Statement of & send to Results
Candidate Diploma ARB ACPM Pty Ltd Page 3 Version 2009-01 A
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4. Diploma of Project Management Assessment Record Book (ARB)
AQF LEVEL 5 ASSESSMENT PROCESS You should have received a briefing
on the assessment process during your ACPM training program or
shortly after applying for a Recognition of Current Competency
assessment. The following should guide you through the steps
involved and the things you are required to do. The Assessment
Readiness Checklist (provided on p.41) should be completed
successfully before arranging for an assessment. Pre Assessment
Interview: You need to have collected a range of evidence of how
you have managed projects. You need to have completed and signed
your Assessment Record Book. Contact your local ACPM Office and
book in for an Assessment Interview. Assessment Interview: The
assessment will normally be conducted through an assessment
interview, it will go through any documentary evidence you have
collected, and allow you to explain more about your projects and
how you manage them. The assessment is competency based. This
involves reviewing the things that you have done or can do to
manage projects. You will be advised of the outcome of the
interview: Assessment completed, or Additional evidence required,
Discuss a plan for you to collect the evidence, and Advised of any
future meeting requirements Post Assessment Interview: After the
Assessment Interview, assuming you were not asked to provide
additional evidence, your assessor will retain your Assessment
Record Book and any notes that were made. The assessor will then go
through the Assessment Performance Criteria in detail, considering
the evidence references and interview notes to determine competence
for each of the Performance Criteria. If the assessor identifies
any gaps, he/ she will notify you promptly to discuss any
additional requirements. Once the assessor is satisfied that you
have met all of the requirements, he/ she will produce an
Assessment report and notify you of the result by email or
telephone. After the assessment report has been verified through
ACPM quality processes, your Testamur will be posted to you along
with a Statement of Results stating clearly the units of competency
that you have been assessed as competent against. If you are
dissatisfied with any aspect of this assessment you should: Discuss
the nature of your complaint with the assigned assessor in the
first instance, Contact the National Delivery Manager of ACPM if
the issues are unresolved. Note that you may stop the process of
this assessment at anytime. AIPMs RegPM Certification Program: If
you are interested in ACPM conducting your RegPM assessment in
conjunction with this assessment: You must have applied to and paid
for both membership of the AIPM and the RegPM program prior to the
completion of this assessment. You have the right to lodge an
appeal against the assessment to the AIPMs RegPM Verifier if you
are dissatisfied with the RegPM assessment. You will be asked to
complete a separate assessment evaluation questionnaire
administered by the AIPM. Please contact ACPM if you have any
questions regarding this process. Diploma ARB ACPM Pty Ltd Page 4
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5. Diploma of Project Management Assessment Record Book (ARB)
USING THE ASSESSMENT RECORD BOOK This book is designed to help you
achieve your qualification through a systematic and simple process.
It is strongly recommended that you take the time to read and
understand the following introductory pages. If you have any
queries or concerns about anything on the following pages you
should contact the Australian College of Project Management as soon
as possible so that your assessment can be completed in the most
timely and effective way. Your Assessment The process you will be
following is known as a competency-based assessment. The difference
between this process and traditional forms of assessments is that
evidence of your current skills and knowledge will be measured
against national and international standards of best practice, not
against the learning you have undertaken either recently or in the
past. Furthermore, the assessment will be concerned with how you
apply the skills and knowledge in your workplace, not in the
training room, nor in a hypothetical case study. The standards used
by the Australian College of Project Management are known as the
National Competency Standards for Project Management and are
endorsed by the industry groups and national bodies here and
overseas. The Department of Education, Employment and Workplace
Relations (DEEWR) endorse the National Competency Standards for
Project Management (AQF Levels 4-6). They are incorporated in the
Business Services Training Package BSB07. When your assessment is
successful against these standards, your skills and knowledge will
be deemed to be equal to national and international best practice,
and the qualification you gain will reflect this. Using the
Assessment Record Book (ARB) The Competency Standards are divided
into Units of Competence. Each of these Units are divided into
Elements which have a number of Performance Criteria. To be
assessed against the Unit, you must provide evidence that meets the
Performance Criteria. The Performance Criteria by which you will be
assessed are listed in this ARB, and has been grouped into the
three broad phases of project performance- Planning, Execution and
Closure. There are only two recommendations that will be made as a
result of your assessment - the evidence you have brought forward
shows that you are: competent against the national standards and
need produce no more evidence, or you are not yet competent, in
that the evidence you have provided doesnt yet show your skills and
knowledge to be equivalent to the national standards - you will be
asked to bring forward other evidence. Please Note: You may find
that as a result of your assessment you are competent in some areas
but not yet competent in others. This is okay. Where you have been
assessed as competent, these areas need not require any further
production of evidence leaving you free to concentrate on the
others. Your assessor will explain this to you further at the time
of your assessment. Diploma ARB ACPM Pty Ltd Page 5 Version 2009-01
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6. Diploma of Project Management Assessment Record Book (ARB)
Evidence Evidence of competency can be shown in any one, or a
number, of ways: Direct examination of evidence - written evidence
that shows you have met the performance criteria, or by observation
of you carrying out the task. Oral or written questions - these
help the assessor get a better understanding of why you do, or have
done, certain things in the manner shown. Supporting evidence -
from workmates, current or former employers and supervisors, or
others who have worked with you and know the quality and degree of
skills and knowledge you possess. Historical evidence - such things
as qualifications, certificates reports etc. These will show that
you were capable of demonstrating the required level of competence
in the past. In some cases historical evidence might have to be
supported by direct evidence that shows your skill and knowledge is
still current. Any of these can be presented as written evidence,
video-taped performance or audio tapes of such things as
interviews, counselling sessions etc, or supporting evidence given
verbally by workmates. What is important is that your evidence
satisfies your assessor as to the level and degree of your skills
and knowledge when measured against the competency standards. It is
important to note that completed and well maintained Project Plans,
Change Management Processes, Progress Reports and Completion
Reports (covering all the functions of project management) will
satisfy most of the evidence requirements. The Rules of Evidence
When making a judgment about your evidence, the assessor will be
looking for: Validity - does your evidence relate to the standards
you are seeking assessment against or are they more closely related
to something else? Authenticity - does your evidence reflect
something you have actually done either in full or in part?
Currency - does your evidence show that you can perform this
activity now or in the future, including your having up to date
knowledge? Reliability - will your evidence be capable of showing
the same outcomes no matter how many times it is assessed or how
many assessors carry out the assessment? Sufficiency - is there
sufficient evidence to show your competency or will there need to
be more (or supporting) evidence brought forward? These are the
questions the assessor will ask him or herself when assessing and
judging your evidence. It will be very helpful to him or her if you
ask yourself these questions before selecting and presenting the
evidence - time, and a lot of frustration and heartache, may be
saved if you do. Diploma ARB ACPM Pty Ltd Page 6 Version 2009-01 A
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7. Diploma of Project Management Assessment Record Book (ARB)
Notes on completing this book The smallest part of the standards
for which you can gain a full qualification is the Unit. Each Unit
has Elements against which Performance Criteria are listed. You
will need to provide evidence against these Performance Criteria.
The most likely evidence you will provide has been aligned to the
Performance Criteria. If you provide evidence which is complete and
detailed, it should meet the Performance Criteria. How was
achievement of this element demonstrated? List the evidence in the
List of Evidence Provided for Assessment and give it a Reference
Number. Use this Reference Number to refer to that piece of
evidence where-ever else it meets the Performance Criteria. You
will find that the one piece of evidence (eg: a Project Plan) may
meet several Performance Criteria in several Elements. What is the
evidence and where can it be found? The ARB provides a record of
what you have achieved. To maintain proof of this achievement it is
important that you index your evidence accurately (in the column
provided) against its location in your Portfolio of Evidence.
Evidence may be provided by a whole variety of documents/reports
etc, depending on your particular circumstances. Throughout your
initial interview or training sessions you will have discussed what
may or may not be useful or sufficient evidence of competency
against the standards. You should refer to your notes for ideas on
where to start collecting evidence or talk to your assessor. If you
are still in doubt, talk to someone you know who understands
competency-based assessment, and the standards against which you
are being assessed - preferably someone who has experienced
assessment either as a candidate or as an assessor. Evidence
Retention by ACPM ACPM will not store your portfolio of evidence
for longer than 12 months, you should request the evidence to be
returned to you at the end of your assessment if you want to keep
it for your records. It is recommended that you keep a spare copy
of your evidence if you are sending your evidence to us by mail or
courier. Diploma ARB ACPM Pty Ltd Page 7 Version 2009-01 A Division
of Planpower Pty Ltd
8. Diploma of Project Management Assessment Record Book (ARB)
Do you need to know more? For further information contact staff at
the Australian College of Project Management on: Melbourne Sydney
Tel: (03) 8622 8722 Tel: (02) 9263 8700 Fax: (03) 8622 8777 Fax:
(02) 9263 8777 Email: [email protected] Email:
[email protected] Canberra Brisbane Tel: 02 6248 8155 Tel: (07)
3831 8900 Fax: 02 6248 0048 Fax: (07) 3831 8922 Email:
[email protected] Email: [email protected] Client Services
Team: Tel: 1300 138 225 Fax: 1300 138 226 Diploma ARB ACPM Pty Ltd
Page 8 Version 2009-01 A Division of Planpower Pty Ltd
9. Diploma of Project Management Assessment Record Book (ARB)
COMMON RANGE OF VARIABLES The Common Range of Variables relates to
the context and conditions under which or through which the Element
and Performance Criteria are to be performed for the purposes of
the assessment. There are a number of Ranges that are common to all
Units. To reduce unnecessary duplication, these are listed below:
Higher project authorities may be: the client/customer the project
manager (in large projects where the individual is section head or
sub-project leader) other personnel within the project/organisation
designated specific authority over certain aspects of the project
the program manager higher management within the organisation
Stakeholders: may be from within the project, other projects
affected by this project, the client/customer,
suppliers/contractors and/or the parent organisation. Client: the
client is the authority, or authorities, for whom the project is
being undertaken. The client may be internal or external to the
organisation. The client may be the customer, the owner, the
sponsoring authority in the case of projects where a contract does
not exist, or it may be an authority specifically designated as the
client. IMPORTANT NOTICE This Assessment Record Book is based on
the National Competency Standards for Project Management endorsed
by the Department of Education, Employment and Workplace Relations
(DEEWR) and are part of the Business Services Training Package
(BSB07). For more information on the Competency Standards for
Project Management, please visit the National Training Information
Service Website: http://www.ntis.gov.au (Search code is: BSBPMG)
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10. Diploma of Project Management Assessment Record Book (ARB)
LIST OF EVIDENCE PROVIDED FOR ASSESSMENT Ref Evidence Description
Project Name Month & No Year 1 2 3 4 5 6 7 8 9 10 11 12 13 14
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
37 38 39 40 Diploma ARB ACPM Pty Ltd Page 10 Version 2009-01 A
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11. Diploma of Project Management Assessment Record Book (ARB)
Please provide an outline of the projects that you have used as
evidence and describe your experience in contributing to the
initiation, planning, execution and closure of projects. Diploma
ARB ACPM Pty Ltd Page 11 Version 2009-01 A Division of Planpower
Pty Ltd
12. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG501A: MANAGE APPLICATION OF PROJECT INTEGRATIVE PROCESSES
Unit Descriptor This unit describes the performance outcomes,
skills and knowledge required to integrate and balance the overall
project management functions of scope, time, cost, quality, human
resources, communications, risk and procurement; and to align and
track the project objectives to comply with organisational goals,
strategies and objectives. Application of the Competency This unit
applies to an individual who is clearly and solely responsible for
the management and leadership of a complex project, either as an
employee of an organisation or as an external consultant. In the
context of this unit a complex project is defined as a project
which involves: the need for a comprehensive and multi faceted
project plan the need for a formal internal or external
communications strategy a dedicated and diverse project budget
multiple administrative components multiple operational components
a wide range of stakeholders a project operations team. The
functions performed by a program manager to manage the integration
of all functions of project management in a program or multiple
project are addressed in BSBPMG601A Direct the integration of
projects. Elements This Unit comprises three (3) Elements: 1 Manage
integration of all functions of project management. 2 Co-ordinate
internal and external environments. 3 Implement project activities
throughout life cycle. REQUIRED SKILLS AND KNOWLEDGE This describes
the essential skills and knowledge and their level, required for
this unit. Required skills literacy skills to write project plans,
progress reports and project communications teamwork and
communication skills to lead the project team and deal with
stakeholders time management skills to ensure priorities are
addressed planning and organising skills to manage the integration
of project activities Required knowledge project life cycle role
and responsibilities of the project manager project planning tools
and techniques. Diploma ARB ACPM Pty Ltd Page 12 Version 2009-01 A
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13. Diploma of Project Management Assessment Record Book (ARB)
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. The nine project
management functions are: communications cost human resources
procurement and contracting project integration quality risk scope
time Project plan may include: covering document which integrates
the requirements of the nine functions of project management using
appropriate formats and procedures single document multiple
documents Internal working environment may include: arrangement of
project personnel and equipment identity and differentiation of the
project within the larger environment personal working conditions
physical location of project team dynamics Finalisation plans,
procedures and activities may include: final audit/reconciliation
finalisation of account codes and other financial documentation
forwarding finalisation report to senior personnel project
evaluation settling of financial liabilities transferring of assets
to client or originating owner transition of
responsibility/ownership of project deliverables/products warranty
requirements Integration management issues and recommended
improvements may include: evaluation using established success and
failure criteria knowledge management lessons learned records
training programs Diploma ARB ACPM Pty Ltd Page 13 Version 2009-01
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14. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG502A: MANAGE PROJECT SCOPE Unit Descriptor This unit
describes the performance outcomes, skills and knowledge required
to determine and manage project outcomes. It covers project
authorisation, developing a scope management plan, and managing the
application of project scope controls Application of the Competency
This unit applies to an individual who is clearly and solely
responsible for the management and leadership of a complex project,
either as an employee of an organisation or as an external
consultant. In the context of this unit a complex project is
defined as a project which involves: the need for a comprehensive
and multi faceted project plan the need for a formal internal or
external communications strategy a dedicated and diverse project
budget multiple administrative components multiple operational
components a wide range of stakeholders a project operations team.
The functions performed by a program manager to manage project
scope within multiple projects are addressed in BSBPMG602A Direct
the scope of a project program. Elements This Unit comprises three
(3) Elements: 1 Conduct project authorisation activities. 2 Conduct
project scope definition activities. 3 Manage application of scope
controls. REQUIRED SKILLS AND KNOWLEDGE This describes the
essential skills and knowledge and their level, required for this
unit. Required skills literacy skills sufficient to interpret and
analyse complex project plans and documentation planning and
organising skills to monitor scope and to respond to potential and
actual changes problem-solving and analytical skills to address
project scope management issues and challenges negotiation skills
to address changes to scope with a range of stakeholders. Required
knowledge role and responsibilities of the project manager in
relation to project planning project life cycle and the
significance of scope management problem areas likely to be
encountered in scope management project management tools used for
managing scope. Diploma ARB ACPM Pty Ltd Page 14 Version 2009-01 A
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15. Diploma of Project Management Assessment Record Book (ARB)
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 authorisation may:
already have been decided before involvement of the project manager
be in the form of a scope statement which briefly explains why the
project has been formed, what it hopes to achieve and how success
will be measured be required at a number of critical review points
during the project Appropriate authority may include: client owner,
,sponsor, senior executive or other individual or group vested with
authority to make decisions regarding the project Project
deliverables may include: all products and services defined within
the project scope Relevant stakeholders may include: team members
clients sponsors internal and external parties decision makers
Scope management may include: determining that a scope change has
occurred or is about to occur identifying and reporting scope
creep, that is, incremental increases to scope that were not part
of the original project requirements identifying factors which
influence changes to scope implementing agreed scope changes
monitoring and reporting the effect of scope changes on other areas
and on achievement of project objectives refining scope
progressively throughout the project life cycle seeking
authorisation for changes to project scope Change control
procedures may include: formal agreements, for example contracts,
sub-contracts, memoranda of understanding major elements of the
project liable to change, for example design, engineering, finance
project documentation, including plans, schedules, statements,
directives, guidelines and instructions Diploma ARB ACPM Pty Ltd
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16. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG503A: MANAGE PROJECT TIME Unit Descriptor This unit describes
the performance outcomes, skills and knowledge required to manage
time within projects. It covers determining and implementing the
project schedule, and assessing time management outcomes.
Application of the Competency This unit applies to an individual
who is clearly and solely responsible for the management and
leadership of a complex project, either as an employee of an
organisation or as an external consultant. In the context of this
unit a complex project is defined as a project which involves: the
need for a comprehensive and multi faceted project plan the need
for a formal internal or external communications strategy a
dedicated and diverse project budget multiple administrative
components multiple operational components a wide range of
stakeholders a project operations team. The functions performed by
a program manager to manage time within multiple projects are
addressed in BSBPMG603A Direct time management of a project
program. Elements This Unit comprises three (3) Elements: 1
Determine project schedule. 2 Implement project schedule. 3 Assess
time management outcomes. REQUIRED SKILLS AND KNOWLEDGE This
describes the essential skills and knowledge and their level,
required for this unit. Required skills literacy skills to read,
develop and interpret project schedules self management skills to
ensure vision and priorities are clear organisational skills to
sequence tasks and see that objectives are met communication skills
to convey expectations and to advise others of progress technology
skills to use appropriate software to develop project schedules
analytical skills to review and evaluate process. Required
knowledge techniques and tools for project schedules project life
cycle time management methodologies, their capabilities,
limitations, application and outcomes. Diploma ARB ACPM Pty Ltd
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17. Diploma of Project Management Assessment Record Book (ARB)
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. Methods, techniques and
tools may include: conducting or supervising qualitative and/or
quantitative time analysis, such as schedule simulation, decision
analysis, contingency planning and alternative strategy development
using personal experience and/or subject matter experts using
specialist time analysis tools to assist in the decision making
process Time management plan/s may include: lists of milestones
project schedule and sub-schedules schedule management strategies
and actions, standardised formal arrangements, responsibility
assignment, contingency plans and assigned schedule management
responsibilities Records may include: diaries, incident logs,
occurrence reports and other such records gantt, PERT and other
scheduling charts lists of variances and forecasts of potential
schedule events project and/or organisation files and records
records of analysis, evaluation of options, recommended and
approved courses of action Diploma ARB ACPM Pty Ltd Page 17 Version
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18. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG504A: MANAGE PROJECT COSTS Unit Descriptor This unit
describes the performance outcomes, skills and knowledge required
to identify, analyse and refine project costs to produce a budget,
and to use this budget as the principal mechanism to control
project cost. Application of the Competency This unit applies to an
individual who is clearly and solely responsible for the management
and leadership of a complex project, either as an employee of an
organisation or an external consultant. In the context of this unit
a complex project is defined as a project which involves: the need
for a comprehensive and multi-faceted project plan the need for a
formal internal or external communications strategy a dedicated and
diverse project budget multiple administrative components multiple
operational components a wide range of stakeholders a project
operations team. The functions performed by a program manager to
manage costs within multiple projects are addressed in BSBPMG604A
Direct cost management of a project program. Elements This Unit
comprises three (3) Elements: 1 Determine project costs. 2 Monitor
and control project costs. 3 Conduct financial completion
activities. REQUIRED SKILLS AND KNOWLEDGE This describes the
essential skills and knowledge and their level, required for this
unit. Required skills numeracy and budgeting skills to monitor
expenditure and manage costs technology skills to use software for
recording expenditure and reporting on finances analytical skills
to evaluate processes and recommend improvements. Required
knowledge budgeting processes, tools and techniques methods and
tools for costing and cost analysis. 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. Diploma
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19. Diploma of Project Management Assessment Record Book (ARB)
Others may include: relevant project authority program manager
project specialists or other personnel team members Project costs
are estimated to a level of accuracy available considering:
availability of information at the time contingencies to allow for
identified risks and uncertainty organisational requirements, for
example overhead and profit margin stage of the project life cycle
Delegated authority means that activities will: be conducted
routinely or as changing circumstances dictate be done
independently within broad guidance or by taking the lead of a team
involve consultation with other project members, teams and internal
stakeholders involve the selection, use and supervision of
appropriate time management methods, tools and techniques take into
account internal organisational change and external environmental
change Financial management processes and procedures may include:
approval processes communication and reporting processes financial
authorisations/delegations invoice procedures Reviewing may include
evaluations of: agreed major milestones, for example phases and
sub-contracts change of key personnel delivery of major
deliverables finalisation of project and other agreed milestones
Records may include: budgets, commitment and expenditure cost
management lessons learned cost management plans invoice and
payment summaries lists of potential costs project and/or
organisation files and records recommended and approved courses of
action reports to relevant stakeholders Diploma ARB ACPM Pty Ltd
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20. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG505A: MANAGE PROJECT QUALITY Unit Descriptor This unit
describes the performance outcomes, skills and knowledge required
to manage quality within projects. It covers determining quality
requirements, implementing quality assurance processes, and using
review and evaluation to make quality improvements in current and
future projects Application of the Competency This unit applies to
an individual who is clearly and solely responsible for the
management and leadership of a complex project, either as an
employee of an organisation or an external consultant. In the
context of this unit a complex project is defined as a project
which involves: the need for a comprehensive and multi faceted
project plan the need for a formal internal or external
communications strategy a dedicated and diverse project budget
multiple administrative components multiple operational components
a wide range of stakeholders a project operations team. The
functions performed by a program manager to manage quality within
multiple projects are addressed in BSBPMG605A Direct quality
management of a project program. Elements This Unit comprises three
(3) Elements: 1 Determine quality requirements. 2 Implement quality
assurance processes 3 Implement project quality improvements.
REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills
and knowledge and their level, required for this unit. Required
skills literacy skills to develop quality objectives and criteria
communication and leadership skills to motivate staff, convey
expectations and ensure outcomes are met analytical skills to
monitor achievement of project outcomes against quality criteria
coaching and mentoring skills to boost performance. Required
knowledge quality management theory, techniques, tools and
methodologies roles and responsibilities in project management
methods for managing and improving performance relevant legislation
codes and national standards: award and enterprise agreements and
industrial instruments industry codes of practice legislation from
all levels of government that affects business operation,
especially in regard to occupational health and safety and
environmental issues, equal opportunity, industrial relations and
anti-discrimination. Diploma ARB ACPM Pty Ltd Page 20 Version
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21. Diploma of Project Management Assessment Record Book (ARB)
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. Quality objectives may
include: negotiated trade-offs between cost, schedule and
performance requirements from a higher project authority
requirements from the client and other stakeholders those quality
aspects which may impact on customer satisfaction Quality
management plan may include: authorisations and responsibilities
for quality control continuous improvement established processes
quality assurance Quality management methods, techniques and tools
may include: benchmarking brainstorming charting processes control
charts defining control flowcharts group work activities histograms
pareto charts processes that limit and/or indicate variation
ranking candidates run charts scattergrams undertaking benefit/cost
analysis Quality control may include: monitoring conformance with
specifications monitoring of regular inspections by internal or
external agents recommending ways to eliminate causes of
unsatisfactory performance of products or processes Improvements
may include: formal practices, such as total quality management or
continuous improvement improvement by less formal processes that
enhance both the product quality and processes of the project, for
example client surveys to determine client satisfaction with
project team performance Diploma ARB ACPM Pty Ltd Page 21 Version
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22. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG506A: MANAGE PROJECT HUMAN RESOURCES Unit Descriptor This
unit describes the performance outcomes, skills and knowledge
required to undertake human resource management (HRM) within
projects. It involves planning for human resources, implementing
staff training and development, and managing the project team and
stakeholders. Application of the Competency This unit applies to an
individual who is clearly and solely responsible for the management
and leadership of a complex project, either as an employee of an
organisation or an external consultant. In the context of this unit
a complex project is defined as a project which involves: the need
for a comprehensive and multi faceted project plan the need for a
formal internal or external communications strategy a dedicated and
diverse project budget multiple administrative components multiple
operational components a wide range of stakeholders a project
operations team. The functions performed by a program manager to
manage human resources within multiple projects are addressed in
BSBPMG606A Direct human resources management of a project program.
Elements This Unit comprises three (3) Elements: 1 Implement human
resource and stakeholder planning activities. 2 Implement staff
training and development. 3 Manage the project team and
stakeholders. REQUIRED SKILLS AND KNOWLEDGE This describes the
essential skills and knowledge and their level, required for this
unit. Required skills planning skills to identify skills required
and to allocate project responsibilities to staff communication and
leadership skills to motivate staff, convey expectations and ensure
outcomes are met interpersonal skills to resolve conflict coaching
and mentoring skills to boost performance analytical skills to
review project and to identify improvements. Required knowledge
roles and responsibilities in project management methods for
managing and improving performance HRM legislation, methods,
techniques and tools. Diploma ARB ACPM Pty Ltd Page 22 Version
2009-01 A Division of Planpower Pty Ltd
23. Diploma of Project Management Assessment Record Book (ARB)
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 organisation and
structure may be affected by established organisational responses
to external influences such as: accepted work practices Relevant
legislation, such as anti-discrimination, equal employment
opportunity, affirmative action and occupational health and safety
workplace bargaining Staff may be: external to the organisation,
such as consultants, auditors and quality assurance specialists
from within the organisation, such as staff on loan from other
projects HRM methods, techniques and tools may include established
organisational responses to: conflict resolution HRM forecasts,
staffing plans and job descriptions individual and group competency
identification and development performance monitoring, assessment
and reporting staff recruitment and reallocation Diploma ARB ACPM
Pty Ltd Page 23 Version 2009-01 A Division of Planpower Pty
Ltd
24. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG507A: MANAGE PROJECT COMMUNICATIONS Unit Descriptor This unit
describes the performance outcomes, skills and knowledge required
to link people, ideas and information at all stages in the project
life cycle. Project communications management ensures the timely
and appropriate generation, collection, dissemination, storage and
disposal of project information through formal structures and
processes. Application of the Competency This unit applies to an
individual who is clearly and solely responsible for the management
and leadership of a complex project, either as an employee of an
organisation or an external consultant. In the context of this unit
a complex project is defined as a project which involves: the need
for a comprehensive and multi faceted project plan the need for a
formal internal or external communications strategy a dedicated and
diverse project budget multiple administrative components multiple
operational components a wide range of stakeholders a project
operations team. The functions performed by a program manager to
manage communications within multiple projects are addressed in
BSBPMG607A Direct communications management of a project program.
Elements This Unit comprises four (4) Elements: 1 Plan
communications processes. 2 Manage project information. 3 Assess
communications management outcomes. REQUIRED SKILLS AND KNOWLEDGE
This describes the essential skills and knowledge and their level,
required for this unit. Required skills literacy skills to write
reports and communicate key issues technology skills to facilitate
effective communication organisational skills to manage information
analytical skills to review project outcomes. Required knowledge
project life cycle and the place of communications within it
project management information systems and their various
applications Diploma ARB ACPM Pty Ltd Page 24 Version 2009-01 A
Division of Planpower Pty Ltd
25. Diploma of Project Management Assessment Record Book (ARB)
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. Delegated authority means
that activities may: be conducted routinely or as changing
circumstances dictate be done independently within broad guidance
or by taking the lead of a team involve consultation with other
project members, teams and internal stakeholders involve the
selection, use and supervision of appropriate communications
management methods and tools take into account internal
organisational change and external environmental change Project
management information system is a means for communicating
knowledge about the project and provides a systematic approach to
the storing, searching and retrieval of information relevant to the
project and may include: complex computer-based systems modified
systems to cater for unique project requirements simple manual
systems Communication networks may include: client organisation and
end users formal networks informal networks organisation's
communication networks specific networks Diploma ARB ACPM Pty Ltd
Page 25 Version 2009-01 A Division of Planpower Pty Ltd
26. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG508A: MANAGE PROJECT RISK Unit Descriptor This unit describes
the performance outcomes, skills and knowledge required to manage
risk within a project to avoid adverse effects on project outcomes.
It covers determining, monitoring and controlling project risks,
and assessing risk management outcomes. Application of the
Competency This unit applies to an individual who is clearly and
solely responsible for the management and leadership of a complex
project, either as an employee of an organisation or an external
consultant. In the context of this unit a complex project is
defined as a project which involves: the need for a comprehensive
and multi faceted project plan the need for a formal internal or
external communications strategy a dedicated and diverse project
budget multiple administrative components multiple operational
components a wide range of stakeholders a project operations team.
The functions performed by a program manager to manage risk within
multiple projects are addressed in BSBPMG608A Direct risk
management of a project program.. Elements This Unit comprises
three (3) Elements: 1 Determine project risks. 2 Monitor and
control project risks. 3 Assess risk management outcomes. REQUIRED
SKILLS AND KNOWLEDGE This describes the essential skills and
knowledge and their level, required for this unit. Required skills
literacy skills to write risk management plans problem-solving
skills to control risks lateral thinking skills to identify risks
planning and organisational skills to monitor project progress
analytical skills to review project outcomes in terms of risk
management. Required knowledge risk management framework risk
management techniques, tools and approaches. Diploma ARB ACPM Pty
Ltd Page 26 Version 2009-01 A Division of Planpower Pty Ltd
27. Diploma of Project Management Assessment Record Book (ARB)
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. Risks may be: actual
likely/probable perceived potential Risk management techniques and
tools may include: calling upon personal experience and/or subject
matter experts conducting or supervising qualitative and/or
quantitative risk analysis, such as schedule simulation, decision
analysis, contingency planning and alternative strategy development
using specialist risk analysis tools to assist in the decision
making process Delegated authority refers to planning and
activities that may: be conducted routinely or as changing
circumstances dictate be done independently within broad guidance
or by taking the lead of a team involve consultation with other
project members, teams and internal stakeholders involve the
selection, use and supervision of appropriate risk management
methods, tools and techniques Risk management processes and
procedures may include: communication with stakeholders, dispute
resolution and modification procedures implementation of risk
control trigger mechanisms measurement of actual progress against
planned milestones recording and reporting of major variance
setting key milestones at significant points during the project and
at completion Recommended responses to variations may be made: in
consultation with project team members, section heads, project
manager and stakeholders independently or with higher project
authority endorsement if necessary regularly throughout the project
life cycle taking into account internal organisational change and
external environmental change Diploma ARB ACPM Pty Ltd Page 27
Version 2009-01 A Division of Planpower Pty Ltd
28. Diploma of Project Management Assessment Record Book (ARB)
BSBPMG509A: MANAGE PROJECT PROCUREMENT Unit Descriptor This unit
describes the performance outcomes, skills and knowledgerequired to
undertake procurement and contract management within projects. It
covers determining procurement requirements, establishing agreed
procurement processes, conducting contracting and procurement
activities, and managing finalisation processes. Application of the
Competency This unit applies to an individual who is clearly and
solely responsible for the management and leadership of a complex
project, either as an employee of an organisation or an external
consultant. In the context of this unit a complex project is
defined as a project which involves: the need for a comprehensive
and multi faceted project plan the need for a formal internal or
external communications strategy a dedicated and diverse project
budget multiple administrative components multiple operational
components a wide range of stakeholders a project operations team.
The functions performed by a program manager to manage procurement
within multiple projects are addressed in BSBPMG609A Direct
procurement and contracting for a project program. Elements This
Unit comprises five (5) Elements: 1 Determine procurement
requirements. 2 Establish agreed procurement processes. 3 Conduct
contracting and procurement activities. 4 Implement the contract
and/or procurement. 5 Manage contract and procurement finalisation
procedures. REQUIRED SKILLS AND KNOWLEDGE This describes the
essential skills and knowledge and their level, required for this
unit. Required skills problem-solving skills to resolve contractual
and logistic issues negotiation skills to obtain required agreement
in procurement and contracting discussions planning and
organisational skills to identify procurement and contract
requirements and to adjust and sequence these appropriately
literacy and numeracy skills to produce and work with a range of
procurement and contract documentation technology skills to use
procurement and financial management software. Required knowledge
contracts and legal obligations as they relate to project
management procurement options, procedures and documentation
relevant legislation, codes and national standards relevant.
Diploma ARB ACPM Pty Ltd Page 28 Version 2009-01 A Division of
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29. Diploma of Project Management Assessment Record Book (ARB)
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. Delegated authority refers
to planning and activities that may: be conducted routinely or as
changing circumstances dictate be done independently within broad
guidance or by taking the lead of a team involve consultation with
other project members, teams and internal stakeholders involve the
selection, use and supervision of appropriate procurement
management methods, tools and techniques take into account internal
organisational change and external environmental change Procurement
management plan identifies and outlines: how procurement
arrangements are communicated to stakeholders processes to be used
for procurement of resources process for monitoring and evaluating
procurement related to the project procurement objectives,
strategies and time lines resources to be obtained against a time
line and budget responsibilities for staff/team members
Modifications may be made: in consultation with project team
members, section heads, project manager and stakeholders
independently or with higher project authority endorsement if
necessary regularly throughout the project life cycle taking into
account internal organisational change and external environmental
change Procurement records and information may include: contract
change proposals and approvals contract discharge and asset
disposal register contract documentation contract negotiation
documentation contractor selection criteria, processes and
recommendations procurement management plan product specifications
test and acceptance procedures and documentation Diploma ARB ACPM
Pty Ltd Page 29 Version 2009-01 A Division of Planpower Pty
Ltd
30. Diploma of Project Management Assessment Record Book (ARB)
PERFORMANCE CRITERIA LOG The Performance Criteria Log that follows
is designed to assist you in compiling and tracking your evidence
for assessment. The Performance Criteria is used to specify the
level of performance required to demonstrate achievement of the
Element. The Elements are outlined under each unit description
(pages 12-28). The Performance Criteria have been grouped into
three categories: Project Initiation and Planning, Project
Execution and Project Closure. Therefore you need to provide
evidence that you have compiled during these project phases.
Products that can be used as evidence are outlined under each unit
description (pages 13-29). If the evidence contains the necessary
information as detailed, then it should meet the identified
Performance Criteria. If you are unsure about whether or not your
evidence will meet the performance criteria, contact your nearest
ACPM office or Assessor to seek assistance. Diploma ARB ACPM Pty
Ltd Page 30 Version 2009-01 A Division of Planpower Pty Ltd
31. Diploma of Project Management Assessment Record Book (ARB)
PROJECT INITIATION AND PLANNING Your Assessor Performance Criteria
Evidence Comments Ref No BSBPMG501A Integration 1.1 Identify
project stakeholders and their interests, with guidance of higher
project authority BSBPMG501A 1.2 Analyse all project management
functions with higher project authority and relevant stakeholders
to determine achievable project objectives BSBPMG501A 1.3 Develop a
project plan to integrate all project management functions to
achieve outcomes and requirements for time, cost, quality and risk
BSBPMG501A 1.4 Obtain endorsement of project plan by higher project
authority BSBPMG501A 1.5 Establish designated mechanisms to control
planned activity Scope BSBPMG502A 1.1 Develop and confirm
procedures for project authorisation with an appropriate authority
as the basis for future project management activity and the
commitment of resources and effort BSBPMG502A 1.2 Obtain
authorisation to expend resources BSBPMG502A 2.1 Identify project
objectives, deliverables, constraints, exclusions, assumptions and
principal work activities BSBPMG502A 2.2 Establish measurable
project benefits and outcomes to enable evaluation of project
performance BSBPMG502A 2.3 Establish agreement to a shared
understanding of desired project outcomes with relevant
stakeholders BSBPMG502A 2.4 Develop and implement scope management
plan Diploma ARB ACPM Pty Ltd Page 31 Version 2009-01 A Division of
Planpower Pty Ltd
32. Diploma of Project Management Assessment Record Book (ARB)
Your Assessor Performance Criteria Evidence Comments Ref No Time
Time BSBPMG503A 1.1 Determine the duration, effort, sequence and
dependencies of tasks from the scope definition as the basis for
the project schedule BSBPMG503A 1.2 Obtain input and approval for
the project schedule from stakeholders BSBPMG503A 1.3 Select and
use methods, techniques and tools, within delegated authority, to
determine preferred schedule, time management plan/s, resource
allocation and financial requirements BSBPMG503A 1.4 Obtain
agreement to the schedule from relevant project authority and
communicate this agreement to stakeholders to provide the basis for
measurement of progress Costs BSBPMG504A 1.1 Determine resource
requirements for individual tasks, with input from stakeholders and
guidance of others BSBPMG504A 1.2 Estimate project costs to enable
budgets to be developed and implement agreed cost management
processes BSBPMG504A 1.3 Develop and implement a cost management
plan, within delegated authority, to ensure clarity of
understanding and ongoing management of project finances Quality
BSBPMG505A 1.1 Determine quality objectives, standards and levels,
with input from stakeholders and guidance of a higher project
authority, to establish the basis for quality outcomes and a
quality management plan BSBPMG505A 1.2 Select and use established
quality management methods, techniques and tools to determine
preferred mix of quality, capability, cost and time BSBPMG505A 1.3
Identify quality criteria, obtain agreement from a higher project
authority and communicate to stakeholders, to ensure clarity of
understanding and achievement of quality and overall project
objectives BSBPMG505A 1.4 Include agreed quality requirements in
the project plan and implement as basis for performance measurement
Diploma ARB ACPM Pty Ltd Page 32 Version 2009-01 A Division of
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33. Diploma of Project Management Assessment Record Book (ARB)
Your Assessor Performance Criteria Evidence Comments Ref No HR
Human Resources BSBPMG506A 1.1 Identify project stakeholders and
verify their expectations in order to quantify project outcomes
BSBPMG506A 1.2 Determine resource requirements for individual
tasks, with input from stakeholders and guidance from a higher
project authority, to determine project staffing levels and
required competencies BSBPMG506A 1.3 Establish project organisation
and structure to align individual and group competencies with
project tasks BSBPMG506A 1.4 Allocate staff to the project with the
approval of a higher project authority, to meet work requirements
throughout the project life cycle BSBPMG506A 1.5 Develop and use
HRM methods, techniques and tools to implement procedures and plans
to ensure clarity of understanding and ongoing HRM Communications
BSBPMG507A 1.1 Identify, document and analyse information
requirements, with input from stakeholders and guidance from a
higher project authority, as the basis for communications planning
BSBPMG507A 1.2 Develop, within delegated authority , an agreed
communications management plan to ensure clarity of understanding
and achievement of project objectives throughout the project life
cycle BSBPMG507A 1.3 Establish and maintain designated project
management information system (PMIS) to ensure the quality,
validity, timeliness and integrity of information and communication
Risks BSBPMG508A 1.1 Identify, document and analyse risks, in
consultation with stakeholders and higher project authority, as the
basis for risk planning BSBPMG508A 1.2 Use established risk
management techniques and tools, within delegated authority, to
analyse risks, assess options and recommend preferred risk
approaches BSBPMG508A 1.3 Develop risk management plans, secure
agreement of stakeholders and communicate plans to ensure clarity
of understanding and ongoing management of risk factors BSBPMG508A
1.4 Establish designated risk management processes and procedures
to enable effective management and communication of risk events,
responses and results Diploma ARB ACPM Pty Ltd Page 33 Version
2009-01 A Division of Planpower Pty Ltd
34. Diploma of Project Management Assessment Record Book (ARB)
Your Assessor Performance Criteria Evidence Comments Ref No
Procurement BSBPMG509A 1.1 Identify procurement requirements with
input from stakeholders as the basis for procurement planning and
contracts BSBPMG509A 1.2 Establish and maintain, within delegated
authority, an agreed procurement management plan and strategies to
ensure clarity of understanding between stakeholders and
achievement of project objectives Procurement BSBPMG509A 2.1 Obtain
information from established sources capable of fulfilling
procurement requirements to determine how project objectives can be
met BSBPMG509A 2.2 Adopt established selection processes and
selection criteria, including occupational health and safety (OHS)
requirements, and communicate to stakeholders and prospective
contractors or suppliers to ensure fair competition BSBPMG509A 2.3
Obtain approvals for procurement processes to be used for the
project from higher project authority to enable formal discussions
to be conducted BSBPMG509A 3.1 Communicate agreed proposals and/or
specifications to prospective contractors or suppliers to ensure
clarity of understanding of project objectives BSBPMG509A 3.2
Evaluate responses and select preferred contractors or suppliers in
accordance with current legal requirements and agreed selection
processes BSBPMG509A 3.3 Conduct negotiations with preferred
contractor or supplier, with guidance of higher project authority
if necessary, to agree on contract terms and conditions, establish
common goals and minimise uncertainty Diploma ARB ACPM Pty Ltd Page
34 Version 2009-01 A Division of Planpower Pty Ltd
35. Diploma of Project Management Assessment Record Book (ARB)
PROJECT EXECUTION Your Assessor Performance Criteria Evidence
Comments Ref No Integration BSBPMG501A 2.1 Manage the project
within an established internal working environment to ensure work
is conducted effectively throughout the project BSBPMG501A 2.2
Maintain established links to align project objectives with
organisation objectives throughout the project life cycle
BSBPMG501A 2.3 Seek assistance, where necessary, from higher
project authority to resolve conflicts which may negatively affect
project objectives BSBPMG501A 3.1 Ensure agreed project phases,
approval points and review points occur BSBPMG501A 3.2 Report
progress against established project baselines to measure
performance throughout the project life cycle Scope BSBPMG502A 3.1
Implement agreed scope management procedures and processes
BSBPMG502A 3.2 Manage the impact of scope changes within
established time, cost and quality constraints according to change
control procedures and to meet project objectives Time BSBPMG503A
2.1 Implement mechanisms to measure, record and report progress of
activities in relation to the agreed schedule and plans BSBPMG503A
2.2 Conduct ongoing analysis of options to identify variances and
to forecast the impact of changes to the schedule BSBPMG503A 2.3
Review progress throughout the project life cycle and implement
agreed schedule changes to ensure consistency with changing scope,
objectives and constraints related to time and resource
availability BSBPMG503A 2.4 Develop responses to perceived,
potential or actual schedule changes, ensure agreement by a higher
project authority, and implement to maintain project objectives
Diploma ARB ACPM Pty Ltd Page 35 Version 2009-01 A Division of
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36. Diploma of Project Management Assessment Record Book (ARB)
Your Assessor Performance Criteria Evidence Comments Ref No Costs
Costs BSBPMG504A 2.1 Implement agreed financial management
processes and procedures to monitor actual expenditure and to
control costs BSBPMG504A 2.2 Select and use cost analysis methods
and tools to identify cost variations, evaluate options and
recommend actions to a higher project authority BSBPMG504A 2.3
Implement, monitor and modify agreed actions to maintain financial
and overall project objectives throughout the project lifecycle
Quality BSBPMG505A 2.1 Measure and document results of project
activities and product performance throughout the project life
cycle to determine compliance with agreed quality standards
BSBPMG505A 2.2 Identify causes of unsatisfactory results, in
consultation with client, and recommend appropriate actions to a
higher project authority to enable continuous improvement in
quality outcomes BSBPMG505A 2.3 Conduct inspections of quality
processes and quality control results to determine compliance of
quality standards to overall quality objectives BSBPMG505A 2.4
Maintain a quality management system to enable effective recording
and communication of quality issues and outcomes to a higher
project authority and stakeholders BSBPMG505A 3.1 Review processes
and implement agreed changes continually throughout the project
life cycle to ensure continuous quality improvement Diploma ARB
ACPM Pty Ltd Page 36 Version 2009-01 A Division of Planpower Pty
Ltd
37. Diploma of Project Management Assessment Record Book (ARB)
Your Assessor Performance Criteria Evidence Comments Ref No Human
Resources BSBPMG506A 2.1 Communicate designated staff
responsibilities, authority and individual performance measurement
criteria to the project team and other relevant stakeholders, to
ensure clarity of understanding of the work and to provide a basis
for ongoing assessment BSBPMG506A 2.2 Identify, plan and implement
ongoing development and training of project team members to achieve
HRM and overall project objectives, with agreement of a higher
project authority BSBPMG506A 2.3 Measure individuals' performance
against agreed criteria and initiate actions to overcome shortfalls
in performance and to encourage career progression BSBPMG506A 3.1
Implement processes to promote continuous improvement of staff, and
take actions to improve staff and overall project effectiveness
BSBPMG506A 3.2 Monitor and report internal and external influences
on individual and project team member performance and morale to a
higher project authority, if necessary, for remedial action
BSBPMG506A 3.3 Implement established procedures for interpersonal
communication, counselling and conflict resolution to maintain a
positive working environment BSBPMG506A 3.4 Continually review
stakeholder expectations to resolve expectation variance and to
ensure project is on track to deliver expected outcomes BSBPMG506A
3.5 Identify and manage inter-project and intra-project conflict to
minimise impact on achievement of project objectives Diploma ARB
ACPM Pty Ltd Page 37 Version 2009-01 A Division of Planpower Pty
Ltd
38. Diploma of Project Management Assessment Record Book (ARB)
Your Assessor Performance Criteria Evidence Comments Ref No
Communications BSBPMG507A 2.1 Manage the generation, gathering,
storage, retrieval, analysis and dissemination of information by
project staff and stakeholders within established systems and
procedures to aid decision making processes throughout the project
life cycle BSBPMG507A 2.2 Implement, modify, monitor and control
designated information validation processes to optimise quality and
accuracy of data BSBPMG507A 2.3 Implement and maintain agreed
communication networks between project staff, client and other
stakeholders to ensure effective communications at appropriate
levels throughout the project life cycle BSBPMG507A 2.4 Identify
communication and information management system problems and report
them to a higher project authority Risk BSBPMG508A 2.1 Manage
project in accordance with established project and risk management
plans to ensure a common approach to the achievement of objectives
BSBPMG508A 2.2 Monitor progress against project plans to identify
variances and recommend responses to a higher project authority for
remedial action BSBPMG508A 2.3 Implement agreed risk responses and
modify plans to reflect changing project objectives in an
environment of uncertainty BSBPMG509A Procurement 4.1 Implement
established procurement management plan and make modifications with
higher project authority approval, to ensure a common approach to
achievement of objectives BSBPMG509A 4.2 Review progress and manage
agreed changes to ensure timely completion of tasks, resolution of
conflicts and achievement of project objectives within the legal
framework of the contract BSBPMG509A 4.3 Identify and report
procurement management problems to higher project authority and
implement agreed remedial actions to ensure project objectives are
met Diploma ARB ACPM Pty Ltd Page 38 Version 2009-01 A Division of
Planpower Pty Ltd
39. Diploma of Project Management Assessment Record Book (ARB)
Diploma ARB ACPM Pty Ltd Page 39 Version 2009-01 A Division of
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40. Diploma of Project Management Assessment Record Book (ARB)
PROJECT CLOSURE Your Assessor Performance Criteria Evidence
Comments Ref No Integration BSBPMG501A 3.3 Implement established
finalisation plans, procedures and activities BSBPMG501A 3.4
Identify and document integration management issues and recommended
improvements, and pass on to higher project authority for
application to futu