This GAPPS framework includes six Units of Competency.

X.2    They describe what is done by individuals in the workplace but do not prescribe how the work is done.

X.3    This GAPPS framework includes a total of 24 Elements of Competency.

X.Y.2 Performance criteriadescribe observable results and/or actions in the workplace from which competent performance can be inferred.

X.Y.3 Performance criteria are written using the passive voice to facilitate evaluation of evidence during assessment.

X.Y.4 This GAPPS framework includes 79 Performance Criteria.

b.   Explanatory statements may provide clarification and a general guide for the scope and context in which an individual is expected to perform by describing a range of situations or conditions that may apply

c.   The explanatory statements provide guidance for both Assessors and for the individuals being assessed.

c.   Explanatory statements are provided the first time each term is used in a unit. Although additional explanations may be included if required to clarify the context of a criteria

(optional for Project Controller)

It includes the Performance Criteria required to demonstrate competency in how the project controls work, within an organisation/project and within a governance framework.     

1.2    Work within governance framework.

1.1.2  Established budget for projectcontrol function is confirmed

1.1.3  Understanding of project control organization structure is demonstrated.

1.1.4  Limits of personal expertise are acknowledged.

1.1.5  Roles and responsibilities are confirmed.

1.1.6  Operating processes and procedures are identified.

1.1.7  Control requirements of relevant stakeholders are understood.

Budget may be in terms of time, cost and/or resources.  Note that this is the budget for the control function for the project.  The budget may be provided or may be negotiated by the Project Controls Manager.

Project control organization structures will vary according to project type, size and complexity. Controls include a wide range of specializations.

Acknowledgement ofpersonal expertise is an important element in determining additional controls assistance and expertise that may be required.

Roles and responsibilities will include reporting relationships and authority levels.

Confirmed may include negotiation to deal with variations in expertise.

Operating processes and procedures are those relevant to the project and the controls function.  They may be those of the parent organization, joint venture or alliance partners, contractors and any other relevant parties.

Control requirementsmay include interpretation and treatment of baselines and change requests.

Stakeholders include individuals and organisations whose interests may be affected by the project, or whose actions may have an effect on some aspect of the project. Stakeholders may include project proponents, sponsors, clients, customers, contractors, collaborators, contributors, champions, constituent project managers, project team members, project support staff, subcontractors, suppliers, media representatives, and the general public. Stakeholders may be internal to or external from the sponsoring organisation.

The relevance of a stakeholder may be affected by the impact on the stakeholder, or by the stakeholder’s impact on the project, and by cultural or ethical considerations. Different stakeholders are relevant in different situations. Relevant stakeholders will include contractors and the control requirement including process and submissions required from them.

1.2.2   Informationrequired to control the project is defined, agreed and reviewed

1.2.3  Prescribed Signing and approval authorities are fully understood and applied. Approval processes and authorities are confirmed and applied.

Control requirementsinclude approval, monitoring and reporting processes and may include or be affected by level of project complexity, form of contract, commercial and regulatory requirements etc.  They may include tolerances, measures etc.

Breadth and depth ofinformationgathered should be limited to the minimum required to satisfy stakeholder control requirements.  Information requirements should bereviewed at key stages of the project life cycle to ensure they remain fit for purpose

It includes the Performance Criteria required to demonstrate competency in how to establish monitoring processes, develop coding structures, utilize information management systems and apply measurement approaches.     

2.2    Develop coding structures

2.3    Utilize information management systems

2.4    Apply measurement approaches

2.1.2  Report content, formats and frequencies are determined.

2.1.3  Sources of data are identified.

2.1.4  Responsibilities for information provision, monitoring and controlare defined and accepted.

Sources of datashould be transparent and traceable.  They may include any of the parties involved in the project such as project team / functions principal sub-contractors and supply chain, customer, and any data systems used by these parties.

Regular and other meetings required for information provision, monitoring and control such as board meetings should be scheduled and included in the communication plan in order to coordinate and facilitate the flow of information.  The Project Manager should include this in the communication plan.

2.2.2  Compatibility with organizational accounting and data reporting requirementsis maintained.

2.3.2  A data repository is established.

2.3.3  Agreed data integrity and security principles are applied.

2.4.2  Compliance withapplicable industry standards is ensured.

2.4.3  Measurement criteria are established.

Stakeholdersinclude individuals and organisations whose interests may be affected by the project, or whose actions may have an effect on some aspect of the project. Stakeholders may include project proponents, sponsors, clients, customers, contractors, collaborators, contributors, champions, constituent project managers, project team members, project support staff, subcontractors, suppliers, media representatives, and the general public. Stakeholders may be internal to or external from the sponsoring organisation.

The relevanceof a stakeholder may be affected by the impact on the stakeholder, or by the stakeholder’s impact on the project, and by cultural or ethical considerations. Different stakeholders are relevant in different situations.

Applicable industry standards include local and national regulations.  The same information may need to be provided in different ways to satisfy different requirements.

Measurement criteria would be developed as a basis for monitoring. They would be specific to each project. They may include quality, efficiency, stakeholder expectations and acceptance criteria. This may be an iterative process to ensure satisfaction of all relevant parties

It includes the Performance Criteria required to demonstrate competency in defining packages of work, establishing, validating and integrating baselines and communicating with other functions.

In the context of project controls, a baseline is an approved start point used

as a basis for performance measurement

3.2    Define executable packages of work

3.3    Establish the baseline

3.4    Communicate with other functions

3.5    Support validation of the baseline

3.1.2  Assumptions and constraints are documented.

High level deliverables and requirements would be provided by the Project Manager. Input for refinement of deliverables and requirements may be obtained from participating specialists.

Overall project or phase refers to [“overall project or phase” may best be dealt with in an overall statement.]

Assumptions and constraints made in developing baselines must be documented.

3.2.2  Responsibilities for work packagesare identified.

3.3.2  Sources of dataare identified.

3.3.3  Input is sought from other functions.

3.3.4  Scope, cost, schedule, risk and quality baselines are integrated.

Resource requirements may include staffing, material, funding, machinery, time, equipment, supplies

Input may include confirmation of resource availability, scope, cost, timing, regulatory, environmental, political, economic, contractual and other implications and do-ability review

Other functions may include design, engineering, procurement, construction, human resources, finance, commercial, operations and the like.

Development of scope, cost, schedule, risk and quality baselines may be the responsibility of separate specialists. Procurement, operational, environmental, communication, resource and other baselines may be included.

3.4.2  Responsibilities for information provision are defined and accepted.

3.4.3   Baseline information is provided as an input to other functions.

3.4.4  Information on quality and availability of potential resources is provided.

As above

3.5.2  Alignment with declared strategy is maintained.

3.5.3  Independent expert reviewis sought.

3.5.4   Supporting artefacts are provided

Independent Expert reviewmay include peer review or be provided by specialists independent from the project, internal or external.

Artefacts may include but is not limited to written, printed or electronic documents, digitised matter, drawings, models, or photographs that provide information or evidence or that serve as an official record.

It includes the Performance Criteria required to demonstrate competency in how to support the project applying control processes, gathering and analysing data and information, providing reports, recommending corrective actions and supporting the implementation of corrective action.     

4.2    Ensure information quality

4.3    Analyse comparative data

4.4    Implement agreed reporting structures

4.5    Recommend corrective action

4.6    Support implementation of corrective action

4.1.2  Impacts of change are analysed.

4.1.3  Approved changes are incorporated into the baseline andrelevantdocuments

Change is a positive or negative deviation from baseline and can be as a result of a scope change, inefficiencies, external influences, safety issues etc.

Approved changesshould only result in a change to the baseline if this is in accordance with the governance framework.  

4.2.2  Information is questioned for meaning, validity and reliability.

4.2.3  Information is stored, maintained, updated and utilized

4.3.2  Performance forecasts are conducted.

4.4.2  Applicableregulatory and commercial control requirementsare supported.

4.4.3  Information is collated to validate submissions.

Commercial control requirements will be defined by the contract or other applicable form of engagement.

Submissionsmay be from contractors, suppliers, vendors, service providers, consultants or to customers, clients or other stakeholders and may include claims, bids / tenders, product reviews, invoices, reports, updated schedules etc.

4.5.2  Viable options are identified.

4.5.3  Selectedresponse options are documented and proposed

Viability is established by way of expert judgement or a qualitative assessment, or by quantitative analysis.

Response options may include but is not limited to requests for further information / detail, engagement of other experts, coaching and mentoring, updating of systems, re-planning, or stopping depending on the particular challenge. Impact analysis may be undertaken in developing options.

4.6.2  Relevant documents are updated to reflect the impacts of action approved for implementation.

4.6.3  Adjustments to systems, policies, and procedures are documented, proposed, approved by relevant stakeholders and tracked to resolution.

4.6.4  Impacts of implemented corrective actions are monitored, captured and reported.

Adjustmentsmay be highlighted by insights from, for example; reviews, system failures and gaps, benchmarking.

Resolutionmay include updated or changed systems, processes, policies and procedures but may be finalised by non-acceptance.  Where possible official sign-off should be obtained.

Impacts may be positive or negative.

It includes the Performance Criteria required to demonstrate competency in applying values and ethics in a professional manner, achieving effective working relationships and continuing development of performance.     

5.2    Maintain effective working relationships

5.3    Ensure continued personal and professional performance

5.1.2  Behavioursreflect accepted ethics and values

5.1.3  Sensitivity to local cultural values, ethics and practices is demonstrated.

Behaviours may be agreed at organisational, project or team level.

Sensitivity includes accommodation of differing values, ethics and practices of communities, suppliers, workforce, political context and the like.

5.2.2  The priorities, expectations and needs of colleagues are understood and considered when making decisions and taking actions.

5.2.3  Issues are resolved in a constructive manner.

5.2.4  Communications are conducted in accordance with the approved communication plan.

5.2.5  People are treated with respect.

Communications may include content required, method used (e.g., electronic, phone, meeting), geographical dispersion, protocols, cultural differences, and confidentiality requirements. They may be documented formally or informally and may be included in other project documentation.

Respect may include consideration of cultural differences, sensitivity of information shared etc.

5.3.2  Personal performance is evaluated and reviewed against an agreed performance contract

A performance contractis the formal or informal agreement between an individual and their employer concerning expectations of their performance in their role.

It is an optional unit as a specialist controls person may not be managing a team. It includes the Performance Criteria required to demonstrate competency in how to allocate work, support and develop the team.     

6.2    Agree objectives with team and individuals

6.3    Develop the skills of team members

6.4    Build an environment of confidence and trust within the control team

6.1.2  Work is assigned and agreed.

6.2.2  Team objectives are mutually developed, understood and agreed.

6.2.3  Individual and team performance is monitored and feedback provided.

6.4.2  Open discussion is encouraged and facilitated

6.4.3  Differences are managed constructively.

6.4.4  Issues and concerns are attended to in a timely manner.

6.4.5  Interpersonal and leadership styles are chosen and applied based on the circumstances.

6.4.6  Personal commitments are realistic and honoured.

6.4.7  An independent and objective perspective is maintained.

• setting the overall governance and policy framework for controls including roles and responsibilities, reporting and operating structures, assurance processes, tools, compliance and continuous improvement;
• monitoring performance of the overall project, program or portfolio to identify systemic and cumulative risk,
•  intervening to maintain strategic alignment;
• developing and sustaining organisational controls capability;
• embodying desired values, behaviours and ethics.

• an interdisciplinary understanding of the business context,
• credibility that enables engagement with and influence of stakeholders,
• intuitive insight into control functions
• maintain confidentiality

Typical role titles:

Head of Project Controls

Controls Director

Within strategy, governance and policy framework

• implementing policy, developing project specific procedures and making tactical level decisions
• evaluating risks and dependencies within the project and applying appropriate control approaches
• gathering and making sense of data, monitoring and reporting on performance
• recommending decisions, approaches and response options
• managing and developing control teams
• resolving conflicts as required

• an interdisciplinary understanding of the controls function
• interpersonal, influencing, delegating and negotiation skills that enable coordination and timely elicitation of performance data
• ability to understand the full extent of the project / program
• an appreciation of systems architecture and tools
• analytical ability
• maintain confidentiality
• Typical role titles:

Controls Manager

Project Controls Manager

Controls Executive Officer

Baseline Manager

Integrative Baseline Manager

Project Controller

• providing expertise including production, collection, collation, dissemination, synthesis, analysis and meaningful interpretation and administration of data and information
• providing timely insights, advice and contributions in areas of discipline expertise
• interfacing effectively with other project disciplines and functions

• technical / sub discipline expertise
• accuracy and proactive ability to obtain information and apply judgement
• understanding of their role within the overall controls function
• ability to identify and communicate pertinent information
• maintain confidentiality

Typical role titles:

Planning / Cost Engineer

Scheduler

Quality Controller/ Quality Controls Manager

Estimator

Risk Controller / Risk Manager

Cost Controller

Cost Schedule Analyst

Cost Account Manager