6. Units of Competency

Revision for “6. Units of Competency” created on May 24, 2018 @ 14:41:10

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6. Units of Competency
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The table below provides a summary of the Units of Competency while the table on the following page provides an overview of the Units, Elements, and Performance Criteria. Details for all, plus the Range Statements, are provided on the following pages. &nbsp; Units 1-5 are applicable to Global Level 1 project managers while Units 1-6 are applicable to Global Level 2 project managers. Although the Performance Criteria are the same for both levels, the context in which that performance must be demonstrated is different as defined by the level of the project using the CIFTER. &nbsp; <table style="width: 603px;" border="1" width="603"> <thead> <tr> <td width="52">Unit No.</td> <td width="103">Unit Title</td> <td width="448">Unit Descriptor</td> </tr> </thead> <tbody> <tr> <td width="52">PM01</td> <td width="103">Manage Stakeholder Relationships</td> <td width="448">This Unit defines the Elements required to manage stakeholder relationships during a project. It includes the Performance Criteria required to demonstrate competence in ensuring the timely and appropriate involvement of key individuals, organisations, and groups throughout the project.</td> </tr> <tr> <td width="52">PM02</td> <td width="103">Manage Development of the Plan for the Project</td> <td width="448">This Unit defines the Elements required to manage development of the plan for the project. It includes the Performance Criteria required to demonstrate competence in determining how to realise the project in an efficient and effective manner.</td> </tr> <tr> <td width="52">PM03</td> <td width="103">Manage Project Progress</td> <td width="448">This Unit defines the Elements required to manage project progress. It includes the Performance Criteria required to demonstrate competence in ensuring that the project is moving constructively toward delivery of the product of the project and in support of the agreed project outcomes.</td> </tr> <tr> <td width="52">PM04</td> <td width="103">Manage Product Acceptance</td> <td width="448">This Unit defines the Elements required to ensure that the product, service, or result of the project will be accepted by relevant stakeholders. It includes the Performance Criteria required to demonstrate competence in ensuring that the product of the project is defined, agreed, communicated, and accepted.</td> </tr> <tr> <td width="52">PM05</td> <td width="103">Manage Project Transitions</td> <td width="448">This Unit defines the Elements required to manage project transitions. It includes the Performance Criteria required to demonstrate competence in getting the project underway, in moving from one project phase to the next, and in closing the project down at its conclusion.</td> </tr> <tr> <td width="52">PM06</td> <td width="103">Evaluate and Improve Project Performance</td> <td width="448">This Unit defines the Elements required to evaluate and improve project performance. It includes the Performance Criteria required to demonstrate competence in ensuring that opportunities for improvement are applied on this project and made available for future projects.</td> </tr> </tbody> </table> &nbsp; <strong> </strong> Summary of Units, Elements, and Performance Criteria &nbsp; <table border="1"> <tbody> <tr> <td width="76"><strong>Units</strong></td> <td width="123"><strong>Elements</strong></td> <td width="406"><strong>Performance Criteria</strong></td> </tr> <tr> <td rowspan="4" width="76">Manage Stakeholder Relationships</td> <td width="123">1.1   Ensure that stakeholder interests are identified and addressed.</td> <td width="406">1.1.1  Relevant stakeholders are determined. 1.1.2  Stakeholder interests are investigated and documented. 1.1.3  Stakeholder interests are considered when making project decisions. 1.1.4  Actions to address differing interests are implemented.</td> </tr> <tr> <td width="123">1.2   Promote effective individual and team performance.</td> <td width="406">1.2.1  Interpersonal skills are applied to encourage individuals and teams to perform effectively. 1.2.2  Individual project roles are defined, documented, communicated, assigned, and agreed to. 1.2.3  Individual and team behavioural expectations are established. 1.2.4  Individual and team performance is monitored and feedback provided. 1.2.5  Individual development needs and opportunities are recognised and addressed.</td> </tr> <tr> <td width="123">1.3   Manage stakeholder communications.</td> <td width="406">1.3.1  Communication needs of stakeholders are identified and documented. 1.3.2  Communication method, content, and timing is agreed to by relevant stakeholders. 1.3.3  Information is communicated as planned, and variances are identified and addressed.</td> </tr> <tr> <td width="123">1.4   Facilitate external stakeholder participation.</td> <td width="406">1.4.1  External stakeholder participation is planned, documented, and communicated. 1.4.2  External stakeholder participation is supported as planned, and variances are addressed.</td> </tr> <tr> <td rowspan="5" width="76">Manage Development of the Plan for the Project</td> <td width="123">2.1   Define the work of the project.</td> <td width="406">2.1.1  A shared understanding of desired project outcomes is agreed to with relevant stakeholders. 2.1.2  Processes and procedures to support the management of the project are identified, documented, and communicated to relevant stakeholders. 2.1.3  Work-items required to accomplish the product of the project are determined. 2.1.4  The work-items and completion criteria are agreed to by relevant stakeholders. 2.1.5  Assumptions, constraints, and exclusions are identified and documented. 2.1.6  Relevant knowledge gained from prior projects is incorporated into the plan for the project where feasible.</td> </tr> <tr> <td width="123">2.2   Ensure the plan for the project reflects relevant legal requirements.</td> <td width="406">2.2.1  Relevant legal requirements are identified, documented, and communicated to relevant stakeholders. 2.2.2  Potential for conflicts caused by legal requirements are identified and addressed in the plan for the project.</td> </tr> <tr> <td width="123">2.3   Document risks and risk responses for the project.</td> <td width="406">2.3.1  Risks are identified in consultation with relevant stakeholders. 2.3.2  Risk analysis techniques are used to evaluate risks and then prioritise them for further analysis and response planning. 2.3.3  Responses to risks are identified and agreed to by relevant stakeholders.</td> </tr> <tr> <td width="123">2.4   Confirm project success criteria.</td> <td width="406">2.4.1  Measurable project success criteria are identified and documented. 2.4.2  Project success criteria are agreed to by relevant stakeholders.</td> </tr> <tr> <td width="123">2.5   Develop and integrate project baselines.</td> <td width="406">2.5.1  Resource requirements are determined. 2.5.2  Schedule is developed based on resource requirements, resource availability, and required sequence of work-items. 2.5.3  Budget is developed based on resource requirements. 2.5.4  Conflicts and inconsistencies in the plan for the project are addressed. 2.5.5  The plan for the project is approved by authorised stakeholders and communicated to relevant stakeholders.</td> </tr> <tr> <td rowspan="3" width="76">Manage Project Progress</td> <td width="123">3.1   Monitor, evaluate, and control project performance.</td> <td width="406">3.1.1  Performance of the project is measured, recorded, evaluated, and reported against the project baselines. 3.1.2  Processes and procedures are monitored and variances addressed. 3.1.3  Completed work-items are reviewed to ensure that agreed completion criteria were met. 3.1.4  Corrective action is taken as needed in support of meeting project success criteria.</td> </tr> <tr> <td width="123">3.2   Monitor risks to the project.</td> <td width="406">3.2.1  Identified risks are monitored. 3.2.2  Changes to the external environment are observed for impact to the project. 3.2.3  Applicable legal requirements are monitored for breaches and conflicts. 3.2.4  Actions are taken as needed.</td> </tr> <tr> <td width="123">3.3   Reflect on practice.</td> <td width="406">3.3.1  Feedback on personal performance is sought from relevant stakeholders and addressed. 3.3.2  Lessons learned are identified and documented.</td> </tr> <tr> <td rowspan="3" width="76">Manage Product Acceptance</td> <td width="123">4.1   Ensure that the product of the project is defined.</td> <td width="406">4.1.1  Desired characteristics of the product of the project are identified in consultation with relevant stakeholders. 4.1.2  Characteristics of the product of the project are documented and agreed to by relevant stakeholders.</td> </tr> <tr> <td width="123">4.2   Ensure that changes to the product of the project are monitored and controlled.</td> <td width="406">4.2.1  Variances from agreed product characteristics are identified and addressed. 4.2.2  Requests for changes to the product of the project are documented, evaluated, and addressed in accordance with the change control processes for the project. 4.2.3  Approved product changes are implemented.</td> </tr> <tr> <td width="123">4.3   Secure acceptance of the product of the project.</td> <td width="406">4.3.1  The product of the project is evaluated against the latest agreed characteristics and variances addressed where necessary. 4.3.2  The product of the project is transferred to identified stakeholders and accepted.</td> </tr> <tr> <td rowspan="3" width="76">Manage Project Transitions</td> <td width="123">5.1   Manage project start-up.</td> <td width="406">5.1.1  Authorisation to expend resources is obtained from the appropriate stakeholders. 5.1.2  Start-up activities are planned and conducted.</td> </tr> <tr> <td width="123">5.2   Manage transition between project phases.</td> <td width="406">5.2.1  Acceptance of the outputs of a prior phase is obtained from the relevant stakeholders. 5.2.2  Authorisation to begin work on a subsequent phase is obtained from the appropriate stakeholders. 5.2.3  Transition activities are planned and conducted.</td> </tr> <tr> <td width="123">5.3   Manage project closure.</td> <td width="406">5.3.1  Closure activities are planned and conducted. 5.3.2  Project records are finalised, signed off, and stored in compliance with processes and procedures.</td> </tr> <tr> <td rowspan="3" width="76">Evaluate and Improve Project Performance</td> <td width="123">6.1   Develop a plan for project evaluation.</td> <td width="406">6.1.1  Purpose, focus, and criteria of evaluation are determined. 6.1.2  Relevant evaluation techniques are determined.</td> </tr> <tr> <td width="123">6.2   Evaluate the project in accordance with plan.</td> <td width="406">6.2.1  Performance data is collected and analysed in accordance with the evaluation plan. 6.2.2  Evaluation process engages relevant stakeholders.</td> </tr> <tr> <td width="123">6.3   Capture and apply learning.</td> <td width="406">6.3.1  Knowledge sharing and skill transfer is encouraged among relevant stakeholders. 6.3.2  Results of evaluations are documented and made available for organisational learning. 6.3.3  Potential improvements are identified, documented and communicated to relevant stakeholders. 6.3.4  Improvements agreed for this project are applied.</td> </tr> </tbody> </table> &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td width="605">PM01                 Manage Stakeholder Relationships</td> </tr> <tr> <td width="605"><strong>Unit Descriptor</strong>      This Unit defines the Elements required to manage stakeholder relationships during a project. It includes the Performance Criteria required to demonstrate competence in ensuring the timely and appropriate involvement of key individuals, organisations, and groups throughout the project. <strong>Application is for the Global Level 1 Role and the Global Level 2 Role as described in Section 3.</strong></td> </tr> </tbody> </table> &nbsp; <table style="width: 604px;" border="1" width="604"> <tbody> <tr> <td width="604">PM01      Elements</td> </tr> <tr> <td width="604">1.1    Ensure that stakeholder interests are identified and addressed. 1.2    Promote effective individual and team performance. 1.3    Manage stakeholder communications. 1.4    Facilitate external stakeholder participation.</td> </tr> </tbody> </table> &nbsp; <table style="width: 605px;" border="1" width="605"> <tbody> <tr> <td colspan="2" width="605">PM01      Element 1</td> </tr> <tr> <td colspan="2" width="605">1.1    <strong>Ensure</strong> that <strong>stakeholder</strong> <strong>interests</strong> are identified and <strong>addressed</strong>.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">1.1.1 <strong>Relevant</strong> <strong>stakeholders</strong> are determined. 1.1.2 <strong>Stakeholder interests</strong> are investigated and documented. 1.1.3 <strong>Stakeholder</strong> <strong>interests</strong> are <strong>considered</strong> when making project decisions. 1.1.4 <strong>Actions</strong> to <strong>address</strong> differing interests are implemented.</td> <td width="350">a.   <strong>Ensuring</strong> may include performing, supervising, or directing. b.   <strong>Stakeholders</strong> include those whose interests are affected by the project. This may include team members, clients, sponsors, internal and external parties, decision makers, and others. c.    <strong>Interests</strong> may include needs, wants, expectations, or requirements. Interests may be stated or implied. Interests may be related to the product of the project or to how the activities of the project are conducted. d.   <strong>Addressed </strong>includes acceptance as is, acceptance with modification, or rejection. Interests may be addressed without being satisfied. e.    The <strong>relevance</strong> of a stakeholder may be affected by the impact of the project on the stakeholder, by the impact of the stakeholder on the project, and by cultural or ethical considerations. Different stakeholders are relevant in different situations. f.    <strong>Consideration</strong> of interests should be done in an ethical manner. g.   <strong>Actions</strong> may include problem solving, negotiating, accommodating, compromising, collaborating, or cooperating.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM01      Element 2</td> </tr> <tr> <td colspan="2" width="605">1.2    Promote effective individual and team performance.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">1.2.1 <strong>Interpersonal skills</strong> are applied to encourage individuals and teams to perform effectively. 1.2.2 Individual project<strong> roles</strong> are defined, documented, communicated, assigned, and agreed to. 1.2.3 Individual and team <strong>behavioural expectations</strong> are established. 1.2.4 Individual and team performance is <strong>monitored</strong> and <strong>feedback</strong> provided. 1.2.5 <strong>Individual development needs </strong>and<strong> opportunities</strong> are recognised and <strong>addressed</strong>.</td> <td width="350">a.     <strong>Interpersonal skills</strong> may include leadership skills, verbal and non-verbal communication skills, decision making, dealing with emotions and stress, conflict management, trust building, negotiating, demonstrating sensitivity to diversity issues, and modelling desired behaviour. The application of interpersonal skills may be influenced by the phase of the project life-cycle. b.     <strong>Roles</strong> may encompass responsibilities, accountabilities, authorities, reporting arrangements, and other required aspects of work performance. c.     <strong>Behavioural expectations</strong> may include responding to conflict; dealing with differences in skill, background, culture, or other personal characteristics of individuals involved with the project; and may be influenced by the phase of the project life-cycle. d.     <strong>Monitoring</strong> in the project context will generally require paying special attention to potential causes or sources of interpersonal conflict. e.     <strong>Feedback</strong> may be positive or negative and may include follow up activities. f.      <strong>Individual development</strong> involves enhancing individual skills.<strong> Needs</strong> are for skills directly related to the work of the project.<strong> Opportunities </strong>are for skills that benefit the individual or the organisation. Development may be provided in formal or informal contexts. g.     Needs and opportunities may be <strong>addressed</strong> without being satisfied.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM01      Element 3</td> </tr> <tr> <td colspan="2" width="605">1.3    Manage <strong>stakeholder</strong> communications.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">1.3.1 <strong>Communication needs</strong> of <strong>stakeholders</strong> are identified and documented. 1.3.2 Communication method, content, and timing is agreed to by <strong>relevant stakeholders</strong>. 1.3.3 Information is communicated as planned, and <strong>variances</strong> are identified and <strong>addressed</strong>.</td> <td width="350">a.     <strong>Communication needs</strong> 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. b.     <strong>Variances </strong>may include missing reports, incorrect or misleading content, and late distribution. Communications that fail to satisfy the stakeholders’ needs may also be considered variances. Minor variances may not require corrective action.</td> </tr> </tbody> </table> &nbsp; <table style="width: 605px;" border="1" width="605"> <tbody> <tr> <td colspan="2" width="605">PM01      Element 4</td> </tr> <tr> <td colspan="2" width="605">1.4    Facilitate <strong>external</strong> <strong>stakeholder</strong> <strong>participation</strong>.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">1.4.1 <strong>External stakeholder participation</strong> is planned, documented, and communicated. 1.4.2 <strong>External stakeholder participation</strong> is supported as planned, and <strong>variances</strong> are <strong>addressed</strong>.</td> <td width="350">a.     <strong>External</strong> stakeholders are those outside the project team. They may be internal to or external to the project manager’s organisation. The boundary between the external stakeholders and the project team is often indistinct. b.     <strong>Participation</strong> may include correspondence, attendance at meetings, or review of documentation. c.     <strong>Variances </strong>may include non-participation, unsolicited or unplanned participation, changes in personnel, and other unexpected occurrences. Minor variances may not require corrective action.</td> </tr> </tbody> </table> &nbsp; &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td width="605">PM02                 Manage Development of the Plan for the Project</td> </tr> <tr> <td width="605"><strong>Unit Descriptor</strong>      This Unit defines the Elements required to manage development of the plan for the project. It includes the Performance Criteria required to demonstrate competence in determining how to realise the project in an efficient and effective manner. <strong>Note: </strong>The plan for the project may be known by other names specific to the organisation or the application area and will generally include additional supporting detail not described here. <strong>Application is for the Global Level 1 Role and the Global Level 2 Role as described in Section 3.</strong></td> </tr> </tbody> </table> &nbsp; <table style="width: 604px;" border="1" width="604"> <tbody> <tr> <td width="604">PM02      Elements</td> </tr> <tr> <td width="604">2.1    Define the work of the project. 2.2    Ensure the plan for the project reflects relevant legal requirements. 2.3    Document risks and risk responses for the project. 2.4    Confirm project success criteria. 2.5    Develop and integrate project baselines.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM02      Element 1</td> </tr> <tr> <td colspan="2" width="605">2.1    Define the work of the project.</td> </tr> <tr> <td width="246">Performance Criteria</td> <td width="359">Range Statements</td> </tr> <tr> <td width="246">2.1.1 A shared understanding of desired project <strong>outcomes</strong> is agreed to with <strong>relevant</strong> <strong>stakeholders</strong>. 2.1.2 <strong>Processes and procedures</strong> to support the management of the project are identified, documented, and communicated to relevant stakeholders. (continued next page) &nbsp;</td> <td width="359">a.    <strong>Outcomes</strong> are the result of the delivery of the project outputs and may occur after the project is complete. b.    <strong>Stakeholders</strong> include those whose interests are affected by the project. This may include team members, clients, sponsors, internal and external parties, decision makers, and others. c.     The <strong>relevance</strong> of a stakeholder may be affected by the impact of the project on the stakeholder, by the impact of the stakeholder on the project, and by cultural or ethical considerations. Different stakeholders are relevant in different situations. d.    <strong>Processes and procedures</strong> may exist within the organisation or may need to be developed. They may be manual or automated and will normally include at least change control and status reporting. They may also include management plans, work authorisation, project governance, and product acceptance.</td> </tr> </tbody> </table> &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="602">PM02      Element 1 (continued)</td> </tr> <tr> <td colspan="2" width="602">2.1    Define the work of the project. (continued)</td> </tr> <tr> <td width="231">Performance Criteria</td> <td width="371">Range Statements</td> </tr> <tr> <td width="231">2.1.3 <strong>Work-items</strong> required to accomplish the <strong>product of the project</strong> are determined. 2.1.4 The <strong>work-items</strong> and <strong>completion criteria</strong> are agreed to by relevant stakeholders. 2.1.5 Assumptions, constraints, and <strong>exclusions</strong> are identified and documented. 2.1.6 Relevant <strong>knowledge</strong> gained from prior projects is incorporated into the plan for the project where feasible.</td> <td width="371">e.    A <strong>work-item</strong> is a segment of the overall work of the project. Work-items may be called work packages, deliverables, outputs, cost accounts, activities, or tasks. They may be represented in an ordered or unordered list, or graphically through a Work Breakdown Structure (WBS) or similar display. f.     <strong>Product of the project</strong> may be a physical item, a service, or other solution and is the primary output of the project at project completion. It may be a component of a larger project. For example preparing a feasibility study or developing a functional specification may be treated as an independent project. g.    <strong>Completion criteria</strong> may be identified in the plan for the project or may be contained in descriptions of the product of the project such as specifications; user requirements; quality requirements; health, safety, environment, and community requirements; or other application area specific documents. h.    <strong>Exclusions</strong> are potential work-items, or the results of work-items, that might reasonably be expected by a stakeholder but which will not be included in the work of this project. <strong>i.     </strong><strong>Knowledge</strong> includes information gained and lessons learned from other projects.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM02      Element 2</td> </tr> <tr> <td colspan="2" width="605">2.2    <strong>Ensure</strong> the plan for the project reflects relevant <strong>legal requirements</strong>.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="349">Range Statements</td> </tr> <tr> <td width="255">2.2.1 Relevant <strong>legal requirements</strong> are identified, documented, and communicated to <strong>relevant stakeholders</strong>. 2.2.2 Potential for conflicts caused by <strong>legal requirements</strong> are identified and <strong>addressed</strong> in the plan for the project.</td> <td width="349">a.     <strong>Ensuring</strong> may include performing, supervising, or directing. b.     <strong>Legal requirements </strong>may include legislation and regulations; authority approvals; contract and sub-contract provisions; operational health and safety; discrimination; industrial relations; fair trade; internal business controls; and environmental issues. Contractual provisions may need to be addressed from both the buyer’s and the seller’s perspectives. c.     <strong>Addressed </strong>includes acceptance as is, acceptance with modification, or rejection. Conflicts may be addressed without being eliminated.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM02      Element 3</td> </tr> <tr> <td colspan="2" width="605">2.3    Document <strong>risks</strong> and <strong>risk</strong> <strong>responses</strong> for the project.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">2.3.1 <strong>Risks</strong> are identified in consultation with <strong>relevant stakeholders</strong>. 2.3.2 <strong>Risk analysis techniques</strong> are used to evaluate <strong>risks</strong> and then <strong>prioritise </strong>them for further analysis and <strong>response</strong> planning. 2.3.3 <strong>Responses</strong> to <strong>risks</strong> are identified and agreed to by <strong>relevant stakeholders</strong>.</td> <td width="350">a.     A <strong>risk</strong> is an uncertain event or condition that if it occurs, has a positive or negative effect on the project. Risks may include generic items such as employee turnover or application area specific items such as health, safety, and environmental issues on a construction project. b.     <strong>Responses</strong> may include mitigation, acceptance (no action), transfer, assignment, and contingency planning. c.     <strong>Risk analysis techniques</strong> may be qualitative or quantitative and should be chosen based on the management complexity of the project. d.     <strong>Prioritisation</strong> may be based on probability of occurrence, impact on the project, impact on the business, frequency of occurrence, or other factors.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM02      Element 4</td> </tr> <tr> <td colspan="2" width="605">2.4    Confirm <strong>project success criteria</strong>.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">2.4.1 Measurable <strong>project success criteria</strong> are identified and documented. 2.4.2 <strong>Project success criteria</strong> are agreed to by <strong>relevant stakeholders</strong>.</td> <td width="350">a.     <strong>Project success criteria</strong> are measures that describe how the project will be evaluated. They may be quantitative or qualitative. They may have been defined previously or developed by the project. They may address both the product of the project and the management of the project.</td> </tr> </tbody> </table> &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM02      Element 5</td> </tr> <tr> <td colspan="2" width="605">2.5    Develop and integrate project <strong>baselines</strong>.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">2.5.1 <strong>Resource requirements</strong> are determined. 2.5.2 <strong>Schedule</strong> is developed based on resource requirements, resource availability, and required <strong>sequence</strong> of work-items. 2.5.3 <strong>Budget</strong> is developed based on resource requirements. 2.5.4 Conflicts and inconsistencies in the plan for the project are <strong>addressed</strong>. 2.5.5 The plan for the project is <strong>approved</strong> by authorised stakeholders and communicated to <strong>relevant stakeholders</strong>.</td> <td width="350">a.     <strong>Baselines</strong> are the agreed to reference points for measuring performance and progress of the project. Baselines must include a budget and a schedule and may also include scope, work, resources, revenue, cash flow, communication, quality, risk, or other aspects of the project. b.     <strong>Resources</strong> may include people, funding, information, time, facilities, supplies and equipment. c.     <strong>Resource requirements</strong> may include type, quantity, and timing. They may be determined for the overall project or for individual work-items. d.     <strong>Schedule</strong> may be developed using durations (work periods) or elapsed time (calendar periods). Schedule detail may vary based on the needs of the project. e.     <strong>Sequence</strong> is the logical and practical ordering of work-items. f.      <strong>Budgets</strong> may be expressed in monetary or other units. Budget detail may vary based on the needs of the project, funds availability, and accounting rules. g.     <strong>Approval</strong> is provided with the expectation that the plan for the project will be updated as the project progresses (PM03 covers managing project progress).</td> </tr> </tbody> </table> &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td width="605">PM03                 Manage Project Progress</td> </tr> <tr> <td width="605"><strong>Unit Descriptor</strong>      This Unit defines the Elements required to manage project progress. It includes the Performance Criteria required to demonstrate competence in ensuring that the project is moving constructively toward delivery of the product of the project and in support of the agreed project outcomes. <strong>Application is for the Global Level 1 Role and the Global Level 2 Role as described in Section 3.</strong></td> </tr> </tbody> </table> &nbsp; <table style="width: 604px;" border="1" width="604"> <tbody> <tr> <td width="604">PM03      Elements</td> </tr> <tr> <td width="604">3.1    Monitor, evaluate, and control project performance. 3.2    Monitor risks to the project. 3.3    Reflect on practice.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM03      Element 1</td> </tr> <tr> <td colspan="2" width="605">3.1    Monitor, evaluate, and control project performance.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">3.1.1 Performance of the project is <strong>measured</strong>, recorded, <strong>evaluated</strong>, and reported against the project<strong> baselines</strong>. 3.1.2 <strong>Processes and procedures</strong> are monitored and <strong>variances</strong> <strong>addressed</strong>. (continued next page)</td> <td width="350">a.     <strong>Measurement</strong> may include feedback obtained from stakeholders, variances from plan, changes in stakeholder interests, and changes in assumptions and constraints. b.     <strong>Evaluation</strong> may rely on information gained from trend analysis, forecasting, strategic alignment reviews, and reading the internal and external environments. c.      <strong>Baselines</strong> are the agreed to reference points for measuring performance and progress of the project. Baselines must include a budget and a schedule and may also include scope, work, resources, revenue, cash flow, communication, quality, risk, or other aspects of the project. d.     <strong>Processes and procedures</strong> may exist within the organisation or may need to be developed. They may be manual or automated and will normally include at least change control and status reporting. They may also include management plans, work authorisation, project governance, and product acceptance. e.      <strong>Variances</strong> may include errors in design or use. Minor variances may not require corrective action. f.      <strong>Addressed </strong>includes acceptance as is, acceptance with modification, or rejection.</td> </tr> </tbody> </table> &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM03      Element 1 (continued)</td> </tr> <tr> <td colspan="2" width="605">3.1    Monitor, evaluate, and control project performance. (continued)</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">3.1.3 Completed <strong>work-item</strong>s are reviewed to ensure that agreed <strong>completion criteria</strong> were met. 3.1.4 <strong>Corrective action </strong>is taken as needed in support of meeting <strong>project success criteria</strong>.</td> <td width="350">g.     A <strong>work-item</strong> is a segment of the overall work of the project. Work-items may be called work packages, deliverables, outputs, cost accounts, activities, or tasks. They may be represented in an ordered or unordered list, or graphically through a Work Breakdown Structure (WBS) or similar display. h.     <strong>Completion criteria</strong> may be identified in the plan for the project or may be contained in descriptions of the product of the project such as specifications; user requirements; quality requirements; health, safety, environment, and community requirements; or other application area specific documents. i.      <strong>Corrective action</strong> may include steps taken to prevent future problems, problem solving, communication, conflict resolution, decision making, preparation of change requests, and implementing risk responses. Where the project manager’s authority is limited, corrective action may also include requests for action directed to the responsible parties. <strong>j.      </strong><strong>Project success criteria</strong> are measures that describe how the project will be evaluated. They may be quantitative or qualitative. They may have been defined previously or developed as part of the project. They may address both the product of the project and the management of the project.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM03      Element 2</td> </tr> <tr> <td colspan="2" width="605">3.2    Monitor <strong>risks</strong> to the project.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">3.2.1 Identified <strong>risks</strong> are monitored. 3.2.2 Changes to the <strong>external environment</strong> are observed for impact on the project. 3.2.3 Applicable <strong>legal requirements</strong> are monitored for breaches and conflicts. 3.2.4 <strong>Actions </strong>are taken as needed.</td> <td width="350">a.     A <strong>risk</strong> is an uncertain event or condition that if it occurs, has a positive or negative effect on the project. Risks may include generic items such as employee turnover or application area specific items such as health, safety, and environmental issues on a construction project. b.     The<strong> external environment</strong> may include the organisation in which the project is conducted, inter-project dependencies, technological advances, and legal, social, economic, environmental or political changes. The significance of the external factors will vary in relation to the nature of the project. c.     <strong>Legal requirements </strong>may include legislation and regulations; authority approvals; contract and sub-contract provisions; operational health and safety; discrimination; industrial relations; fair trade; internal business controls; and environmental issues. Contractual provisions may need to be addressed from both the buyer’s and the seller’s perspectives. d.     <strong>Actions</strong> may include risk responses, corrective measures, and documented exemptions handled outside of the agreed change control processes.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM03      Element 3</td> </tr> <tr> <td colspan="2" width="605">3.3    <strong>Reflect</strong> on practice.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">3.3.1 Feedback on personal performance is sought from <strong>relevant stakeholders</strong> and <strong>addressed</strong>. 3.3.2 <strong>Lessons learned</strong> are identified, documented, and shared with <strong>relevant</strong> <strong>stakeholders</strong>.</td> <td width="350">a.     <strong>Reflection</strong> includes self-evaluation and consideration of the project manager’s personal contributions to the project. b.     <strong>Stakeholders</strong> include those whose interests are affected by the project. This may include team members, clients, sponsors, internal and external parties, decision makers, and others. c.     The <strong>relevance</strong> of a stakeholder may be affected by the impact of the project on the stakeholder, by the impact of the stakeholder on the project, and by cultural or ethical considerations. Different stakeholders are relevant in different situations. d.     <strong>Lessons learned</strong> may apply to a single phase, to the entire project, or to future projects, and may include organisational issues. See also PM06 for Global Level 2.</td> </tr> </tbody> </table> &nbsp; &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td width="605">PM04                 Manage Product Acceptance</td> </tr> <tr> <td width="605"><strong>Unit Descriptor</strong>      This Unit defines the Elements required to ensure that the product, service, or result of the project will be accepted by relevant stakeholders. It includes the Performance Criteria required to demonstrate competence in ensuring that the product of the project is defined, agreed, communicated, and accepted. <strong>Application is for the Global Level 1 Role and the Global Level 2 Role as described in Section 3.</strong></td> </tr> </tbody> </table> &nbsp; <table style="width: 603px;" border="1" width="603"> <tbody> <tr> <td width="603">PM04      Elements</td> </tr> <tr> <td width="603">4.1    Ensure that the product of the project is defined. 4.2    Ensure that changes to the product of the project are monitored and controlled. 4.3    Secure acceptance of the product of the project.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM04      Element 1</td> </tr> <tr> <td colspan="2" width="605">4.1    <strong>Ensure</strong> that the <strong>product of the project</strong> is defined.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">4.1.1 <strong>Desired characteristics</strong> of the<strong> product of the project</strong> are identified in consultation with <strong>relevant stakeholders.</strong> 4.1.2 <strong>Characteristics</strong> of the <strong>product of the project</strong> are documented and agreed to by <strong>relevant stakeholders.</strong></td> <td width="350">a.     <strong>Ensuring</strong> may include performing, supervising, or directing. b.     The <strong>product of the project</strong> may be a physical item, a service, or other solution and is the primary output of the project at project completion. It may be a component of a larger project. For example, preparing a feasibility study or developing a functional specification may be treated as an independent project. c.      <strong>Characteristics</strong> may include physical dimensions, quality requirements, or other factors that may affect the use of the product of the project. d.     <strong>Desired </strong>characteristics may include characteristics that will not be included in the completed product of the project. e.      <strong>Stakeholders</strong> include those whose interests are affected by the project. This may include team members, clients, sponsors, internal and external parties, decision makers, and others. f.      The <strong>relevance</strong> of a stakeholder may be affected by the impact of the project on the stakeholder, by the impact of the stakeholder on the project, and by cultural or ethical considerations. Different stakeholders are relevant in different situations.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM04      Element 2</td> </tr> <tr> <td colspan="2" width="605">4.2    Ensure that changes to the <strong>product of the project</strong> are monitored and controlled.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">4.2.1 <strong>Variances</strong> from agreed product <strong>characteristics</strong> are identified and <strong>addressed.</strong> 4.2.2 Requests for changes to the <strong>product of the project</strong> are documented, evaluated, and <strong>addressed</strong> in accordance with the <strong>change control processes</strong> for the project. 4.2.3 Approved product changes are implemented.</td> <td width="350">a.     <strong>Variances</strong> are differences from the agreed product characteristics and include changes that have not been approved. Product characteristics may be specified in project documentation, quality guidelines, or other documents and may be absolutes or may have tolerances. Variances that are within tolerances may be ignored. b.     <strong>Addressed </strong>includes acceptance as is, acceptance with modification, or rejection. Variances may be addressed without being eliminated. c.     <strong>Change control processes </strong>are used to capture, assess, approve or reject, track, and implement changes to the product of the project. They may be developed as part of the project or may be provided by the project’s parent organisation.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM04      Element 3</td> </tr> <tr> <td colspan="2" width="605">4.3    Secure <strong>acceptance</strong> of the <strong>product of the project</strong>.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">4.3.1 The <strong>product of the project</strong> is evaluated against the latest agreed <strong>characteristics</strong> and variances <strong>addressed</strong> where necessary. 4.3.2 The <strong>product of the project</strong> is transferred to <strong>identified stakeholders </strong>and <strong>accepted</strong>.</td> <td width="350">a.     The product of the project may be accepted with uncorrected variances. b.     <strong>Identified</strong> stakeholders may include individuals or organisations who are involved in the use of the product of the project such as clients, customers, business owners, and technology owners.</td> </tr> </tbody> </table> &nbsp; &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td width="605">PM05                 Manage Project Transitions</td> </tr> <tr> <td width="605"><strong>Unit Descriptor</strong>      This Unit defines the Elements required to manage project transitions. It includes the Performance Criteria required to demonstrate competence in getting the project underway, in moving from one project phase to the next, and in closing the project down at its conclusion. <strong>Application is for the Global Level 1 Role and the Global Level 2 Role as described in Section 3.</strong></td> </tr> </tbody> </table> &nbsp; <table style="width: 603px;" border="1" width="603"> <tbody> <tr> <td width="603">PM05      Elements</td> </tr> <tr> <td width="603">5.1    Manage project start-up. 5.2    Manage transition between project phases. 5.3    Manage project closure.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM05      Element 1</td> </tr> <tr> <td colspan="2" width="605">5.1    Manage project start-up.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">5.1.1 Authorisation to expend resources is obtained from the <strong>appropriate stakeholders</strong>. 5.1.2 <strong>Start-up activities</strong> are planned and conducted.</td> <td width="350">a.     <strong>Stakeholders</strong> include those whose interests are affected by the project. This may include team members, clients, sponsors, internal and external parties, decision makers, and others. b.     The <strong>appropriate</strong> stakeholder may be a client, owner, sponsor, senior executive, or other individual that is vested with the authority to make decisions regarding the project. c.     <strong>Start-up activities</strong> may be planned separately or may be included in the plan for the project.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM05      Element 2</td> </tr> <tr> <td colspan="2" width="605">5.2    Manage transition between project <strong>phases</strong>.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">5.2.1 <strong>Acceptance</strong> of the outputs of a prior <strong>phase</strong> is obtained from the <strong>relevant</strong> <strong>stakeholders</strong>. 5.2.2 Authorisation to begin work on a subsequent <strong>phase</strong> is obtained from the <strong>appropriate</strong> <strong>stakeholders</strong>. 5.2.3 <strong>Transition activities</strong> are planned and conducted.</td> <td width="350">a.     <strong>Phases</strong> may also be called stages or iterations. A series of project phases may be called a project life-cycle. Some projects, especially subprojects, may have only a single phase. b.     The outputs of a prior phase may be <strong>accepted</strong> with uncorrected variances. c.     The <strong>relevance</strong> of a stakeholder may be affected by the impact of the project on the stakeholder, by the impact of the stakeholder on the project, and by cultural or ethical considerations. Different stakeholders are relevant in different situations. d.     <strong>Transition activities</strong> may include stakeholder meetings, document reviews, or product and project reviews.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM05      Element 3</td> </tr> <tr> <td colspan="2" width="605">5.3    Manage <strong>project closure</strong>.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">5.3.1 <strong>Closure activities</strong> are planned and conducted. 5.3.2 Project records are finalised, signed off, and stored in compliance with <strong>processes and procedures</strong>.</td> <td width="350">a.     <strong>Project closure</strong> can occur before planned completion due to unforeseen factors. Premature closure should be authorised and evaluated to determine implications. b.     <strong>Closure activities</strong> may include acceptance testing, finalising accounts and contracts, releasing project resources, informing stakeholders, celebrating closure, documenting and communicating knowledge, and capturing lessons learned. c.     <strong>Processes and procedures</strong> may exist within the organisation or may need to be developed.</td> </tr> </tbody> </table> &nbsp; &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td width="605">PM06                 Evaluate and Improve Project Performance</td> </tr> <tr> <td width="605"><strong>Unit Descriptor</strong>      This Unit defines the Elements required to evaluate and improve project performance. It includes the Performance Criteria required to demonstrate competence in ensuring that opportunities for improvement are applied on this project and made available for future projects. Note: This unit differs from PM03, Manage Project Progress, in that it is concerned with <em>generating</em> improvements rather than simply monitoring and controlling them. <strong>Application is for the Global Level 2 Role as described in Section 3.</strong></td> </tr> </tbody> </table> &nbsp; <table style="width: 603px;" border="1" width="603"> <tbody> <tr> <td width="603">PM06      Elements</td> </tr> <tr> <td width="603">6.1    Develop a plan for project evaluation. 6.2    Evaluate the project in accordance with plan. 6.3    Capture and apply learning.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM06      Element 1</td> </tr> <tr> <td colspan="2" width="605">6.1    Develop a <strong>plan</strong> for project evaluation.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">6.1.1 <strong>Purpose</strong>, focus, and criteria of evaluation are determined. 6.1.2 Relevant <strong>evaluation techniques</strong> are <strong>determined</strong>.</td> <td width="350">a.     The <strong>plan</strong> for project evaluation should be integrated with the plan for the project. b.     <strong>Purpose</strong> may include who the evaluation is for, what is being evaluated, and what use is to be made of the evaluation. The purpose may be for improvement of current or future projects; for the evaluation of project management success, product success, individual or team performance, or organisational capability; or for driving particular aspects of performance. c.      <strong>Evaluation techniques</strong> should relate to purpose and may be formative (during the project), summative (at the close of the project), and qualitative or quantitative. d.     <strong>Determination</strong> of evaluation techniques may consider multiple viewpoints and perspectives, cause and effect relationships, validity, sufficiency, reliability, fairness, relevance to project type and context, impact on the project, cost/benefit of the evaluation process, and the use of subject matter experts in the design or conduct of the evaluation process.</td> </tr> </tbody> </table> &nbsp; &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM06      Element 2</td> </tr> <tr> <td colspan="2" width="605">6.2    Evaluate the project in accordance with plan.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">6.2.1 <strong>Performance data</strong> is collected and analysed in accordance with the evaluation plan. 6.2.2 Evaluation process engages <strong>relevant stakeholders</strong>.</td> <td width="350">a.     <strong>Performance data</strong> may include measures collected and analysed during the project and lessons learned captured during the project. b.     <strong>Stakeholders</strong> include those whose interests are affected by the project. This may include team members, clients, sponsors, internal and external parties, decision makers, and others. c.     The <strong>relevance</strong> of a stakeholder may be affected by the impact of the project on the stakeholder, by the impact of the stakeholder on the project, and by cultural or ethical considerations. Different stakeholders are relevant in different situations.</td> </tr> </tbody> </table> &nbsp; <table border="1"> <tbody> <tr> <td colspan="2" width="605">PM06      Element 3</td> </tr> <tr> <td colspan="2" width="605">6.3    Capture and apply learning.</td> </tr> <tr> <td width="255">Performance Criteria</td> <td width="350">Range Statements</td> </tr> <tr> <td width="255">6.3.1 Knowledge sharing and skill transfer is encouraged among <strong>relevant stakeholders</strong>. 6.3.2 Results of evaluations are documented and made available for organisational learning. 6.3.3 Potential improvements are identified, documented and communicated to <strong>relevant stakeholders</strong>. 6.3.4 <strong>Improvements</strong> agreed for the project are applied.</td> <td width="350">a.    <strong>Improvements</strong> may include changes to project management processes and procedures as well as to the product of the project.</td> </tr> </tbody> </table> &nbsp; &nbsp; &nbsp;
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