Cert IV in PM - Assessment Record Book
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Cert IV in PM - Assessment Record Book Cert IV in PM - Assessment Record Book Document Transcript

  • Assessment Record Book Certificate IV in Project Management BSB41507
  • Certificate IV in Project Management Assessment Record Book (ARB) CERTIFICATE IV IN PROJECT MANAGEMENT ASSESSMENT RECORD BOOK – AQF 4 PARTICIPANT: ASSESSOR: Certificate IV ARB © ACPM Pty Ltd Page 2 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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 36) Contact ACPM for Allocate Assessor allocation of & Book Assessment Assessment Interview Interview Attend Conduct Assessment Assessment Interview with Interview evidence and ARB Initial All OK Feedback? 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 Certificate IV ARB © ACPM Pty Ltd Page 3 of 38 Version 2009-01 A Division of Planpower Pty Ltd View slide
  • Certificate IV in Project Management Assessment Record Book (ARB) AQF LEVEL 4 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.36) 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 contributed to 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 contributed to them.  The assessment is competency based. This involves reviewing the things that you have done or can do that contributes to project management.  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. AIPM’s 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 AIPM’s 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. Certificate IV ARB © ACPM Pty Ltd Page 4 of 38 Version 2009-01 A Division of Planpower Pty Ltd View slide
  • Certificate IV in 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 aligned to the most likely evidence you will provide. 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 doesn’t 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. Certificate IV ARB © ACPM Pty Ltd Page 5 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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. Certificate IV ARB © ACPM Pty Ltd Page 6 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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) will 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. Certificate IV ARB © ACPM Pty Ltd Page 7 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) Do you need to know more? For further information contact staff at 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: acpm@planpower.com.au Email: acpm@planpower.com.au Canberra Brisbane Tel: 02 6248 8155 Tel: (07) 3831 8900 Fax: 02 6248 0048 Fax: (07) 3831 8922 Email: acpm@planpower.com.au Email: acpm@planpower.com.au Client Services Team: Tel: 1300 138 225 Fax: 1300 138 226 Certificate IV ARB © ACPM Pty Ltd Page 8 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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) Certificate IV ARB © ACPM Pty Ltd Page 9 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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 Certificate IV ARB © ACPM Pty Ltd Page 10 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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. Certificate IV ARB © ACPM Pty Ltd Page 11 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) BSBPMG401A: APPLY PROJECT SCOPE MANAGEMENT TECHNIQUES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to contribute to the control of a project's scope by assisting with the identification of objectives, deliverables, constraints, assumptions and outcomes; and by applying controls once the project has commenced. Application of the Competency This unit applies to a project team member working under the direction of a project manager with other project team members. The individual may be operating within an organisation or as a consultant. The skills should be applied in the context of multiple complex projects, with the individual operating as part of a specialist project management team. In the context of this unit a complex project is defined as a project which involves: • a comprehensive and multi faceted project plan • 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 worker managing a straightforward project or a section of a larger project where project management is not the main focus of the job role are covered by BSBPMG510A Manage projects. The functions performed by a project manager to manage the scope of the whole project are addressed in BSBPMG502A Manage project scope. Elements This Unit comprises two (2) Elements: 1 Contribute to scope definition. 2 Apply project 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 potentially complex project plans and documentation • planning and organisational skills to monitor and respond to compliance issues and to measure progress against agreed objectives • teamwork and communication skills to liaise with other members of the project team on a range of project scope management issues and challenges. Required knowledge • elements which make up a project scope management plan • methods for measuring work outcomes and progress against plans • factors likely to impact on project scope • methods for segmenting and documenting the work of a project Certificate IV ARB © ACPM Pty Ltd Page 12 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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 deliverables may include: • products, outputs and services defined within the project scope Scope management plan may include: • constraints, assumptions and exclusions • deliverables, activities and tasks • project benefits and outcomes • project objectives • work organisation and/or product breakdown structures Change control procedures may include: • adjusting designated project documentation, for example plans, schedules, directives, guidelines and instructions which include change instructions, change request procedures and nominated change authorities • identifying designated elements of the project liable to change, for example finance and duration of tasks Performance measurement procedures may include: • using tools and techniques to manage and measure project progress in terms of time and resources Certificate IV ARB © ACPM Pty Ltd Page 13 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) BSBPMG402A: APPLY TIME MANAGEMENT TECHNIQUES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to assist with project scheduling activities, the application and monitoring of the agreed schedule and evaluation of time management effectiveness for the project. Application of the Competency This unit applies to a project team member working under the direction of a project manager with other project team members. The individual may be operating within an organisation or as a consultant. The skills should be applied in the context of multiple complex projects, with the individual operating as part of a specialist project management team. 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 worker managing a straightforward project or a section of a larger project where project management is not the main focus of the job role are covered by BSBPMG510A Manage projects. Elements This Unit comprises three (3) Elements: 1 Assist in the development of project schedules. 2 Apply agreed schedules. 3 Participate in assessing 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 work with project tools and techniques and to write reports on time management issues • organisational skills to sequence tasks and to monitor progress against agreed objectives • technology skills to use software (if appropriate). Required knowledge • project management methodology in relation to time management • implications of time management for project resourcing • project management techniques and tools for creating and monitoring schedules. Certificate IV ARB © ACPM Pty Ltd Page 14 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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: • in a multi-disciplinary environment subject to frequent change • under limited guidance and supervision • within agreed authorisation and limits • within established organisational framework, procedures and routines Project scheduling tools and techniques may include: • assisting in qualitative and/or quantitative time analysis, such as schedule simulation, work breakdown structure, decision analysis, contingency planning and alternative strategy development • using personal experience and/or experts • using specialist time analysis tools to provide output to assist in the decision making process Progress may refer to: • diaries, incident logs, occurrence reports and other similar documentation • lists of potential schedule events • project and/or organisation files and records Others may include: • relevant authority • project manager • project specialists or other personnel • team members Review of project outcomes may include: • achievement 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 Certificate IV ARB © ACPM Pty Ltd Page 15 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) BSBPMG403A: APPLY COST MANAGEMENT TECHNIQUES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to work with others to produce a project budget, to monitor project expenditure and to contribute to cost finalisation processes. Application of the Competency This unit applies to a project team member working under the direction of a project manager with other project team members. The individual may be operating within an organisation or as a consultant. The skills should be applied in the context of multiple complex projects, with the individual operating as part of a specialist project management team. 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 worker managing a straightforward project or a section of a larger project where project management is not the main focus of the job role are covered by BSBPMG510A Manage projects. Elements. This Unit comprises three (3) Elements: 1 Assist with the development of the project budget. 2 Monitor project costs 3 Contribute to cost finalisation process. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • numeracy skills to check and interpret project budgets • financial management skills to develop project budgets, monitor costs and report on cost management • technology skills to use financial management software to develop and monitor project budgets. Required knowledge • budgeting processes and their relationship to the project life cycle • cost management tools and techniques. Certificate IV ARB © ACPM Pty Ltd Page 16 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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. Estimated costs may refer to: • application and registration fees for intellectual property (IP) and patents etc. • contingency (as outcome of risk assessment) • facilities • labour • material • project management overheads • travel and subsistence Others may include: • higher project authority • project manager • project specialists or other personnel • team members Cost management strategies and processes may include: • communication with stakeholders, dispute resolution and modification procedures • implementation of financial control mechanisms • measurement of actual progress against planned milestones • recording and reporting of variations Delegated authority means: • conducted under limited guidance and supervision • subject to frequent change in a multi-disciplinary environment • within agreed authorisation and limits • within established organisational framework, procedures and routines Project records may include: • cost management lessons learned • cost verification and validation documentation • input to cost management plans • invoice and payment records • lists of potential costs • project and/or organisation files and records • reports to relevant stakeholders Certificate IV ARB © ACPM Pty Ltd Page 17 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) BSBPMG404A: APPLY QUALITY MANAGEMENT TECHNIQUES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to enhance project outcomes through contributing to quality planning, applying quality policies and procedures and contributing to continuous improvement within projects. Application of the Competency This unit applies to a project team member working under the direction of a project manager with other project team members. The individual may be operating within an organisation or as a consultant. The skills should be applied in the context of multiple complex projects, with the individual operating as part of a specialist project management team. 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 worker managing a straightforward project or a section of a larger project where project management is not the main focus of the job role are covered by BSBPMG510A Manage projects. Elements This Unit comprises three (3) Elements: 1 Contribute to quality planning. 2 Apply quality policies and procedures. 3 Contribute to continuous improvement process. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • literacy skills to work with quality documents and project records, and to produce records for quality control and auditing purposes • organisational skills and attention to detail to monitor compliance with agreed standards • teamwork and communication skills to communicate quality issues. Required knowledge • quality auditing processes and requirements • quality standards and their place in the project life cycle. Certificate IV ARB © ACPM Pty Ltd Page 18 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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. Information may include: • designated standard operating procedures and regulations • organisation and project standards • organisational quality management policy and guidelines as applied to specific requirements of a project • project quality guidelines and instructions Delegated authority means: • carried out under limited guidance and supervision • subject to frequent change in a multi-disciplinary environment • within agreed authorisation and limits • within established organisational framework, procedures and routines Quality assurance may include: • project finalisation process to capture lessons learned and to enable continuous improvement • systematic review of the project management process to ensure compliance with organisational policy and guidelines Quality control may include: • inspections and audits in compliance with guidelines • monitoring conformance with the specification • recommending ways to eliminate causes of unsatisfactory performance of products or processes • regular inspection by the individual or the monitoring of inspections by internal or external agents • reporting of variances Others may include: • higher project authority • project manager • project specialists or other personnel • team members Certificate IV ARB © ACPM Pty Ltd Page 19 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) BSBPMG405A: APPLY HUMAN RESOURCES MANAGEMENT APPROACHES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to assist with aspects of human resources management of a project. This involves establishing human resource requirements, identifying the learning and development needs of people working on the project, facilitating these needs being met and resolving conflict within the team. Application of the Competency This unit applies to a project team member working under the direction of a project manager with other project team members. The individual may be operating within an organisation or as a consultant. The skills should be applied in the context of multiple complex projects, with the individual operating as part of a specialist project management team. 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 Elements This Unit comprises three (3) Elements: 1 Assist with determination of human resource requirements. 2 Assist with human resource monitoring and stakeholder liaison 3 Contribute to evaluating human resource and stakeholder management practices REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • literacy skills to read and interpret project plans and schedules • planning and monitoring skills to track performance in relation to assigned tasks • teamwork and communication skills to resolve conflict, advise others of performance issues and deal with stakeholders Required knowledge • job design principles and work breakdown structures • learning and development options • project roles, responsibilities and reporting requirements in relation to human resources Certificate IV ARB © ACPM Pty Ltd Page 20 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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. Work breakdown structure is: • a planning tool or process which divides and sub-divides the work of a project into smaller, more manageable work packages Others may include: • project manager • project specialists or other personnel • relevant project authority • team members Practices, plans guidelines and procedures may include: • industrial relations agreements and guidelines • organisation project management procedures • professional operating standards • project human resources management plan • skills framework nominating skill levels required for specific types of project activities • staffing plan/job description Human resource development opportunities may include: • action learning sets • coaching and mentoring • performance feedback • team building and group activities • training Certificate IV ARB © ACPM Pty Ltd Page 21 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) BSBPMG406A: APPLY COMMUNICATIONS MANAGEMENT TECHNIQUES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to provide a critical link between people, ideas and information at all stages in the project lifecycle. It covers assisting the project team to plan communications, communicating information related to the project and reviewing communications. Application of the Competency This unit applies to a project team member working under the direction of a project manager with other project team members. The individual may be operating within an organisation or as a consultant. The skills should be applied in the context of multiple complex projects, with the individual operating as part of a specialist project management team. 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 worker managing a straightforward project or a section of a larger project where project management is not the main focus of the job role are covered by BSBPMG510A Manage projects. Elements This Unit comprises four (4) Elements: 1 Contribute to communications planning. 2 Conduct information management activities. 3 Communicate project information. 4 Contribute to assessment of communication effectiveness. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • writing skills to generate reports and project communications for stakeholders • teamwork and communication skills to acquire and disseminate relevant project information • organisational skills to sort and prioritise information and ideas • technological skills to manage information storage and retrieval Required knowledge • models and methods of communications management in the context of the project life cycle and other project management functions • communications theory Certificate IV ARB © ACPM Pty Ltd Page 22 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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. Communication within project, with client and other stakeholders will be: • in a multi-disciplinary environment subject to frequent change • under limited guidance and supervision • within agreed authorisation and limits • within established organisational framework, procedures and routines and may include: • written reports, briefs, minutes, letters and other documentation • oral briefings, advice, conversations and telephone calls • computer generated communications, for example electronic data transfer and internet Others may include: • higher project authorities • project manager • project specialists or personnel • team members Certificate IV ARB © ACPM Pty Ltd Page 23 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) BSBPMG407A: APPLY RISK MANAGEMENT TECHNIQUES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to assist with aspects of risk management within a project. It specifically involves assisting the project team to plan for, control and review risks associated with the project. Application of the Competency This unit applies to a project team member working under the direction of a project manager with other project team members. The individual may be operating within an organisation or as a consultant. The skills should be applied in the context of multiple complex projects, with the individual operating as part of a specialist project management team. 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 worker managing a straightforward project or a section of a larger project where project management is not the main focus of the job role are covered by BSBPMG510A Manage projects. Elements This Unit comprises three (3) Elements: 1 Assist with risk analysis and planning. 2 Conduct risk control activities. 3 Contribute to assessing risk management outcomes. REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • planning, organising and analytical skills to assist with risk analysis, risk management planning and review of risk management outcomes • communication and teamwork skills to contribute to collective processes for risk management • initiative and enterprise to think laterally about risks and how they might occur Required knowledge • risk management framework and risk management processes. Certificate IV ARB © ACPM Pty Ltd Page 24 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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: • subject to frequent change in a multi-disciplinary environment • under limited guidance and supervision • within agreed authorisation and limits • within established organisational framework, procedures and routines Risk analysis methods, techniques and tools may include: • using personal experience and/or subject matter experts • assisting in qualitative and/or quantitative risk analysis, such as schedule simulation, decision analysis, contingency planning and alternative strategy development • using specialist risk analysis tool/s to assist in the decision making process Others may include: • higher project authorities • project manager • project specialists or personnel • team members Opportunities may include: • better means of achieving a result • changes in the project or broader environment that offer scope for rescheduling activities to better effect • efficiencies or methods to work more effectively, such as ways of shortening an activity • initial project activities that reveal entirely different sets of priorities for example, product development, research and policy development • responses to changing commercial/competitive conditions Reviews 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: • lists of potential risk events (risk register/log) • project and/or organisation files and records • risk analysis and reappraisal • risk diaries, incident logs, occurrence reports and other such documentation • risk management lessons learned • risk management plan Certificate IV ARB © ACPM Pty Ltd Page 25 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) BSBPMG408A: APPLY CONTRACT AND PROCUREMENT TECHNIQUES Unit Descriptor This unit describes the performance outcomes, skills and knowledge required to assist with contracting and procurement for a project. It covers identifying procurement and contract requirements, assisting with contractor selection, conducting contracting and procurement activities and assisting with finalisation of activities for the project. Application of the Competency This unit applies to a project team member working under the direction of a project manager with other project team members. The individual may be operating within an organisation or as a consultant. The skills should be applied in the context of multiple complex projects, with the individual operating as part of a specialist project management team. 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 worker managing a straightforward project or a section of a larger project where project management is not the main focus of the job role are covered by BSBPMG510A Manage projects. The functions performed by a project manager to manage procurement for the whole project are addressed in BSBPMG509A Manage project procurement. Elements This Unit comprises four (4) Elements: 1 Assist with contract and procurement planning 2 Contribute to contractor selection process 3 Conduct contract and procurement activities 4 Conduct finalisation activities REQUIRED SKILLS AND KNOWLEDGE This describes the essential skills and knowledge and their level, required for this unit. Required skills • organisational skills to participate in contract and procurement management • literacy skills to read and interpret contracts and procurement documentation • interpersonal skills to communicate effectively with contractors and suppliers about contract performance and obligations. Certificate IV ARB © ACPM Pty Ltd Page 26 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) Required knowledge • contract and procurement management framework as applied to project management • project procurement and contract management tools and techniques • broad legal contractual obligations of each party. 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: • subject to frequent change in a multi-disciplinary environment • under limited guidance and supervision • within agreed authorisation and limits • within established organisational framework, procedures and routines Procurement activities may include: • conducting transfer and disposal actions • confirming details and obtaining additional information about quotes etc. • formally receipting goods and services or providing formal notice of delivery of goods and services • identifying occupational health and safety (OHS) issues • liaising with client, contractors, sub-contractors and other stakeholders • maintaining registers and lists • obtaining approvals from higher project authorities • obtaining quotes from potential suppliers, providing quotes to potential clients or collaborating agencies and alliances • planning, specifying and/or conducting test and acceptance procedures • processing payment documentation Reviews may include evaluations of: • agreed major milestones, for example phases and sub-contracts • changes of key personnel • delivery of major deliverables • finalisation of project and other agreed milestones Records may include: • assets and disposal actions • lists of suppliers • procurement logs, registers • procurement reports • records of contract planning, formation, negotiation or administration • quotes, invoices and receipts • test and acceptance results Certificate IV ARB © ACPM Pty Ltd Page 27 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in 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 12-26). The Performance Criteria Log has been categorised as 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 12-27). 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. Certificate IV ARB © ACPM Pty Ltd Page 28 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) PROJECT INITIATION AND PLANNING Your Assessor Performance Criteria Evidence Ref Comments No Scope BSBPMG401A 1.1 Contribute to the identification of project deliverables BSBPMG401A 1.2 Contribute to the identification of measurable outcomes to enable evaluation of project performance BSBPMG401A 1.3 Contribute to the development of the scope management plan BSBPMG402A Time 1.1 Contribute, within delegated authority, to determining the duration and effort, sequence and dependencies of tasks to meet project objectives BSBPMG402A 1.2 Use project scheduling tools and techniques to help establish and integrate planned time management aspects of the schedule, resource allocation and financial requirements BSBPMG402A 1.3 Contribute to the agreement process and communication of the schedule to the client and other stakeholders Costs BSBPMG403A 1.1 Determine estimated costs for tasks and activities and communicate these costs to others for inclusion in project budget BSBPMG403A 1.2 Map costs against duration/effort and resources allocated, and communicate to project manager for inclusion in the project plan, budget and expenditure flow BSBPMG403A 1.3 Contribute to the development of cost management strategies and processes, and financial authorisation within delegated authority Quality BSBPMG404A 1.1 Contribute to determining quality requirements of project stakeholders BSBPMG404A 1.2 Contribute to establishing quantifiable quality criteria for project outcomes and objectives BSBPMG404A 1.3 Source information to locate and interpret quality policy and procedures BSBPMG404A 1.4 Contribute to the development of quality requirements in the project plan and processes Human Resources BSBPMG405A 1.1 Analyse work breakdown structure to determine human resource requirements BSBPMG405A 1.2 Assess skill levels of project personnel against project task requirements BSBPMG405A 1.3 Assign responsibilities for achieving project deliverables Certificate IV ARB © ACPM Pty Ltd Page 29 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Ref Comments No BSBPMG406A Communications 1.1 Identify, source and contribute relevant information requirements to initial project documentation BSBPMG406A 1.2 Contribute to developing and implementing the communications plan and communications networks Risk BSBPMG407A 1.1 Contribute to identifying and prioritising potential risks throughout the project life cycle BSBPMG407A 1.2 Provide input, within delegated authority, to develop risk management strategies and risk management plans within established guidelines BSBPMG407A 1.3 Establish risk analysis methods, techniques and tools to assist in the analysis of risks BSBPMG407A 1.4 Ensure reporting mechanisms for risks are planned for and agreed to Procurement BSBPMG408A 1.1 Contribute to the establishment of procurement requirements BSBPMG408A 1.2 Act under delegated authority to contribute to the development of the procurement management plan BSBPMG408A 1.3 Contribute to the development of project documentation for contract definition and formation BSBPMG408A 2.1 Gather and evaluate information on potential suppliers BSBPMG408A 2.2 Make recommendations to assist in selection of preferred contractors BSBPMG408A 2.3 Provide contribution to the definition of agreed terms and conditions with preferred contractor/s BSBPMG408A 2.4 Assist with the development of the final tendering and contractual documentation Certificate IV ARB © ACPM Pty Ltd Page 30 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) PROJECT EXECUTION Your Assessor Performance Criteria Evidence Comments Ref No BSBPMG401A Scope 2.1 Undertake work in accordance with agreed project management plan and by using established change control procedures and performance measurement procedures BSBPMG401A 2.2 Monitor and control aspects of project scope and communicate instances of non-compliance with overall scope to the project manager and other team members BSBPMG401A 2.3 Measure progress to determine potential, perceived and actual scope changes BSBPMG401A 2.4 Appropriately report scope changes Time BSBPMG402A 2.1 Use techniques to measure, record and report progress of activities in relation to agreed schedules and plans BSBPMG402A 2.2 Record variance between actual and planned progress and report to others for remedial action BSBPMG402A 2.3 Contribute to forecasting the impact of changes on the schedule and to the analysis of options BSBPMG402A 2.4 Implement agreed changes to the schedule and update plans as directed to accommodate changing situations throughout the project Costs BSBPMG403A 2.1 Monitor income and expenditure against the agreed project plan and budgets to facilitate cost management throughout the project life cycle BSBPMG403A 2.2 Use established cost management methods, techniques and tools to identify and report variations in the budget to higher project authority for action BSBPMG403A 2.3 Implement and monitor agreed actions and report progress to others to ensure cost objectives are achieved throughout the project life cycle Certificate IV ARB © ACPM Pty Ltd Page 31 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No Quality BSBPMG404A 2.1 Undertake work under delegated authority to implement quality assurance within the project in accordance with agreed quality standards and guidelines BSBPMG404A 2.2 Maintain records and documentation in accordance with set procedures to facilitate quality control and to provide an audit trail BSBPMG404A 2.3 Document and evaluate results of project activities and product performance to determine compliance with agreed quality standards BSBPMG404A 2.4 Report shortfalls in quality outcomes to others to enable appropriate action to be initiated Human Resources BSBPMG405A 2.1 Monitor the work of project personnel against assigned roles and responsibilities BSBPMG405A 2.2 Track, monitor and control actual effort against plan, review skill levels against allocated tasks and recommend remedial action, where required, to others BSBPMG405A 2.3 Contribute to tracking, monitoring and controlling stakeholder participation and communication with the project BSBPMG405A 2.4 Advise others when assigned responsibilities are not met by project personnel, or stakeholder expectations are at variance BSBPMG405A 2.5 Undertake work in a multi-disciplinary environment in accordance with established human resource management practices, plans, guidelines and procedures to achieve designated project objectives BSBPMG405A 2.6 Resolve potential and actual conflicts in accordance with agreed dispute resolution processes or report to others for resolution BSBPMG405A 2.7 Offer human resource development opportunities to individuals with skill gaps BSBPMG406A Communications 2.1 Gather, validate, store, retrieve, filter and disseminate information within agreed procedures as directed, to aid decision making processes throughout project life cycle BSBPMG406A 2.2 Maintain information to ensure data is secure and auditable BSBPMG406A 3.1 Undertake communication within project, with client and other stakeholders within agreed networks, processes and procedures to ensure flow of necessary information BSBPMG406A 3.2 Ensure reports are written and released in accordance with authorisation, or drafted for release by others BSBPMG406A 3.3 Seek information and advice from appropriate project authorities when in doubt Certificate IV ARB © ACPM Pty Ltd Page 32 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Comments Ref No Risk BSBPMG407A 2.1 Undertake control activities in accordance with agreed project and risk management plans to achieve project objectives BSBPMG407A 2.2 Measure progress and act on perceived, potential or actual risks within authority or report to others for response BSBPMG407A 2.3 Contribute to the implementation of agreed risk approaches and the amendment of plans to reflect the changing environment BSBPMG407A 2.4 Identify and report opportunities for action in the same way as risks Procurement BSBPMG408A 3.1 Undertake procurement activities and maintain information so that reporting, confidentiality and audit requirements are met BSBPMG408A 3.2 Receive, reconcile and register supplies in accordance with established procedures to facilitate payment throughout project BSBPMG408A 3.3 Monitor and control contractors and suppliers and their activities for compliance with designated responsibilities, deliverables, time/cost and quality conformance and other requirements BSBPMG408A 4.1 Test and accept supplies to ensure quality and suitability for purpose Certificate IV ARB © ACPM Pty Ltd Page 33 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) PROJECT CLOSURE Your Assessor Performance Criteria Evidence Ref Comments No Scope BSBPMG401A 2.5 Provide assistance in the review of project outcomes to determine the effectiveness of initial and subsequent scope management approaches Time BSBPMG402A 3.1 Provide assistance in the review of project outcomes to determine the effectiveness of time management tools, techniques and approaches used BSBPMG402A 3.2 Report scheduling and time management issues and responses to project manager for application in future projects Costs BSBPMG403A 3.1 Provide assistance in the finalisation and transfer of financial assets, liabilities and records to the client or relevant operational support agency BSBPMG403A 3.2 Provide assistance in the review of project outcomes by use of project records, to determine the effectiveness of initial and subsequent cost management strategies and processes BSBPMG403A 3.3 Report cost management issues and responses to project/program manager for application in future projects Quality BSBPMG404A 3.1 Participate in the ongoing review of project outcomes to determine the effectiveness of quality management activities BSBPMG404A 3.2 Report quality management issues and responses to others for application in future projects Human Resources BSBPMG405A 3.1 Contribute to assessing the overall effectiveness of project human resource management and document lessons learned BSBPMG405A 3.2 Report human resource issues to others to aid the continuous improvement process BSBPMG405A 3.3 Contribute to stakeholder satisfaction analysis and assist with post-project operational review Communications BSBPMG406A 4.1 Provide assistance in the ongoing review of project outcomes to determine the effectiveness of communications management activities BSBPMG406A 4.2 Report communication management issues and responses to higher project authorities for application in future projects Certificate IV ARB © ACPM Pty Ltd Page 34 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) Your Assessor Performance Criteria Evidence Ref Comments No Risk BSBPMG407A 3.1 Contribute to the ongoing review of project outcomes to determine the effectiveness of risk management activities by accessing project records and other available information BSBPMG407A 3.2 Report risk management issues and responses to others for lessons learned or application in future projects Procurement BSBPMG408A 4.2 Provide assistance in the ongoing review of project outcomes using available records and information to determine the effectiveness of contracting and procurement activities BSBPMG408A 4.3 Report contracting and procurement management issues and responses to others for application in future projects The evidence listed above has been submitted by me as evidence for my assessment Signature of Candidate: Date: Signature of Assessor: Date: Certificate IV ARB © ACPM Pty Ltd Page 35 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) Assessment Readiness Checklist General  Either I have written the Assessment Record Book contents in black or blue pen, not pencil; or I have produced a typed soft-copy of the Assessment Record Book, then printed and bound it.  I have written my name on the front page of the ARB.  I have entered my name (as I would like it printed on my certificate) and current contact details legibly into page 37. Evidence list (P.10)  I clearly listed all of the evidence I want considered for this assessment.  I have clearly identified what project each piece of evidence has come from.  I have clearly identified what timeframe each piece of evidence was developed. Project Management Biography (P.11)  I have provided an overview of each project I have used in evidence and a short history of how I have contributed to projects throughout my career. Competency Criteria (p.28 – p.35)  I have written the evidence reference numbers from the evidence list (p.10), against the performance criteria that they specifically relate to (at least 90% of Performance Criteria must have been referenced).  I have considered how each piece of evidence demonstrates my competency against the criteria it is listed against.  I have signed the last page of the Performance Criteria Log (p.35) to indicate that this is the evidence I have submitted for assessment.  Either I have produced a full portfolio of the evidence I wish to submit, or I have all of the required evidence available for the Assessment Interview (either electronic or printed). Note: All preceding check boxes must have been ticked before proceeding to the next step!  Either I have contacted my ACPM regional office and arranged for an Assessment Interview, or I have sent my completed ARB and portfolio of evidence directly to the ACPM regional office. Certificate IV ARB © ACPM Pty Ltd Page 36 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) CERTIFICATE IV IN PROJECT MANAGEMENT Assessment Summary Candidate’s Name: Candidate’s Job Title: Candidate’s Organisation: Business Address: Contact number: Email: Mailing address for certificate (if different to business address) Evidence summary (to be completed by Assessor) Training Attended: Project Experience in years: Projects examined: Dates: Proportion of evidence addressed to/signed by candidate: Additional evidence requirements: Necessary assumptions: Certificate IV ARB © ACPM Pty Ltd Page 37 of 38 Version 2009-01 A Division of Planpower Pty Ltd
  • Certificate IV in Project Management Assessment Record Book (ARB) AIPM Certification requested? Yes AIPM Membership No: Competency established? Yes No (If candidate’s competency has not been established, outline further action to be undertaken: Unit Code Unit Name C/NYC BSBPMG401A Apply project scope management techniques BSBPMG402A Apply time management techniques BSBPMG403A Apply cost management techniques BSBPMG404A Apply quality management techniques BSBPMG405A Apply human resources management approaches BSBPMG406A Apply communications management techniques BSBPMG407A Apply risk management techniques BSBPMG408A Apply contract and procurement techniques Assessor name Assessment Date Quality assurance/ verifier name QA Date Date to be printed on award Comments Assessor’s Signature: Certificate IV ARB © ACPM Pty Ltd Page 38 of 38 Version 2009-01 A Division of Planpower Pty Ltd