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 in the performance criteria is detailed below. Add any 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.
Clients may include: | agents building supervisors company management government and legal agencies institutions insurers internal and external property groups owner-occupiers property agents property owners |
| risk assessors tenants. |
Relevant people may include: | colleagues engineers and technicians financial institutions installers legal representatives members of industry associations property owners site personnel subcontractors supervisors technical experts tenants. |
Quality assurance goals and strategies may include: | a formal structure against which progress can be evaluated budgets and timetables that enable the commitment of resources at appropriate points in the project compliance with Australian standards contingency plans to cater for a change of corporate focus or significant project difficulties continuous improvement strategies mechanisms for involving a wide variety of interested parties or stakeholders in the project procedures for monitoring and evaluating project outcomes and client satisfaction reducing risk by anticipating, evaluating and developing strategies for the management of possible problems reporting procedures and protocols. |
Organisational requirements may be outlined and reflected in: | access and equity principles and practice guidelines business and performance plans complaint and dispute resolution procedures goals, objectives, plans, systems and processes legal and ethical requirements and codes of practice mission statements and strategic plans OHS policies, procedures and programs policies and procedures in relation to client service quality and continuous improvement processes and standards quality assurance and procedure manuals. |
Project activities may include: | communicating advice and information to team coordinating contractors, architects, builders and suppliers ensuring tasks are carried out liaison with government agencies meetings, including preparation of minutes, papers and reports monitoring financial arrangements monitoring time lines preparing project documentation preparing project plan reporting. |
Risk management plan may describe: | how often risks will be reviewed, the process for review and who will be involved how risk status will be reported and to whom planned strategies for reducing likelihood and seriousness of each risk (mitigation strategies) and who will be responsible for implementing them initial snapshot of the major risks and current grading process which will be used to identify, analyse and manage risks both initially and throughout the life of the project who will be responsible for which aspects of risk management. |
Risks to the effective management of the project may include: | budget constraints competing work demands inadequate active participation in the quality management process by all stakeholders resource and material availability equipment and technology breakdown time delays workplace hazards, risks and controls. |
Legislative requirements may be outlined and reflected in: | Australian standards general duty of care to clients home building requirements privacy requirements relevant federal, and state or territory legislation that affects organisational operation, including: anti-discrimination and diversity environmental issues EEO industrial relations OHS relevant industry codes of practice covering the market sector and industry, financial transactions, taxation, environment, construction, land use, native title, zoning, utilities use (water, gas and electricity), and contract or common law strata, community and company titles tenancy agreements trade practices laws and guidelines. |
Project plan may include: | a formal structure against which progress can be evaluated acquisition strategies budgets and timetables that enable the commitment of resources at appropriate points in the project consultation strategies to involve stakeholders contingency plans to cater for changes or significant project difficulties objectives, scope and expected benefits of the project project implementation plans project management methodology to be used quality assurance procedures risk management plans specifications structure of the project transition plans. |
Targets and milestones may include: | achievement of key tasks and project phases completion of contract phases and requirements measurement and achievement of set outcomes progress reports. |
Communication strategies may include: | clear and concise use of technical terminology clear presentation of options client-centred approaches continuous feedback mechanisms culturally inclusive and sensitive engagement techniques effective reporting arrangements ongoing liaison organisational communication protocols and procedures organisational networks. |
Contingencies may include: | budget constraints building delays environmental factors, such as time and weather industrial disputes non-availability of resources and materials public holidays and shut-down periods equipment and technology breakdown unforeseen incidents. |
Coaching and mentoring assistance may include: | fair and ethical practices non-discriminatory processes and activities presenting and promoting a positive image of the collective group problem solving providing encouragement providing feedback to another team member respecting the contribution of all participants and giving credit for achievements. |
Evaluation methods could be qualitative or quantitative and may include: | checklists cost data analysis expert and peer review interviews observation questionnaires review of quality assurance data. |
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