- ICAA5138B - Determine acceptable developers for projects
Determine acceptable developers for projects
Elements and Performance Criteria
1. Specify development requirements
1.1. Prepare and document clear specifications for the project
1.2. Submit specifications to appropriateperson for sign-off and authority to contract developers
1.3. Prepare request for tender document if appropriate, using specifications
1.4. Prepare and document agreed selection guidelines
2. Identify potential developers
2.1. Investigate potential developers in line with organisationalguidelines
2.2. Request development quotes from potential developers
2.3. Assess submitted quotes against selection guidelines and make a shortlist of potential developers, where appropriate
3. Select a potential developer
3.1. Assess the capability of developers to do the project work
3.2. Confirm that potential developers understand the scope of the work to be undertaken
3.3. Conduct a due diligence check where appropriate and assess the quality of developers
3.4. Select appropriate developers using selection criteria
3.5. Inform developers of their selection according to organisational guidelines
4. Sign off the selection process
4.1. Prepare contract for signing according to enterprise procedures
4.2. Sign contract and prepare developers to commence work according to contract
Preparing tender documentation
Applying selection guidelines to determine the successful developer
Writing technical specifications and requirements
Australian Computer Society Code of Ethics
The evidence guide provides advice on assessment and must be read in conjunction with the performance criteria, required skills and knowledge, range statement and the Assessment Guidelines for the Training Package.
Overview of assessment
Critical aspects for assessment and evidence required to demonstrate competency in this unit
Evidence of the following is essential:
Assessment must confirm that learners can systematically select professional and skilled providers/developers who can successfully complete the required development project.
To demonstrate competency in this unit the learner will require access to:
Context of and specific resources for assessment
Selection and assessment of solution providers is essential for maintaining organisational systems. Special care should be exercised to ensure appropriate solutions providers have the skills, depth of capability and support.
Identifying appropriate organisation to meet these needs involves analysis and recording of objective evidence across a broad range of technical and/or managerial operations.
The breadth, depth and complexity covering planning and initiation of alternative approaches to skills or knowledge applications across a broad range of technical and/or management requirements, evaluation and coordination would be characteristic.
Assessment must ensure:
self-directed application of knowledge and skills, with substantial depth in some areas where judgement is required in planning and selecting appropriate equipment, services and techniques for self and others.
Applications involve participation in development of strategic initiatives as well as personal responsibility and autonomy in performing complex technical operations or organising others. It may include participation in teams including teams concerned with planning and evaluation functions. Group or team coordination may also be involved.
Method of assessment
The purpose of this unit is to define the standard of performance to be achieved in the workplace. In undertaking training and assessment activities related to this unit, consideration should be given to the implementation of appropriate diversity and accessibility practices in order to accommodate people who may have special needs. Additional guidance on these and related matters is provided in ICA05 Section 1.
Competency in this unit should to be assessed using summative assessment to ensure consistency of performance in a range of contexts. This unit can be assessed either in the workplace or in a simulated environment. However, simulated activities must closely reflect the workplace to enable full demonstration of competency.
Assessment will usually include observation of real or simulated work processes and procedures and/or performance in a project context as well as questioning on underpinning knowledge and skills. The questioning of team members, supervisors, subordinates, peers and clients where appropriate may provide valuable input to the assessment process. The interdependence of units for assessment purposes may vary with the particular project or scenario.
Guidance information for assessment
Holistic assessment with other units relevant to the industry sector, workplace and job role is recommended
An individual demonstrating this competency would be able to:
Demonstrate understanding of a broad knowledge base incorporating theoretical concepts, with substantial depth in some areas
Analyse and plan approaches to technical problems or management requirements
Transfer and apply theoretical concepts and/or technical or creative skills to a range of situations
Evaluate information, using it to forecast for planning or research purposes
Take responsibility for own outputs in relation to broad quantity and quality parameters
Take some responsibility for the achievement of group outcomes
Maintain knowledge of industry products and services
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 may include:
a total organisational change
a systems-only change
a business improvement process
an e-business solution involving the total organisation or part of the organisation
Appropriate person may include:
authorised business representative
Organisational guidelines may include but not limited to:
personal use of emails and internet access
content of emails
downloading information and accessing particular websites
opening mail with attachments
document procedures and templates,
financial control mechanisms
Developers may include:
internal or external sources of expertise, including solution providers, contractors, consultants, analyst/programmer or employees
Depends on the importance of the development; the greater the importance the more detailed the due diligence check.
Items covered include:
Obtaining referees of previous clients
Identifying the work of the developer to be employed
Conducting a check of reputation in the industry
Checking with appropriate quality and industry bodies
Checking for vendor certification
Checking membership of professional bodies
Checking the developer's website and checking their 'seal of trust' credentials
In government organisations there may be well-defined tender processes that have to be followed. In other organisations there may be no procedure, with tender handled differently.
Different methods may include one or several of the following:
Registration of interest (ROI)
Request for information (RFI)
Request for proposal (RFP)
The above approaches could involve advertising to the open market, existing relationships or preferred supplier lists.
This may also be done by advertising, cold calling, responding to advertisements, on-line searching, getting recommendation from someone trusted, extending an existing relationship or identifying a well-designed e-business site and finding the developers
Analyse and Design
This unit contains employability skills.
Refer to Unit Descriptor