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Evidence Guide: BSBPMG607 - Direct communications management of a project program

Student: __________________________________________________

Signature: _________________________________________________

Tips for gathering evidence to demonstrate your skills

The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!

From the Wiki University

 

BSBPMG607 - Direct communications management of a project program

What evidence can you provide to prove your understanding of each of the following citeria?

Direct planning of project communications

  1. Direct project information requirements, in consultation with appropriate stakeholders, as basis for projects and program communications planning
  2. Direct communications management plans and activities to ensure clarity of understanding and achievement of multiple project objectives at all levels
  3. Develop project management information system (PMIS), structure and procedures to maintain quality, validity, timeliness and integrity of information and communication across the program and in regard to organisational strategic management
Direct project information requirements, in consultation with appropriate stakeholders, as basis for projects and program communications planning

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Direct communications management plans and activities to ensure clarity of understanding and achievement of multiple project objectives at all levels

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Develop project management information system (PMIS), structure and procedures to maintain quality, validity, timeliness and integrity of information and communication across the program and in regard to organisational strategic management

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Direct management of project information

  1. Direct generation, gathering, storage, retrieval, analysis and dissemination of information by project staff and stakeholders to improve decision-making processes and communications across the program and between projects
  2. Direct information validation processes for development, management and modification to ensure consistent quality and accuracy of data across the program
Direct generation, gathering, storage, retrieval, analysis and dissemination of information by project staff and stakeholders to improve decision-making processes and communications across the program and between projects

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Direct information validation processes for development, management and modification to ensure consistent quality and accuracy of data across the program

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage program communications

  1. Develop and manage formal and informal communication networks between the organisation’s management structure, program, projects and key stakeholders to ensure effectiveness throughout multiple life cycles of projects within the program
  2. Address potential, perceived and actual problems with communication and management information systems through project managers, and ensure remedial actions are authorised, to ensure project, program and organisational objectives are met
  3. Manage customer relationships beyond delegated responsibility of project managers, to ensure clarity of understanding of objectives and to minimise conflict across the program
Develop and manage formal and informal communication networks between the organisation’s management structure, program, projects and key stakeholders to ensure effectiveness throughout multiple life cycles of projects within the program

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Address potential, perceived and actual problems with communication and management information systems through project managers, and ensure remedial actions are authorised, to ensure project, program and organisational objectives are met

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Manage customer relationships beyond delegated responsibility of project managers, to ensure clarity of understanding of objectives and to minimise conflict across the program

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Analyse communications management outcomes

  1. Direct project finalisation activities to ensure ownership of, and responsibility for, information outcomes
  2. Review and analyse project outcomes to determine effectiveness of management information and communications systems
  3. Aggregate and use lessons learnt across multiple projects for other program and organisational applications
Direct project finalisation activities to ensure ownership of, and responsibility for, information outcomes

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Review and analyse project outcomes to determine effectiveness of management information and communications systems

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Aggregate and use lessons learnt across multiple projects for other program and organisational applications

Completed
Date:

Teacher:		 Evidence:

 

 

 

 

 

 

 

Assessed

Teacher: ___________________________________ Date: _________

Signature: ________________________________________________

Comments:

 

 

 

 

 

 

 

 

Instructions to Assessors

Evidence Guide

ELEMENT

PERFORMANCE CRITERIA

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1. Direct planning of project communications

1.1 Direct project information requirements, in consultation with appropriate stakeholders, as basis for projects and program communications planning

1.2 Direct communications management plans and activities to ensure clarity of understanding and achievement of multiple project objectives at all levels

1.3 Develop project management information system (PMIS), structure and procedures to maintain quality, validity, timeliness and integrity of information and communication across the program and in regard to organisational strategic management

2. Direct management of project information

2.1 Direct generation, gathering, storage, retrieval, analysis and dissemination of information by project staff and stakeholders to improve decision-making processes and communications across the program and between projects

2.2 Direct information validation processes for development, management and modification to ensure consistent quality and accuracy of data across the program

3. Manage program communications

3.1 Develop and manage formal and informal communication networks between the organisation’s management structure, program, projects and key stakeholders to ensure effectiveness throughout multiple life cycles of projects within the program

3.2 Address potential, perceived and actual problems with communication and management information systems through project managers, and ensure remedial actions are authorised, to ensure project, program and organisational objectives are met

3.3 Manage customer relationships beyond delegated responsibility of project managers, to ensure clarity of understanding of objectives and to minimise conflict across the program

4. Analyse communications management outcomes

4.1 Direct project finalisation activities to ensure ownership of, and responsibility for, information outcomes

4.2 Review and analyse project outcomes to determine effectiveness of management information and communications systems

4.3 Aggregate and use lessons learnt across multiple projects for other program and organisational applications

Required Skills and Knowledge

ELEMENT

PERFORMANCE CRITERIA

Elements describe the essential outcomes.

Performance criteria describe the performance needed to demonstrate achievement of the element.

1. Direct planning of project communications

1.1 Direct project information requirements, in consultation with appropriate stakeholders, as basis for projects and program communications planning

1.2 Direct communications management plans and activities to ensure clarity of understanding and achievement of multiple project objectives at all levels

1.3 Develop project management information system (PMIS), structure and procedures to maintain quality, validity, timeliness and integrity of information and communication across the program and in regard to organisational strategic management

2. Direct management of project information

2.1 Direct generation, gathering, storage, retrieval, analysis and dissemination of information by project staff and stakeholders to improve decision-making processes and communications across the program and between projects

2.2 Direct information validation processes for development, management and modification to ensure consistent quality and accuracy of data across the program

3. Manage program communications

3.1 Develop and manage formal and informal communication networks between the organisation’s management structure, program, projects and key stakeholders to ensure effectiveness throughout multiple life cycles of projects within the program

3.2 Address potential, perceived and actual problems with communication and management information systems through project managers, and ensure remedial actions are authorised, to ensure project, program and organisational objectives are met

3.3 Manage customer relationships beyond delegated responsibility of project managers, to ensure clarity of understanding of objectives and to minimise conflict across the program

4. Analyse communications management outcomes

4.1 Direct project finalisation activities to ensure ownership of, and responsibility for, information outcomes

4.2 Review and analyse project outcomes to determine effectiveness of management information and communications systems

4.3 Aggregate and use lessons learnt across multiple projects for other program and organisational applications