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
What evidence can you provide to prove your understanding of each of the following citeria?
Determine evaluation measures and criteria
|
|
Measures for evaluation are determined to provide value for money and make optimum use of existing sources of data and means of data gathering. Completed |
Evidence:
|
Government policy and objectives for strategic procurements are reflected in evaluation measures and criteria. Completed |
Evidence:
|
Nature and character of the organisation and its values and policies are reflected in evaluation criteria. Completed |
Evidence:
|
Sufficient information is provided in measures and criteria to make judgements about progress towards government objectives, strategic goals and implementation of procurement policies. Completed |
Evidence:
|
Evaluate organisational achievement
|
|
Evaluation is undertaken against strategic procurement goals, policies, plans and codes/standards of behaviour and takes into account evidence from procurement activities. Completed |
Evidence:
|
Conclusions from evaluation are detailed against agreed criteria, supported by evidence, and structured to provide a complete picture of performance in respect to strategic goals and policies of government and organisation procurement. Completed |
Evidence:
|
Where performance fails to meet the agreed criteria, possible reasons are offered and discussed with stakeholders. Completed |
Evidence:
|
Consultation is undertaken with stakeholders prior to publication of any report on performance that may affect the interests of stakeholders. Completed |
Evidence:
|
Reports are provided according to organisational policy and procedures in time to enable effective response. Completed |
Evidence:
|
Evaluate procurement plans and their implementation
|
|
Causes of success and failure in procurement plans and their implementation are identified. Completed |
Evidence:
|
Explanations of causes of success or failure are presented logically and comprehensively and supported by evidence. Completed |
Evidence:
|
Where alternative explanations are available, these are reported, along with reason for preferring any explanation. Completed |
Evidence:
|
Where it is likely to be difficult to find a remedy for the cause, explanations are offered to counter possible objections. Completed |
Evidence:
|
Lessons to be drawn from success or failure are made available to those who could learn from them and are used in the future planning of procurement. Completed |
Evidence:
|
Feedback is provided to those whose performance is examined. Completed |
Evidence:
|
Evaluate strategic procurement goals, policies and performance
|
|
Possible strengths and weaknesses in strategic procurement goals, policies and performance are identified. Completed |
Evidence:
|
Recommendations are formulated for building on strengths and addressing weaknesses. Completed |
Evidence:
|
Comments, analysis and recommendations are made available for the review and reformulation of the procurement strategic goals and policies based on performance. Completed |
Evidence:
|
Implement continuous improvement in procurement performance
|
|
Recommendations for improvement in organisational achievement in procurement performance are implemented according to organisational requirements. Completed |
Evidence:
|
Lessons learnt from the evaluation of procurement plans and their implementation, are used to continuously improve procurement performance. Completed |
Evidence:
|
Review and reformulation of strategic procurement goals and policies are built into the cycle of continuous improvement of strategic procurement. Completed |
Evidence:
|
Ongoing monitoring, measurement and management of procurement performance are undertaken to continuously improve procurement outcomes. Completed |
Evidence:
|