POE Level 5 Template

Australian Level 5 POE Master

'file:///conversion/tmp/scratch/387610750.xls'#$POE
Date Printed 5/19/2018

Portfolio Of Evidence Dashboard Completed

Learner: 0 Entered
Date: Total = 97 Outcomes 0 Done
Course: AngloGold Ashanti Level 2 0 Assessed
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Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5 - UNIT 1 - Manage application of project INTEGRATIVE processes

Done

Done
Integration Assessment
Specific Outcome No. Performance Indicator Evidence Results
Manage integration of all 1.1.1 Project stakeholders and their N NYC
functions of project interests are identified with guidance
management of senior personnel
1.1.2 All Project Management functions are N NYC
analysed with senior personnel and
relevant stakeholders to determine
achievable project objectives
1.1.3 The project plan is developed, to N NYC
integrate all project management
functions to achieve outcomes and
requirements for time, cost, quality,
risk / uncertainty
1.1.4 Project plan is endorsed by senior N NYC
personnel
1.1.5 Designated control mechanisms are N NYC
established to control planned activity
Coordinate internal and 1.2.1 The project is managed within an N NYC
external environments established internal working
environment to ensure work is
conducted effectively throughout the
project
1.2.2 Established links are maintained to N NYC
align project objectives with
organisation objectives throughout the
project life cycle
1.2.3 Where necessary, assistance from N NYC
senior personnel is sought to resolve
conflicts which may negatively affect
project objectives
Implement project 1.3.1 Agreed project phases, approval N NYC
activities throughout life points and review points occur
cycle 1.3.2 Progress is reported against N NYC
established project baselines to
measure performance throughout the
project life cycle
1.3.3 Established finalisation plans, N NYC
procedures and activities are
implemented
1.3.4 Integration management issues and N NYC
recommended improvements are
identified, documented and passed on
to senior personnel for application to
future projects

Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5 - UNIT 2 - Guide Application of Scope Management

Done

Done

Scope Assessment
Specific Outcome No. Performance Indicator Evidence Results
Conduct project 2.1.1 Project authorization is confirmed with N NYC
authorisation activities a higher authority as the basis for
suture project management activity
and commitment of resources and
effort

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 POE Level 5 Template

Conduct project scope 2.2.1 Project objectives, deliverables, N NYC

definition activities
constraints and assumptions and
principal work activities are identified
with guidance of a higher project
authority and agreed between the
project team and the client

2.2.2 Designated measurable project N NYC

benefits and outcomes are established
to enable quantified evaluation of
project performance
2.2.3 Scope management plan is developed N NYC
and implemented
Manage application of 2.3.1 Agreed scope management N NYC
scope controls procedures and processes are
implemented
2.3.2 The impact of scope changes is N NYC
managed within established time, cost
and quality constraints according to
change control procedures and to
meet project objectives

2.3.3 Progress is reviewed and results N NYC

recorded to assess the effectiveness
of scope management procedures
2.3.4 Scope management issues and N NYC
recommended improvements are
identified, documented and passed on
to a higher project authority for
application to future projects

Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5- UNIT 3 - Guide Application of Time Management

Done

Done
Time Assessment
Specific Outcome No. Performance Indicator Evidence Results
Determine project 3.1.1 The duration and effort, sequence and N NYC
schedule dependencies of tasks are
determined, from the scope definition
as the basis for the project schedule
3.1.2 Input to and approval for the project N NYC
schedule are obtained from
stakeholders and a higher authority
3.1.3 Within delegated authority, methods, N NYC
techniques and tools are selected and
used to determine preferred schedule,
time management plan(s), resource
allocation and financial requirements

3.1.4 Agreement to the schedule is obtained N NYC

from a higher project authority and
communicated to stakeholders to
provide the basis for measurement of
progress
Implement project 3.2.1 Mechanisms are implemented to N NYC
schedule measure, record and report progress
of activities in relation to the agreed
schedule and plans
3.2.2 Ongoing analysis of options is N NYC
conducted to identify variances and
forecast the impact of changes on the
schedule
3.2.3 Progress is reviewed throughout the N NYC
project life cycle and agreed schedule
changes are implemented to ensure
consistency with changing scope,
objectives and constraints related to
time and resource availability

3.2.4 Responses to perceived, potential or N NYC

actual schedule changes are
developed, agreed by a higher project
authority, and implemented to maintain
project objectives
Assess time 3.3.1 Project outcomes are reviewed from N NYC
management outcomes available records and information to
determine the effectiveness of time
management activities

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Assess time
management outcomes
POE Level 5 Template

3.3.2 Time management issues and N NYC

recommended improvements are
identified, documented and passed on
to a higher project authority for
application in future projects

Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5 - UNIT 4 - Guide Application of Cost Management

Done

Done
Cost Assessment
Specific Outcome No. Performance Indicator Evidence Results
Determine project costs 4.1.1 Resource requirements for individual N NYC
tasks are determined, with input from
stakeholders and guidance of others
4.1.2 Project costs are estimated to enable N NYC
budgets to be developed and agreed
cost management processes
implemented
4.1.3 Within delegated authority, a cost N NYC
management plan is developed and
implemented to ensure clarity of
understanding and ongoing
management of project finances
Monitor and control 4.2.1 Agreed financial management N NYC
project costs processes and procedures are
implemented to monitor actual
expenditure and to control costs
4.2.2 Cost analysis methods and tools are N NYC
selected and used to identify cost
variations, evaluate options and
recommend actions to a higher project
authority
4.2.3 Agreed actions are implemented, N NYC
monitored and modified to maintain
financial and overall project objectives
throughout the project life cycle
Conduct financial 4.3.1 Appropriate activities are conducted to N NYC
completion activities signify financial completion
4.3.2 Review of project outcomes is N NYC
undertaken using available records
and information to determine the
effectiveness of cost management
processes and procedures
4.3.3 Cost management issues and N NYC
recommended improvements are
identified

Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5 - UNIT 5 - Guide Application of Quality Management

Done

Quality Assessment Done

Specific Outcome No. Performance Indicator Evidence Results
Determine quality 5.1.1 Quality objectives, standards and N NYC
requirements levels are determined, with input from
stakeholders and guidance of a higher
project authority, to establish the basis
for quality outcomes and a quality
management plan

5.1.2 Established quality management N NYC

methods, techniques and tools are
selected and used to determine
preferred mix of quality, capability, cost
and time
5.1.3 Quality criteria are identified, agreed N NYC
with a higher project authority and
communicated to stakeholders to
ensure clarity of understanding and
achievement of quality and overall
project objectives

5.1.4 Agreed quality requirements are N NYC

included in the project plan and
implemented as basis for performance
measurement

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 POE Level 5 Template

Implement quality 5.2.1 Results of project activities and N NYC

assurance product performance are measured
and documented throughout the
project life cycle to determine
compliance with agreed quality
standards

5.2.2 Causes of unsatisfactory results are N NYC

identified, in consultation with the
client, and appropriate actions are
recommended to a higher project
authority to enable continuous
improvement in quality outcomes

5.2.3 Inspections of quality processes and N NYC

quality control results are conducted to
determine compliance of quality
standards to overall quality objectives
5.2.4 A quality management system is N NYC
maintained to enable effective
recording and communication of
quality issues and outcomes to a
higher project authority and
stakeholders

Implement project 5.3.1 Processes are reviewed and agreed N NYC

quality improvements changes implemented continually
throughout the project life cycle to
ensure continuous improvement of
quality
5.3.2 Project outcomes are reviewed N NYC
against performance criteria to
determine the effectiveness of quality
management processes and
procedures
5.3.3 Lessons learned and recommended N NYC
improvements are identified,
documented and passed on to a
higher project authority for application
in future projects

Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5 - UNIT 6 - Guide Application of Human Resources Management

Done

Done
HR Assessment
Specific Outcome No. Performance Indicator Evidence Results
Implement Human 6.1.1 Resource requirements for individual N NYC
Resource and tasks are determined, with input from
Stakeholder planning stakeholders and guidance from a
activities higher project authority, to determine
project staffing levels and required
competencies

6.1.2 Project organisation and structure N NYC

designated by a higher authority is
established to align individual and
group competencies with project tasks

6.1.3 Project stakeholders are identified and N NYC

their expectations verified in order to
quantify project outcomes
6.1.4 Staff are allocated to the project with N NYC
the approval of a higher project
authority to meet work requirements
throughout the project life cycle
6.1.5 HRM methods, techniques and tools N NYC
are developed and used to implement
HRM procedures and plans to ensure
clarity of understanding and ongoing
human resource management

Implement staff training 6.2.1 Designated staff responsibilities, N NYC

and development authority and individual performance
measurement criteria are
communicated to the project team and
other relevant stakeholders to ensure
clarity of understanding of the work
and to provide a basis for ongoing
assessment

6.2.2 Ongoing development and training of N NYC

project team members is identified,
planned, approved by a higher
authority and implemented to achieve
HRM and overall project objectives

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 POE Level 5 Template

6.2.3 Individuals’ performance is measured N NYC

Manage the project team 6.3.1
and stakeholders
6.3.2
against agreed criteria and actions are
initiated to overcome shortfalls in
performance and encourage career
progression
Processes to promote continuous N NYC
improvement of staff are implemented
and actions taken to improve staff and
overall project effectiveness
Internal and external influences on N NYC
individual and project team member
performance and morale are
monitored and reported to a higher
project authority if necessary for
remedial action

6.3.3 Established procedures for N NYC

interpersonal communication,
counseling and conflict resolution are
implemented to maintain a positive
working environment
6.3.4 Stakeholder expectations are N NYC
continually reviewed to resolve
expectation variance and ensure the
project is on track to deliver expected
outcomes
6.3.5 Inter-project and intra-project conflict N NYC
is identified and managed to minimize
impact on achievement of project
objectives
6.3.6 Human resource and stakeholder N NYC
management issues and
recommended improvements are
identified, documented and pass of to
a higher project authority for
application in future projects

Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5- UNIT 7 - Guide Application of Communications Management

Done

Done
Comms Assessment
Specific Outcome No. Performance Indicator Evidence Results
Plan communications 7.1.1 Information requirements are N NYC
processes identified, documented and analysed,
with input from stakeholders and
guidance of a higher project authority
as the basis for communications
planning

7.1.2 Within delegated authority, an agreed N NYC

communications management plan is
developed to ensure clarity of
understanding and achievement of
project objectives throughout the
project life cycle

7.1.3 Designated project management N NYC

information system, structure and
procedures are established and
maintained to ensure the quality,
validity, timeliness and integrity of
information and communication

Manage information 7.2.1 The generation, gathering, storage, N NYC

retrieval, analysis and dissemination of
information by project staff and
stakeholders is managed within
established systems and procedures
to aid decision making processes
throughout the project life cycle

7.2.2 Designated information validation N NYC

processes are implemented, modified,
monitored and controlled to optimize
quality and accuracy of data
Manage project 7.3.1 Communication and information N NYC
reporting management system problems are
identified and reported to a higher
project authority and agreed remedial
actions are implemented to ensure
project objectives are met

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Manage project
reporting

POE Level 5 Template

7.3.2 Communication and information N NYC

management systems problems are
identified, reported to higher project
authorities, and agreed remedial
actions are implemented to ensure
project objectives are met

Assess communications 7.4.1 Finalisation activities are conducted to N NYC

management outcomes ensure agreed ownership of, and
responsibility for, information collected

7.4.2 Project outcomes are reviewed to N NYC

determine the effectiveness of
management information and
communications processes and
procedures
7.4.3 Lessons learned and recommended N NYC
improvements are identified,
documented and passed on to a
higher project authority for application
in future projects

Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5 - UNIT 8 - Guide Application of Risk Management

Done

Done
Risk Assessment
Specific Outcome No. Performance Indicator Evidence Results
Determine project risk 8.1.1 Risks are identified, documented and N NYC
analyzed, in consultation with
stakeholders and a higher project
authority, as the basis for risk planning

8.1.2 Within delegated authority, established N NYC

risk management techniques and tools
are used to analyse risks and assess
options, and preferred risk approaches
are recommended to a higher
authority

8.1.3 Plans are developed, agreed with N NYC

stakeholders and communicated to
ensure clarity of understanding and
ongoing management of risk factors
8.1.4 Designated risk management N NYC
processes and procedures are
established to enable effective
management and communication of
risk events, responses and results
Monitor and control 8.2.1 Project is managed in accordance with N NYC
project risk established project and risk
management plans to ensure a
common approach to the achievement
of objectives
8.2.2 Progress is monitored against project N NYC
plans to identify variances and
recommend responses to a higher
project authority for remedial action
8.2.3 Agreed risk responses are N NYC
implemented and plans modified to
reflect changing project objectives in
an environment of uncertainty
Assess risk 8.3.1 Project outcomes are reviewed to N NYC
management outcomes determine effectiveness of risk
management processes and
procedures
8.3.2 Risk issues and recommended N NYC
improvements are identified,
documented and passed on to a
higher project authority for application
in future projects

Integration Scope Time Cost Quality HR Comms Risk Procurement

OUTCOMES Level 5 - UNIT 9 - Guide Application of Procurement Management

Done

Done

Procurement Assessment
Specific Outcome No. Performance Indicator Evidence Results

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 POE Level 5 Template

Determine procurement 9.1.1 Procurement requirements are N NYC

requirements identified, with input from stakeholders
and guidance of a higher project
authority as the basis for procurement
planning and the contract

9.1.2 Within delegated authority, an agreed N NYC

procurement management plan and
strategies are established and
maintained to ensure clarity of
understanding between stakeholders
and achievement of project objectives

Establish agreed 9.2.1 Information is obtained from N NYC

procurement processes established sources capable of
fulfilling procurement requirements to
determine how project objectives can
be met
9.2.2 Established selection processes and N NYC
selection criteria (including OHS
requirements) are adopted and
communicated to stakeholders and
prospective contractors or suppliers to
ensure fair competition

9.2.3 Approvals for procurement processes N NYC

to be used for the project are obtained
from a higher project authority to
enable formal discussions to be
conducted
Conduct contracting and 9.3.1 Agreed proposals and / or N NYC
procurement activities specifications are communicated to
prospective contractors or suppliers to
ensure clarity of understanding of
project objectives
9.3.2 Responses are evaluated and N NYC
preferred contractors or suppliers are
selected in accordance with current
legal requirements and agreed
selection processes
9.3.3 Negotiations are conducted with the N NYC
preferred contractor or suppliers, with
guidance of a higher project authority
if necessary, to agree on contract
terms and conditions, establish
common goals and minimize
uncertainty

Implement the contract 9.4.1 Established procurement management N NYC

and / or procurement plan is implemented and modifications
made with a higher project authority
approval to ensure a common
approach to achievement of objectives

9.4.2 Progress is reviewed and agreed N NYC

changes are managed to ensure
timely completion of tasks, resolution
of conflicts and achievement of project
objectives within the legal framework
of the contract

9.4.3 Procurement management problems N NYC

are identified and reported to a higher
project authority and agreed remedial
actions are implemented to ensure
project objectives are met
Manage contract and 9.5.1 Finalisation activities are conducted to N NYC
procurement finalisation ensure contract deliverables meet
procedures contractual requirements
9.5.2 Project outcomes are reviewed using N NYC
available procurement records and
information to determine the
effectiveness of contracting and
procurement processes and
procedures

9.5.3 Lessons learned and recommended N NYC

improvements are identified,
documented and passed on to a
higher project authority for application
in future projects.

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