Dip Project Management

Department of Training
and Workforce Development

Western Australia
RPL Assessment Tool Kit
BSB51407
Diploma of Project Management
First published 2010

ISBN 978-1-74205-511-4
Department of Training and Workforce Development
All rights reserved.
Western Australian Department of Training and Workforce Development materials, regardless
of format, are protected by copyright law.
Permission, however, is granted to Trainers, Assessors and Registered Training Organisations
to use, reproduce and adapt the material (third party material excluded) for their Recognition of
Prior Learning (RPL) assessment activities.
This permission is subject to the inclusion of an acknowledgement of the source. Permission
does not extend to the making of copies for hire or sale to third parties, and provided it is not
used for commercial use or sale. Reproduction for purposes other than those indicated above
requires the prior written permission of the Western Australian Department of Training and
Workforce Development.
Published by and available from
WestOne Services
1 Prospect Place
WEST PERTH WA 6005
Tel: (08) 9229 5200 Fax: (08) 9227 8393
Email: sales.westone@trainingwa.wa.go.au
Website: www.westone.wa.gov.au
Acknowledgements
This work has been produced with the assistance of funding provided by the Council of
Australian Governments (COAG) National Reform Initiative (NRI).
This resource contains Units of Competency from the BSB07 Business Services Training
Package BSB51407 Diploma of Project Management Commonwealth of Australia 2007
Department of Education Science and Training (DEST), used under the AEShareNet-FfE
licence.
Disclaimer
Whilst every effort has been made to ensure the accuracy of the information contained in this
RPL Assessment Tool Kit, no guarantee can be given that all errors and omissions have been
excluded. No responsibility for loss occasioned to any person acting or refraining from action as
a result of the material in this RPL Assessment Tool Kit can be accepted by the Western
Australian Department of Training and Workforce Development.
BSB51407 Diploma of Project Management

Contents
Recognition of Prior Learning (RPL) Assessment Tool Kit
Overview of the Recognition Process
PART 1
Section 1 Assessors Information
Introduction
11
Explanation of RPL documents
12
Section 2 List of competencies in this RPL Assessment Tool Kit
13
Qualification Rules
15
List of competencies in this RPL Assessment Tool Kit
17
Units of competency covered in this RPL Assessment Tool Kit
17
Section 3 Interview Question Bank and Recording Sheets
19
Cluster 1 Scope, time, cost and quality: Project integration and

the constraints of a project
21
Assessor's Instructions
21
Cluster 2 Project human resources, communications, risk and procurement
29
Assessors Instructions
29
Section 4 Practical Tasks and Observation Recording Sheets
37
Practical tasks
39
Cluster 1 Scope, time, cost and quality: Project integration and the
constraints of a project
41
Task 1 Managing the project constraints
41
Instructions for the candidate
41
Demonstration/Observation Checklist
43
Instructions for the Assessor
43
47
Task 2 Project risk and communication
47
47
49
49
Task 3 Project HR and procurement
53
53
55
55
Resources required for this task
55
Page 3 of 112
Department of Training and Workforce Development 2010

Version 1, January 2010

PART 2
59
Section 5 Candidates Information and Self-Evaluation Forms
59
What is Recognition of Prior Learning (RPL)?
61
How to prepare for your RPL assessment
62
The four steps in the RPL assessment process
64
Candidates Information Form
67
Candidates Employment History Form
69
Candidates Self-Evaluation Form
71
Section 6 Third Party Report and Supporting Documentation
77
Third Party Report
79
Supporting Documentation
81
Assessors Evidence Summary Sheet
83
Section 7 Mapping of Assessment Tools
85
Mapping document for Cluster 1
87
Evidence Matrix
89
101
Evidence Matrix
103

Page 4 of 112

Recognition of Prior Learning (RPL) Assessment Tool Kit

This RPL Assessment Tool Kit has been developed by the Western Australian Department of
Training and Workforce Development, in consultation with industry, as a resource to assist RPL
Assessors by providing a set of quality assessment tools, which can be used to conduct
whole-of-qualification RPL. This kit also contains information which can be provided to the
candidate.
This kit should be customised to suit the needs of the candidate, employer/industry or Assessor
and should reflect the purpose for which it is being used.
It is recommended that prior to using this kit for the first time, and after any
modifications or contextualisation, this RPL Assessment Tool Kit be validated by the
user to ensure it meets the required Australian Qualification Training Framework
Standards (AQTF), relevant Training Package requirements and Registered Training
Organisation (RTO) policies.
A task-based model for RPL

A process for RPL has been developed that promotes holistic, task-based assessment, and
which focuses on relating assessment activities to actual job tasks. The intention of this model is
to streamline and simplify recognition processes for prospective candidates. This RPL
Assessment Tool Kit has been developed to support this task-based model.
The focus of the new streamlined holistic assessment process is to focus on demonstrated skills
and knowledge and is not reliant on documentary evidence as the main source of evidence.
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Page 6 of 112

Overview of the Recognition Process
Candidate Enquiry
Candidates Information
Form
STEP 1
Candidate
Self-Evaluation
STEP 2
Interview and
Questioning
STEP 3
Demonstration/
Observation of
Practical Tasks
STEP 4
If not ready for RPL,

the candidate is to
be provided with
training options.
Gap Training
(if required)
Supporting
Evidence/Third Party
Report
(If required)
Issue Qualification
Statement of Attainment
By RTO
Page 7 of 112



Page 8 of 112

PART 1
Section 1
Assessors Information
It is important that you complete both Sections 3 (Interview/Questioning) and 4 (Practical
Tasks) when completing RPL assessment using this kit.
The RPL process is a streamlined process which does not rely solely on documentary
evidence. It uses a combination of questioning, practical assessment and supporting evidence
to provide evidence of the candidates competence.
Page 9 of 112



Page 10 of 112

Introduction
Welcome to the BSB51407 Diploma of Project Management.
This RPL Assessment Tool Kit contains nine (9) core units of competency.
It is simply set out, with a covering comprehensive list of instructions at the front of each
document, as well as covering instructions for each step of the process, as found in the notes
for the Assessor, and notes for the candidate.
Included in this kit are the following documents:
Assessors Information
Qualification Rules and list of units of competency contained in this kit
Units of competency separated into clusters for assessment
Tool Kits for each cluster:
Interview Question Bank and Recording Sheets
Practical Tasks and Observation Recording Sheets
Candidates Self-Evaluation Form (incorporating Third Party Verification)
Mapping documents for all the units of competency included in this kit.
Page 11 of 112



a)
Interview Question Bank and Recording Sheets (Section 3): The interview question
bank is the second stage of the process, in which the Assessor and the candidate confirm
the knowledge by discussing a series of questions. Each of these questions includes a
series of Key Points, which may assist the Assessor in guiding the discussions.
b)
Practical Tasks and Observation Recording Sheets (Section 4): These tools are
designed to guide the Assessor and candidate through a workplace observation, proving
the candidates ability to conduct the specific tasks and skills required for recognition of
competence in the particular area.
c)
Candidates Information and Self-Evaluation Forms (Section 5): This document is for
the candidate to assess their suitability for RPL process, by asking them to consider each
of the points and assessing their ability against the task. It has been broken into smaller
skill groups, clustering like activities together to enable ease of completion. It is then
reinforced by the candidates supervisors comments, both against tasks and as a
summary for each group. This serves as third party validation of the candidates claims.
d)
Third Party Report and Supporting Documentation (if applicable) (Section 6): The
third party verification report is provided for referees, for example the supervisor, to
confirm the candidates skills and experience in the qualification/occupation. This is
particularly useful in addressing employability skill requirements. It is important to note
that third party reports are not always available and it is recommended that Assessors use
their professional judgement to determine if this is a requirement.
List of supporting documentation (if applicable): A list of suggested industry specific
evidence or supporting documentation (in addition to the generic documentation) is
provided to assist the candidate in collecting evidence to support their application.
e)
Mapping Document (Section 7): This tool demonstrates how each of the documents
reflects the units of competency in the particular cluster.

Page 12 of 112

Section 2
List of competencies
in this
Page 13 of 112



Page 14 of 112

Qualification Rules
Entry to qualifications and progression advice
The following information has been extracted from BSB07 Business Services Training Package.
Requirements
Successful completion of a total of nine (9) units of competency made up of:
BSBPMG501A Manage application of project integrative processes
BSBPMG502A Manage project scope
BSBPMG503A Manage project time
BSBPMG504A Manage project costs
BSBPMG505A Manage project quality
BSBPMG506A Manage project human resources
BSBPMG507A Manage project communications
BSBPMG508A Manage project risk
BSBPMG509A Manage project procurement.
Note:
There are no electives for BSB51407 Diploma of Project Management.
Page 15 of 112



Page 16 of 112

List of competencies in this RPL Assessment Tool Kit

This section identifies the units contained in this kit.
Units of competency covered in this RPL Assessment Tool Kit

Note: Both clusters need to be completed to qualify for this award.
Cluster 1 Scope, time, cost and quality: Project integration and the constraints of a
project
Unit Code
Unit Title
Core/Elective
BSBPMG501A
Manage application of project integrative processes
Core
BSBPMG502A
Manage project scope
Core
BSBPMG503A
Manage project time
Core
BSBPMG504A
Manage project costs
Core
BSBPMG505A
Manage project quality
Core

Unit Code
Unit Title
Core/Elective
BSBPMG506A
Manage project human resources
Core
BSBPMG507A
Manage project communications
Core
BSBPMG508A
Manage project risk
Core
BSBPMG509A
Manage project procurement
Core
Page 17 of 112



Page 18 of 112

Section 3
Interview Question Bank
and Recording Sheets
This section contains questions the Assessor may ask the candidate while documenting
their conversation during the RPL interview.
It is not intended that every question for each competency be asked or discussed during the
conversation. Only questions related to those competencies that the initial documentary review
has failed to fully address are required.
Each question provides key points to look for in the candidates responses. You may wish to
use these key points to formulate questions of your own, contextualise, or rephrase the
suggested questions to suit the candidates particular work situation.
On the Recording Sheets, place a tick next to each key point as it is addressed by the candidate
during the conversation. By doing this, you are recording what you have heard the candidate
say during the interview.
Use the Assessors Comments section next to each question to provide further details about the
context of the discussion or other key points and examples the candidate has discussed that
may be relevant in confirming competence.
It is important to remember that the notes taken during the questioning interview are important
evidence and should be retained as part of the candidates assessment records.
Page 19 of 112



Page 20 of 112
How/where was the interview conducted?
Assessors name
Candidates name
Record of interview
Page 21 of 112
In the workplace
At an RTOs premises
Interview only

Name: ___________________________________
Name: ___________________________________
It is recommended that the interview be conducted in the workplace, allowing the candidate access to documents, equipment etc to support their
statements.
These key points exist as a guide only, and the Assessor is encouraged to expand on them where necessary to satisfy depth of underpinning
knowledge and skills.
The interview should allow the candidate to confirm their knowledge as identified by their Self-Evaluation against relevant units of competency.
The Assessor may use these questions to guide the interview ensuring that the candidate addresses the key points identified for each question.
Cluster 1 Scope, time, cost and quality: Project integration and the constraints of a project


Question 2
Think about a time when you managed a
project. Explain what you included in the
project plan.
Where did you source information for the
project plan?
Question 1
List examples of score planning models
you have used.
Questions relating to
Cluster 1
Page 22 of 112
Communication: communication plan (or

reference to)
Procurement: process, what is to be procured
Human resources: project team (HR

structure)
Risk: project risks, risk management strategy
Quality: quality criteria
Cost: budget
Time: schedule, milestones
Reference made to the nine knowledge areas
Scope: project objectives and deliverables;

key stakeholders, assumptions and
constraints
Process mapping
Milestone plans
Critical path analysis
Gantt charts/PERT charts
Rolling wave planning
No
Yes
Units of competency
Key points to be addressed by the candidate
Units of competency
Candidates name
Assessors Comments

defining and mapping project activities
calculating project costs
defining quality criteria.
Question 3
During the planning phase of the project
life cycle, explain what needed to be done
regarding scope, time, quality and cost.
In your response, cover the following (at
least):
Cluster 1
Page 23 of 112
Delivering targeted requirements
Quality criteria defined
Discusses key themes of quality management
Estimated activity durations in consultation

with stakeholders (as above)
Defined and mapped activities by creating a

WBS
Project activities, costs and quality criteria:

creating a work breakdown structure (WBS),
consultation with stakeholders, team
members, experts, project sponsor, end user
Possible reference to individual plans for

quality, cost, time and scope
Possible references to a scope planning

model
Information sourced from stakeholders, old

lessons learned reports, project team,
suppliers, finance, project sponsor
Endorsements/sign-off
Stakeholder engagement
Yes
No
Assessors Comments

Units of competency
Units of competency
Candidates name


Question 5
Think of a project you have managed.
Explain what had to be monitored and
controlled throughout the project life cycle
and the methods used.
Note: Response only needs to refer to
cost, time, scope and quality.
Question 4
What processes did you use to monitor
and report on the project progress
throughout the project life cycle?
Cluster 1
Page 24 of 112
Scope reviewed and change requests

submitted for changes to scope
Communication with client to ensure quality

criteria were on track for being met
How scope creep was managed/avoided
Reference to cost, scope, quality and time

knowledge areas (ie what was monitored, for
example schedule)
Team meetings
Status reporting (possibly checkpoint reports,

highlight reports)
Project costs estimated using industry

recognised technique
Best practice
Meeting stakeholder expectations
Client needs delivered on time and on budget
Client satisfaction
Yes
Units of competency
Units of competency
Candidates name
No
Assessors Comments

Question 6
What tools have you used for developing
and monitoring budgets? How have you
monitored and reported cost blowouts
and obtained authorisation for permanent
variances to the budget?
Cluster 1
measuring project performance

evaluating schedule variance
reporting schedule variance
implementing authorised schedule
changes
applying corrective action
spreadsheets
accounting software (MYOB,
QuickBooks)
organisational documents
Page 25 of 112
project management software

(ie Microsoft Project)
Discusses use of:
managing inputs
Discusses how the project schedule was

adjusted by:
Tools used to monitor the project schedule

(eg MS Project, Primavera)
Slippage in scope, time, cost or quality is

identified and strategies put in place to bring
them back on track, and how this was done
Yes
No
Assessors Comments

Units of competency
Units of competency
Candidates name


Question 7
Think about a project you managed
recently. At project finalisation/closure,
how did you record improvements for
future projects? How was this information
stored?
Cluster 1
changes to budget; variances etc are

identified and approved
cost baseline
performance management
graphs
profit and loss statements
invoice and payment records
cost verification and validation
documentation
project time
project human resources
project scope
project procurement
project quality
project risk
project communication
Page 26 of 112
project costs
Lessons learned report for:
calculator
Yes
Units of competency
Units of competency
Candidates name
No
Assessors Comments

Question 8
Give examples of project finalisation
activities.
Cluster 1
project time
project human resources
project scope
project procurement
project quality
project risk
project communication
Page 27 of 112
project costs
Project closure report with final information

and lessons learned for:
Administration (bills paid, final payments

received, project documentation stored and
archived etc)
Assessors Comments

No
Yes
Units of competency
Units of competency
Candidates name


Assessors name
Assessors signature
Additional notes from conversation
Units of competency
Candidates name
Page 28 of 112
(Please circle)
Date
S
(Satisfactory)
Outcome
Units of competency

NYS
(Not Yet Satisfactory)
How/where was the interview conducted?
Assessors name
Candidates name
Record of interview
Page 29 of 112
In the workplace
At an RTOs premises
Interview only

Name: ____________________________________
Name: ____________________________________
It is recommended that the interview be conducted in the workplace, allowing the candidate access to documents, equipment etc to support their
statements.
These key points exist as a guide only, and the Assessor is encouraged to expand on them where necessary to satisfy depth of underpinning
knowledge and skills.
The interview should allow the candidate to confirm their knowledge as identified by their Self-Evaluation against relevant units of competency. The
Assessor may use these questions to guide the interview ensuring that the candidate addresses the key points identified for each question.


Question 4
What methods have you used to
determine the effectiveness of a risk
Question 3
When managing projects, describe how
the risk management plans were
implemented and monitored against the
project management plans.
Question 2
Think of a project you have managed.
Discuss in detail what was involved in
developing risk management plans.
Page 30 of 112
Review risk strategies
Review risk management plan
Measured risk management plan against

project management plan
Monitored and controlled risks throughout

project life cycle
Risk mitigations implemented
Consultation with stakeholders
Review of project outcomes
Reporting on the project
Establishment or risk management processes

and procedures
How risks are communicated
Agreement reached with stakeholders
Refers to Australian Standard for Risk

Management AS/NZX4360
No
Yes
Units of competency
BSBPMG509A Manage project procurement
Question 1
When developing a risk management
plan, what risk management tools did you
use to determine project risks?
Cluster 2
Units of competency
Candidates name

Assessors Comments
Question 6
Describe in detail how you managed
project procurement from project start-up
to completion.
Question 5
When managing projects, how did you
capture lessons learned relating to:
risk management
communication management
human resource management
procurement processes?
Project review process
Captured lessons learned from team leaders,

team members and stakeholders
Lessons learned log (throughout project life

cycle)
Consultation with stakeholders
how progress is reviewed
Page 31 of 112
change or modification process used
Implementation of the procurement plan:
Procurement management plan
Selection processes and criteria
Identification of sources
Purchasing procedures
Authority levels
Yes
Assessors Comments

No
Units of competency
management plan?
Cluster 2
Units of competency
Candidates name


Question 9
Describe the human resource
management (HRM) methods, techniques
Question 8
Describe methods you would use to
determine the effectiveness of
management plans for:
procurement
human resources
risk
communication.
Question 7
Think of projects you have managed.
How did you conduct contracting activities
in conjunction with the procurement
management plan?
Cluster 2
Units of competency
Candidates name
problem identification and remedial action
Page 32 of 112
Methods for monitoring roles and
Work breakdown structures
Feedback from stakeholders and/or team

members
Continuous improvement models
Project reviews
Contract negotiation and finalisation
Vendor selection
Evaluation of responses
Communication processes with prospective

vendors
Development of proposals/tenders
compliance with the contract
Yes
No
Units of competency

Assessors Comments
Question 11
Describe the processes you have used to
determine training and development
needs for project team members.
Question 12
Think of projects you have worked on.
How was project-related information
collected, validated and distributed to
assist in decision-making throughout the
project life cycle?
Exception reports
Change requests
Page 33 of 112
Project status reports
Minutes of meetings
Delegation of authority
Analysis
Documentation
Identification of requirements
Training needs analysis
Role descriptions
Team plan
Methods for providing feedback on

performance and reporting requirements in
relation to human resources (eg performance
appraisal development)
responsibilities
Yes
Assessors Comments

No
Units of competency
Question 10
Describe how you have communicated
staff responsibilities, authority and
individual performance to team members.
and tools that can be developed and used

to implement HRM procedures and plans
throughout the project life cycle.
Cluster 2
Units of competency
Candidates name


Question 14
What did you contribute to the
development and implementation of the
communications plans?
Question 13
How were the communication networks
established within the project?
Cluster 2
Units of competency
Candidates name
Page 34 of 112
Identified stakeholders and information that

needed to be communicated
Developed communication plan
Determined communication methods
Integration of the networks
Stakeholder networks
Client networks
Internal staff networks
No
Yes
Units of competency

Assessors Comments
Assessors name
Assessors signature
Additional notes from conversation
Units of competency
Candidates name
Page 35 of 112
NYS

(Please circle)
Date
S
(Satisfactory)
Outcome
Units of competency



Page 36 of 112

Section 4
Practical Tasks
and
Observation
Recording Sheets
This section contains practical assessment tasks that the candidate will complete to
assist you in determining their skills and knowledge.
Use the Observation Recording Sheets for each of the practical tasks to document the skills and
knowledge demonstrated by the candidate in completing each of the required tasks.
These practical tasks may be modified to suit the context of the candidates workplace, job role
or their work environment.
Not all tasks need to be completed. The Assessor should select only those tasks that will
provide the required evidence to prove competence by the candidate.
For a whole qualification it may be necessary to perform all tasks.
It is important to remember that the notes made by the Assessor during the observation of the
practical demonstration are important evidence and should be retained as part of the
candidates assessment records.
Page 37 of 112



Page 38 of 112

Practical tasks
While performing the various practical tasks, it is important that the principles of Occupational
Health and Safety, and workplace safety requirements be met at all times.
Assessors need to ensure that the specification for materials/resources used in the practical
tasks are consistent with those in the critical aspects of evidence. (Refer to the Mapping of
Assessment Tools for more information.)
The candidate is to demonstrate their ability to manage the constraints (scope, time, cost,
quality) of a typical project.
Cluster 2 Project human resources, communications, risk and

procurement
The candidate is to demonstrate their ability to manage project human resources,
communications, risk and procurement.
Task 2 Risk and communication

The candidate is to provide examples of documents they have developed that demonstrate
their ability to manage project risks and communication. The candidate is required to talk
through the documents with the Assessor.
Task 3 HR and procurement

The candidate is to provide examples of documents they have developed that demonstrate
their ability to manage project human resources and procurement. The candidate is required to
talk through the documents with the Assessor.
Page 39 of 112



Page 40 of 112

Cluster 1 Scope, time, cost and quality: Project integration

and the constraints of a project
Outline of task
For this task you are to demonstrate your ability to manage a project from project start-up to
completion while balancing the four constraints of a project scope, time, quality and cost.
You are required to gather documents and materials from a project you have worked on. With
your Assessor, talk through the documents, and demonstrate your knowledge and skills.
Examples of documentation include:
project plan
business case
project brief
project initiation document (PID)
project schedule
project costings including forecasts and actuals
quality management plan with defined quality criteria
time management plan
lessons learned register/log
project review report.
You will need to explain how you:
managed the scope, time, cost and quality throughout the project life cycle
reported project progress and to whom
identified your key stakeholders
estimated activity duration
mapped project activities showing timelines, resource allocation, key milestones, time
adjustments and reporting procedures
calculated and recorded project costs
monitored and reviewed cost records
monitored and controlled the project schedule, quality, costs and scope
Page 41 of 112


identified project quality criteria
identified the scope of work, objectives and deliverables
captured lessons learned and applied to continuous improvement processes, and

recommendations for future projects
determined what needed to be done at project closure
managed changes to the project scope
received sign-off at agreed approval points throughout the project life cycle.

Page 42 of 112

Candidates name
Assessors name
Supervisors name
(if applicable)
Work activity
The candidate is to gather documents and materials from a project they

have worked on. The candidate is to demonstrate their knowledge and
skills by talking through the documents with the Assessor.
Cluster 1 Core units of

competency
BSBPMG501A Manage application

of project integrative processes
BSBPMG502A Manage project
scope
time

costs
quality
Assessment location
Date of demonstration
Time

The Assessor is to explain to the candidate, before the meeting, what they may need to provide
in the way of evidence and the types of documents the candidate may need to provide. A list of
suggested project-related documents is provided. The Assessor may like to refer the candidate
to these instructions before the meeting.
The Assessor may need to ask the candidate questions to determine their contribution towards:
managing the scope, time, cost and quality throughout the project life cycle
reporting project progress and to whom
identifying key stakeholders
estimating activity duration
mapping project activities showing timelines, resource allocation, key milestones, time
adjustments and reporting procedures
calculating and recording project costs
monitoring and reviewing cost records
monitoring and controlling the project schedule, quality, costs and scope
identifying project quality criteria
identifying the scope of work, objectives and deliverables
capturing lessons learned and applied to continuous improvement processes and

recommendations for future projects
determining what needed to be done at project closure
managing changes to the project scope
receiving sign-off at agreed approval points throughout the project life cycle.
It is recommended that the Assessor take notes during the discussion. These notes can be
referred to later to determine if there are any gaps in the candidates evidence.
The candidate must have access to relevant workplace documents.
Page 43 of 112

Demonstrate tracking, monitoring and controlling the project with respect to the
scope of the project.
Demonstrate understanding the need for scope management in the context of the
project life cycle.
Demonstrate the ability to develop a budget for the project.
Monitor expenditure within the project against the agreed budget.
Monitor and control quality within the project against requirements.
Develop quality plans and quality assurance procedures.
Review scope, time, cost and quality at project closure.
Create a lessons learned log for future projects.
Page 44 of 112
Demonstrate the use of project management tools for costing.

Demonstrate the use of project management tools for scheduling.
No
Yes
Is
behaviour
observed?
Demonstrate in-depth knowledge and understanding of the project.
During the demonstration or observation of skills, did the candidate do the

following?
Candidates name
Assessors Notes

Candidates signature
Assessors signature
Assessors name
Assessors general comments/observations
Candidates name
Page 45 of 112
Date
(Please circle)
Outcome

NYS
S
(Satisfactory)



Page 46 of 112

Cluster 2 Project human resources, communications, risk

and procurement
Outline of task
For this task you are to demonstrate your ability to manage project risk from project start-up to
completion, including how you communicated risks to stakeholders when appropriate.
You will be assessed on your ability to:
gather documents and materials from a project you have managed.
With your Assessor, you are to talk through the documents, and demonstrate your knowledge
and skills.
risk management plan
risk analysis matrix
status reports
exception reports (change requests)
comments in closeout report (relating to risk)
lessons learned
communication plan
stakeholder meetings (minutes, diary notes, etc)
communications management matrix
document management systems
comments in closeout report (relating to communication)
status reports.
You will need to discuss the following:
creating the risk management plan
monitoring and controlling project risks
creating the communication management plan
communicating risk to stakeholders
Page 47 of 112


reviewing communication plan
capturing lessons learned with relation to risk and communication.

Page 48 of 112

procurement
Candidates name
Assessors name
Supervisors name
(if applicable)
Work activity
The candidate is to demonstrate their ability to contribute to the managing

of project risk from start-up to completion, including how they
communicated risks to stakeholders when appropriate.

competency

communications
Assessment location
Time
in the way of evidence. A list of suggested project-related documents is provided. The Assessor
may like to refer the candidate to these instructions before the meeting.
The candidate needs to provide evidence that clearly demonstrates that they have successfully
managed projects.
The Assessor may need to ask the candidate questions regarding:
creating the risk management plan
monitoring and controlling project risks
creating the communication management plan
communicating risk to stakeholders
reviewing communication plan
capturing lessons learned with relation to risk and communication.
Page 49 of 112

Develop and manage strategies to monitor project risks.
Develop and manage strategies to control project risks.
Develop and manage risk mitigation strategies.
Develop and manage a communication plan.
Develop comments in closeout report relating to risk and communication.
Manage the implementation of a communication plan.
Page 50 of 112
Develop and manage a risk analysis matrix.

Develop and manage a project risk management plan.
No
Yes
Is
behaviour
observed?
Demonstrate knowledge of AS4360 and its relevance to risk management.

following?
Candidates name
Assessors Notes

Assessors signature
Assessors name
Candidates name
Page 51 of 112
Date
(Please circle)
Outcome

NYS
S
(Satisfactory)



Page 52 of 112

Cluster 2 Project human resources, communications, risk

and procurement
Outline of task
For this task you are to demonstrate your ability to manage project human resources and
procurement from project start-up to completion.
You will be assessed on your ability to:
gather documents and materials from a project you have worked on.
With your Assessor, you are to talk through the documents, and demonstrate your knowledge
and skills.
human resources management plan
competency needs analysis
staffing management plan
resource sheets
project organisational structure
stakeholder analysis
HRM process documents
responsibility assignment matrix
training and development plan
performance management reports
issue register
status reports
comments in close out report (relating to HR)
lessons learned
procurement management plan
tender documentation (including processes)
authorisation (sign-off) document
Page 53 of 112


evaluation documents (including process and checklists)
formal documentation that shows approved changes to contract
status reports
exception reports
checklist of finalisation activities (including timeframes)
comments in closeout report (relating to procurement)
lessons learned.
You will need to discuss:
creating the human resources management plan
creating the procurement management plan
managing and monitoring the engagement of vendors, subcontractors etc throughout the
project life cycle
managing and monitoring the purchasing of goods and services throughout the project life
cycle.

Page 54 of 112

procurement
Candidates name
Assessors name
Supervisors name
(if applicable)
Work activity
The candidate is to demonstrate their ability to contribute to the managing

of project human resources and procurement from start-up to completion.

competency

human resources

procurement
Assessment location
Time

in the way of evidence. A list of suggested project-related documents is provided. The Assessor
may like to refer the candidate to these instructions before the meeting.
The candidate needs to provide evidence that clearly demonstrates that they have successfully
managed projects.
The Assessor may need to ask the candidate questions regarding:
creating the human resources management plan
creating the procurement management plan
managing and monitoring the engagement of vendors, subcontractors, etc throughout the
project life cycle
managing and monitoring the purchasing of goods and services throughout the project life
cycle.
Page 55 of 112

Develop and manage performance management reports.
Develop and manage procurement management plan.
Develop and manage tender documentation.
Acquire authorisation (sign-off) documentation.
Manage and monitor the purchasing of goods and services.
Manage and monitor the engagement of vendors, subcontractors etc throughout

the project life cycle.
Page 56 of 112
Develop and manage training and development plan.

Develop and manage human resource related documents staffing management

plan, resource sheets etc.
No
Yes
Is
behaviour
observed?
Develop and manage the human resources management plan.

following?
Candidates name
Assessors Notes

Assessors signature
Assessors name
Candidates name
Page 57 of 112
Date
(Please circle)
Outcome

NYS
S
(Satisfactory)



Page 58 of 112

PART 2
Section 5
and
Self-Evaluation Forms
It is recommended that candidates be provided with this information before applying for RPL.
Page 59 of 112



Page 60 of 112

What is Recognition of Prior Learning (RPL)?

RPL is the acknowledgment of skills and knowledge obtained through learning achieved outside
the formal education and training system and includes work and life experience including paid
and volunteer work and skills attained through leisure pursuits such as musical, mechanical or
linguistic abilities.
RPL recognises any prior knowledge and experience and measures it against the qualification
in which students are enrolled. The individual may not need to complete all of a training
program if he or she already possesses some of the competencies taught in the program.
Why you should apply for RPL

If you apply for RPL and your application is successful you could:
reduce or eliminate the need for any training in skills and knowledge you already have
save time by not needing to attend any or a reduced number of classes and completing
unnecessary work
save money because you will not have to buy textbooks and other learning material
complete your qualification in a shorter time
advance to a higher level qualification in a shorter time if desired.
Some terms you need to understand

It is important that you understand the following term to assist you with your RPL application.
Competence
Competence is the demonstration of skills and knowledge that you have gained through life and
work experiences as well as any training that you have successfully completed that can be
matched against a set of industry performance standards referred to as units of competency.
These units are grouped together to form a specific industry qualification, within the Australian
Quality Training Framework (AQTF).
Each unit of competency is divided into elements (a set of activities that lead to an overall
achievement or demonstration of competence). Each of these elements is further broken down
into a set of performance criteria which give a more detailed description of the skills and
knowledge you need to be able to demonstrate.
Matching your evidence against each of the elements/performance criteria will help you to reach
your qualification more quickly.
Page 61 of 112


How to prepare for your RPL assessment

In order for your skills to be formally recognised as part of a national qualification, Assessors
must make sure that you (the candidate) have the required skills and knowledge to meet the
industry standard as specified in the relevant Training Package.
You must be involved in the RPL process so that all the experience, skills and knowledge you
have gained over time can be correctly identified and suitably demonstrated. This evidence is
gathered and used in recognition of all or some of the units for the qualification you wish to gain.
All assessment requirements will be discussed with you in advance and you will be given the
opportunity to ask questions and clarify requirements. Being prepared for the assessment
process and knowing what you need to provide can save you valuable time and ensure that the
RPL assessment is as simple and stress-free as possible.
Here are some tips to make the application process and interview easier for you.
1.
Your Assessor will ask you to talk about your work roles and your employment history.
Bring a copy of your rsum. You might like to write down any work you have done in the
past (paid or unpaid) and where this took place.
2.
If you have certificates from any training courses you have completed, bring along either
certified copies or the originals to the interview with the Assessor and they can make a
copy of them.
3.
Bring along any other documentation that you think would support your claim that you
have done this work over time.
The following is a list of some of the documents you can provide as examples of your
work history:
brief CV
certificates/results of assessment
any licences
tickets held, eg forklift, crane
photographs of work undertaken
diaries/task sheets/job sheets/logbooks
site training records
site competencies held record
membership of relevant professional associations
hobbies/interests/special skills outside work
references/letters from previous employers/supervisors
industry awards
any other documentation that may demonstrate your trade or industry experience or
support your claim.

Page 62 of 112

Depending on where you have worked and what the work may have included, you may or
may not have documentary evidence. Do not be put off if you do not have documentary
evidence, as the Assessor will work with you during the assessment process.
4.
Think about whom you would consider to be your workplace contact or referee.
Is your employer happy to support your aim to become qualified?
Would you feel comfortable if the Assessor contacted your current workplace or previous
workplace/s to validate your skills and spoke to your supervisor/s or employer/s?
5.
You will need to supply the contact details of work referees who can confirm your skills in
the industry.
Think about whom the best person to confirm your skill level would be.
Think about current or recent supervisors or employers who have observed your work and
who would be able to confirm your previous work skills and experience. The Assessor will
need to contact them.
6.
You can speak with your Assessor about other ways you can show your skills for the trade
or industry in which you are seeking recognition.
These could include letters from employers, records of any training courses or
professional development sessions attended, employers or clients in related industries or
government agencies, acknowledgements, workplace forms (as long as there are no
confidentiality issues see below) or any other relevant documents.
Confidentiality issues
It is important that sensitive information is not included as part of your Supporting
Documentation (as identified in Section 6 and any other documentation you wish to use as
evidence). You may need authorisation from your supervisor to use some of your evidence, so it
is always best to check the privacy and confidentiality policies of the organisation. Client names
should be deleted and financial figures or other personal details should be blacked out and
made unidentifiable.
Page 63 of 112


The four steps in the RPL assessment process

Once your training organisation has provided you with the information you need to apply for
RPL, you need to follow these four steps in order to complete the process.
Before you decide to apply for RPL you need to assess your current
competence for one or several units of competency.
Complete the candidate information and self-evaluation forms provided
with as much information of your previous work experience as you can.
This will allow for an initial assessment of your experience and a check
to see whether you can demonstrate the required skills and knowledge.
You can discuss this with an RPL Assessor if you want.
You must be able to provide evidence against the
elements/performance criteria for the relevant unit/s of competency.
It is not enough to simply state that you possess the skills and
knowledge required. You must be able to demonstrate competence.
This is your opportunity to provide as much proof as you can of the
variety of experience you have had. You should supply examples of
your work history if you have any. (See Tip 3 above.)
Step 1
Self-Evaluation
Depending on the trade or industry you have worked in, you may or may
not have documentary evidence available. This should not deter you
from seeking RPL, as your Assessor will work with you throughout the
RPL process.
You will also need to supply the contact details of work referees who
can confirm your skills in the industry.
By asking your manager/leader to complete their part of your
self-evaluation, they will be providing valuable evidence confirming the
work experience, skills and knowledge you have demonstrated in the
performance of your work duties.
You will also be provided with a list of suggested evidence that you
could use to demonstrate that you are competent in a particular unit or
units of competency. This list is a guide only. If you have other suitable
evidence to support your claim for RPL then you are encouraged to
share this with your Assessor.
If you do not believe that you have any suitable evidence, then you
should discuss your options with your Assessor.
Once you have completed the self-evaluation and made the decision
that you would like to continue with the RPL process, make an
appointment for an interview and enrol for RPL.
Note: It is possible to gain RPL for an entire qualification.

Page 64 of 112

An interview with an Assessor who understands your industry will be

organised for you. They will review usually with you the information
and supporting documentation you have provided and match up your
skills to the units/subjects in the qualification.
During your RPL interview, your Assessor will discuss with you your
self-evaluation and any evidence you have provided.
It is at this point that you will be able to identify any previous work
experience and discuss this with your Assessor.
Step 2 Enrolment
and interview with
the Assessor
During this conversation, you will be required to answer questions

relating to your work experience. This questioning forms part of the
assessment, as it will identify your current knowledge and skills
regarding the area of industry in which you are applying for recognition.
If you are currently enrolled in a training course relating to this
qualification, it is important that you let your Trainer know that you intend
to apply for RPL, then nominate the units you have selected for RPL so
that the required documentation can be processed and your application
can go ahead.
It is at this stage that a decision will be made whether you are able to
proceed to the next step or whether you need to undergo gap training.
Your Assessor will organise with you and your employer to conduct a
practical skills test at your workplace (if appropriate) or other suitable
location.
Step 3 Practical
demonstration
of your skills
This is your opportunity to demonstrate your level of competence on a

practical level. The assessment will focus on the skills required in the
work activities which relate to the qualification in which you are applying
for recognition.
Your Assessor will identify the skills they want you to demonstrate by
asking you to complete certain tasks.
Step 4 Provision
of further
supporting
evidence
Your Assessor will need to confirm your previous work experience with
someone (such as your supervisor or employer) who can vouch for your
skills over a period of time.
They will contact the referees you have provided as part of the
candidate information.
Your Assessor may ask you to give your selected workplace contacts or
previous employers the Third Party report to complete. Authentication of
these reports by the Assessor would then be required.
Page 65 of 112


After the assessment

After the assessment, your Assessor will advise you of the units of competency you have
successfully completed. You will also be advised whether you have gained the full qualification
or if gaps have been identified during the recognition process. If you do have skill gaps, these
may be addressed through additional training.
If you have any questions during the RPL process, you should contact your Assessor.

Page 66 of 112

Candidates Information Form

(You may find it easier to provide the information for the following by attaching a rsum.)
Qualification/Industry in which you are seeking recognition

Personal details
Surname
First name/s
Any other name/s used
Home address
Postal address
(if different from above)
Telephone numbers
Home:
Work:
Mobile:
Fax:
Email address
Are you a permanent
resident of Australia?
Yes
No
Do you need an interpreter to help you with an interview?
Yes
No
Do you have a disability which we should be aware of?
Yes
No
Will you need special aids if you are required to undertake a practical
assessment?
Yes
No
Please provide details or special needs

so that we can assist you if required.
Current employment
Are you currently employed?
Yes
No
If yes, in which occupation are you

currently employed?
What is your current job title?
Who is your current employer?
How long have you worked in this
job approximately?
year/s
Is this occupation in the same

industry as the industry in which
you are applying for recognition?
Yes
month/s
No
Page 67 of 112
If no, go to the next page.


If yes, list some of the main tasks you perform as part of your work that you think are relevant
to your RPL application.
If you have further recent industry experience relevant to your application, please attach another sheet or your
current rsum.
Rate your knowledge and skills against the qualification/industry relevant to your RPL
application.
Industry area: Project Management
Yes
No
Possibly
I think my experience is of a high level.
I think I am skilled to do this job.
I know how to do the work tasks really well.
I can explain my experience and provide documentary

evidence.
I have undertaken much of this work without supervision.
Further training
I have attended training courses in this area of work.
If yes, what training did you undertake? Include date
training completed (month, year).
Is there any further information you wish to give in support of your application?
Professional referees (relevant to work situation if not already listed on your rsum)
Name
Position
Organisation
Address of organisation
Phone number
Mobile number
Email address

Page 68 of 112

Professional referees (relevant to work situation if not already listed on your rsum)
Name
Position
Organisation
Address of organisation
Phone number
Mobile number
Email address
Candidates Employment History Form

(You may attach a current rsum in place of completing this section.)
Name, address
and phone number
of employers
Period of employment
(DD/MM/YYYY)
From
Full-time
Part-time
Casual
Position/s
held
To
Description
of major duties
1.
2.
3.
4.
5.
Attach additional sheet if required.
Declaration
I declare that the information contained in this application is true and correct and that all
documents are genuine.
Date
Page 69 of 112



Page 70 of 112
well
very well
Well
Using personal protective equipment as appropriate to

conduct my work safely and in accordance with site and
legal requirements.
Frequently
Never
Page 71 of 112
Not Well
Sometimes
I have performed these tasks
Using a computer to enter or change work information or

data.
Competency/Task
I do the task really well.
I do the task well.
I do the task but not well.
See example below.
not well
Well
Not Well
Evaluation
Supervisor
Identify your level of experience in performing each competency/task by using the following:
Doc
No.

Copy of Company Personal Protective Equipment

Requirements for my job role.
(Number and name the document you are providing for easy reference)
Documentation provided
Evidence to support claim
If this self-evaluation is being used only so that you and your assessor can decide if you should proceed, then it doesnt have to be verified.
NB: If this self-evaluation is being used as evidence, your supervisor must evaluate your ability to perform the work tasks. Your supervisor is also
asked to comment on your ability to perform these work tasks and verify this by signing each section.
Complete the following pages and identify your capacity to perform the tasks described. Be honest in your appraisal. By completing this self-evaluation
you will be identifying the areas where you may be able to apply for recognition.
The purpose of completing the Self-Evaluation Form is to enable candidates who believe that they already possess the competencies, to assess their
skills and knowledge against the qualification.
Completion instructions
Candidates Self-Evaluation Form



Page 72 of 112
I develop the statements of the scope for the

project and the scope management plan.
I manage the process of scope change requests.
I complete the project evaluation and the project

review report, including recommendations and
lessons learned.
I guide the development of project schedules to

completion and approval using a time
management plan.
I guide the development of project budgets and

budgeting processes to completion and approval
by higher management.
I implement a project including monitoring and

control of project costs.
I guide to completion and approval by higher

management a quality management plan for a
project.
1.
2.
3.
4.
5.
6.
7.
Competency/Task
Cluster 1
Sometimes
Page 73 of 112
Never
Date completed
Supervisors
Evaluation
Doc
No.

Units of competency
Frequently
Units of competency
Candidates name
Candidates Self-Evaluation

I guide project processes through planned

control mechanisms, review and approval points.
9.
Frequently
Never
Sometimes

Supervisors
Evaluation
Doc
No.
Page 74 of 112
Date
Supervisors signature

Position
Supervisors name

Units of competency
Date completed
Supervisors comments (Please provide a comment on the candidates ability to perform the above work task/s.)
I developed a project management plan

approved by higher management.
8.
Competency/Task
Cluster 1
Units of competency
Candidates name

I create a project risk management plan.
I identify, analysing and mitigating project risks.
I develop project training and development plans.
I develop a project staffing management plan.
I develop performance management reports.
I develop a project procurement management

plan.
I manage the engagement of vendors,

subcontractors etc throughout the project life
cycle.
I develop and implement a project

communication plan.
1.
2.
3.
4.
5.
6.
7.
8.
Competency/Task
Cluster 2
Units of competency
Candidates name
Frequently
Sometimes
Page 75 of 112
Never

Supervisors
Evaluation
Doc
No.

Units of competency
Date completed
Candidates Self-Evaluation

Page 76 of 112
Date
Supervisors signature

Position
Supervisors name
Supervisors comments (Please provide a comment on the candidates ability to perform the above work task/s.)


Section 6
Third Party Report
and
It is recommended that the Assessor verify the third party report with the person who
completes the form to confirm the candidates skills in different contexts over time.
This information may be provided at, and form part of, the interview.
Page 77 of 112



Page 78 of 112

Third Party Report

(Referee testimonial)
All people who verify your work are to complete the details below to ensure validity. (You may
need multiple copies of this form.)

Candidates name
Referees name
(Name of person providing
this evidence)
Position/title
Workplace
Workplace address
Telephone numbers
Email address
This report was
completed
via interview by Assessor
independently by referee
Interview conducted by
(if applicable)
Date of interview
As part of the assessment for the Diploma of Project Management, the
candidate requires evidence from a third party (employer, supervisor
or equivalent). This evidence will be used to validate the candidates
skills and experience.
A letter of support from the organisation validating a range of tasks
performed by the candidate over a period of time is useful in
identifying competence.
Instructions
To whom it may concern

Re: ________________________ who is a ________________________.
(insert candidates name)
(insert industry/job title)
I certify that the above-named person has:

worked at ________________________ for a period of ________________________
(insert name of workplace)
(insert length of time).
They have regularly completed the following activities to an acceptable workplace/industry

standard within this organisation.
Yes
No
I understand the evidence/tasks the candidate has performed on which I am

required to comment.
I am willing to be contacted if further verification of my statements is required.
If you would like further information or would like to discuss any of the above, I can be contacted
on ____________________________________ (insert phone number).
Yours sincerely
Signature: ________________________________ Date: ________________________
Page 79 of 112



Page 80 of 112

The following tables provide a guide of additional evidence sources to support your claim for
Recognition of Prior Learning. If you have other evidence, you are encouraged to provide this to
your Assessor.
If you do not have all this evidence, you are not excluded from applying for recognition and you
should discuss options with your Assessor.
If you are providing documents as evidence then it is a good idea to number each document for
easy identification. Place the number of the relevant document against the evidence listed
below.
Candidates name
Date
BSB51407 required documentary evidence for:

1.
Project charter
2.
Business case or feasibility study
3.
Project management plan (including authority sign-off)
4.
Change management register
5.
Issues register
6.
Status reports
7.
Project schedule (including milestones) Gantt chart
8.
Project review (closure) report
9.
Lessons learned log/register
10.
Time management plan
11.
Quality management plan
12.
Evidence of quality assurance and/or quality control mechanisms
13.
Resource identification list
14.
Project budget sheet or project forecast expenditure sheet
15.
Cost management plan
16.
Financial monthly reports
17.
Project closure checklist
18.
Risk management plan
Page 81 of 112
Document
number


Candidates name
Date
BSB51407 required documentary evidence for:

19.
Human resources management plan
20.
Procurement management plan
21.
Communication plan
22.
Project tender documentation
23.
Project staffing management plan
24.
Project training and development plan
25.
Risk management matrix

Page 82 of 112
Document
number

Assessors Evidence Summary Sheet

The Assessor completes this table during the assessment to record the evidence collected.
It is expected that this evidence summary sheet (or similar) is attached to the evidence.
Candidates name
Date
Competency
demonstrated
Other evidence
Third Party
Report
Unit Title
Practical
Unit Code
Questions
Evidence collected
Core units
BSBPMG501A
Manage application of project integrative processes
Yes
No
BSBPMG502A
Manage project scope
Yes
No
BSBPMG503A
Manage project time
Yes
No
BSBPMG504A
Manage project costs
Yes
No
BSBPMG505A
Manage project quality
Yes
No
BSBPMG506A
Manage project human resources
Yes
No
BSBPMG507A
Manage project communications
Yes
No
BSBPMG508A
Manage project risk
Yes
No
BSBPMG509A
Manage project procurement
Yes
No
Assessors signature
Assessors name
Date
Page 83 of 112



Page 84 of 112

Section 7
Mapping of
Assessment Tools
This section contains tables with mapping of each of the Assessment Tools provided, against
the requirements of the units of competency for the qualification that makes up this RPL
Assessment Tool Kit.
It is important to note that this section is used for validation purposes only.
Whilst all effort is made to ensure that all the unit requirements for each unit are covered, the
developers do not give any warranty nor accept any liability in relation to the mapping provided.
Note: It is recommended that these Assessment Tools be validated prior to using them
for the first time or after any customisation has been made, to ensure they meet the
requirements of the organisation and meet AQTF Standards.
Page 85 of 112



Page 86 of 112


Using this document
This document is mapped to the direct sources of evidence required to satisfy competence in
this particular cluster.
Each of the columns reflects the particular tool in use, and the numbers relate to the question
numbers in that tool which support the relevant performance criteria, critical aspects of evidence
or required knowledge and skills in this cluster.
Note: The final column, Supplementary evidence, refers to any suggested sources of
documentary evidence that the candidate may use to support their application for RPL.
Page 87 of 112



Page 88 of 112
Performance criteria
Element 3 Implement project

activities throughout life cycle
Element 2 Coordinate internal

and external environments
Element 1 Manage integration

of all functions of project
management
3.1
Page 89 of 112
Ensure agreed project phases, approval points and review

points occur.
Seek assistance, where necessary, from higher project

authority to resolve conflicts which may negatively affect project
objectives.
2.3
Establish designated mechanisms to control planned activity.
1.5
Maintain established links to align project objectives with

organisation objectives throughout the project life cycle.
Obtain endorsement of project plan by higher project authority.
1.4
2.2
Develop a project plan to integrate all project management

functions to achieve outcomes and requirements for time, cost,
quality and risk.
1.3
Manage the project within an established internal working

environment to ensure work is conducted effectively throughout
the project.
Analyse all project management functions with higher project

authority and relevant stakeholders to determine achievable
project objectives.
1.2
2.1
Identify project stakeholders and their interests, with guidance

of higher project authority.
1.1
Q5
Q5
Q2, 3
Q5
Q3
Q2
Q2
Q2, 3
Q2
Question
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence

Version 1, March 2010
Units of competency
Element
Units of competency
Cluster 1 Scope, time, cost and quality: Project management and the constraints of a project
The evidence matrix below identifies how each of the questions in the Interview Question Bank (Section 3) and the Practical Tasks (Section 4)
demonstrate competence against the elements, performance criteria and critical aspects of evidence, underpinning skills, knowledge, and dimensions of
competency (Task Skill TS, Task Management Skill TMS, Contingency Management Skill CS, Job Role Environment JRE).
Evidence Matrix

Identify and document integration management issues and

recommended improvements, and pass on to higher project
authority for application to future projects.
3.4
Page 90 of 112
Planning and organising skills to manage the integration of project

activities
Time management skills to ensure priorities are addressed.
Teamwork and communication skills to lead the project team and deal
with stakeholders
Literacy skills to write project plans, progress reports and project

communications
Project planning tools and techniques
Role and responsibilities of the project manager
Project life cycle
Knowledge of project life cycle
Details of how plans were monitored and outcomes reported
Development of project plans for multiple complex reports
Implement established finalisation plans, procedures and

activities.
3.3

Required skills
Required knowledge
Critical aspects of evidence
Report progress against established project baselines to

measure performance throughout the project life cycle.
3.2
Q1, 2, 3, 4, 5
Q1, 2, 3, 4, 5
Q1, 2, 3, 4, 5
Q7, 8
Q7, 8
Q4
Question
Units of competency
Element
Units of competency

Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence
Element 3 Manage application

of scope controls
Element 2 Conduct project

scope definition activities
Element 1 Conduct project

authorisation activities
Review progress and record results to assess the effectiveness

of scope management procedures.
Identify and document scope management issues and

recommended improvements, and pass on to higher authority
for application to future projects.
3.3
3.4
Page 91 of 112
Knowledge of scope management plans, tools, issues and likely

challenges
Demonstration of scope management for multiple complex projects
Manage the impact of scope changes within established time,

cost and quality constraints according to change control
procedures and to meet project objectives.
Develop and implement scope management plan.
2.4
3.2
Establish agreement to a shared understanding of desired

project outcomes with relevant stakeholders.
2.3
Implement agreed scope management procedures and

processes.
Establish measurable project benefits and outcomes to enable

evaluation of project performance.
2.2
3.1
Identify project objectives, deliverables, constraints, exclusions,

assumptions and principal work activities.
Obtain authorisation to expend resources.
1.2
2.1
Develop and confirm procedures for project authorisation with

an appropriate authority as the basis for future project
management activity and the commitment of resources and
effort.
Q1, 2, 3, 4, 5, 6, 7
Q7, 8
Q4
Q5
Q2
Q2
Q2
Q2
Q2
Q6
Q6
Question
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence

Units of competency
1.1
Element
Units of competency

Page 92 of 112
Negotiation skills to address changes to scope with a range of

stakeholders
Project-solving and analytical skills to address project scope

management issues and challenges
Planning and organising skills to monitor scope and to respond to

potential and actual changes
Literacy skills sufficient to interpret and analyse complex project plans

and documentation
Project management tools used for managing scope
Project life cycle and the significance of scope management

Q1, 2, 3, 4, 5, 6, 7
Q1, 2, 3, 4, 5, 6, 7
Question
Units of competency
Role and responsibilities of the project manager in relation to project

planning

Required skills
Required knowledge
Element
Units of competency

Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence
Element 3 Assess time

management outcomes

schedule
Element 1 Determine project

schedule
Page 93 of 112
Identify and document time management issues and

recommended improvements, and pass on to relevant project
authority for application in future projects.
3.2
Develop responses to perceived, potential or actual schedule

changes, ensure agreement by a higher project authority, and
implement to maintain project objectives.
2.4
Review project outcomes from available records and

information to determine the effectiveness of time management
activities.
Review progress throughout the project life cycle and

implement agreed schedule changes to ensure consistency with
changing scope, objectives and constraints related to time and
resource availability.
2.3
3.1
Conduct ongoing analysis of options to identify variances and to

forecast the impact of changes to the schedule.
Obtain agreement to the schedule from relevant project

authority and communicate this agreement to stakeholders to
provide the basis for measurement of progress.
1.4
2.2
Select and use methods, techniques and tools, within delegated

authority, to determine preferred schedule, time management
plan/s, resource allocation and financial requirements.
1.3
Implement mechanisms to measure, record and report progress

of activities in relation to the agreed schedule and plans.
Obtain input and approval for the project schedule from

stakeholders.
1.2
2.1
Determine the duration, effort, sequence and dependencies of

tasks from the scope definition as the basis for the project
schedule.
Q7, 8
Q7, 8
Q2
Q4, 5
Q5
Q4, 5
Q3
Q1
Q3
Q2
Question
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence

Units of competency
1.1
Element
Units of competency

Analytical skills to review and evaluate process
Page 94 of 112
Technology skills to use appropriate software to develop project

schedules
Communication skills to convey expectations and to advise others of

progress
Organisational skills to sequence tasks and see that objectives are

met
Self-management skills to ensure vision and priorities are clear
Literacy skills to read, develop and interpret project schedules
Time management methodologies, their capabilities, limitations,

application and outcomes
Project life cycle
Techniques and tools for project schedules
Knowledge of time management methodologies, their capabilities,

limitations, application and outcome
Q1, 2, 3, 4, 5, 7
Q1, 2, 3, 4, 5, 7
Q1, 2, 3, 4, 5, 7
Question
Units of competency
Demonstrated successful application of time management tools and

techniques to ensure objectives are met on multiple complex projects

Required skills
Required knowledge
Element
Units of competency

Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence
Required knowledge
Element 3 Conduct financial

completion activities
Element 2 Monitor and control

project costs

costs
Review project outcomes using available records and

information to determine the effectiveness of cost management
processes and procedures.
Review cost management issues and identify improvements.
3.2
3.3
Methods and tools for costing and cost analysis
Budgeting processes, tools and techniques
Page 95 of 112
Knowledge of budgeting processes, tools and techniques
Demonstrated evidence of monitoring project costs across the project

life cycle for multiple complex projects
Conduct appropriate activities to signify financial completion.
Implement, monitor and modify agreed actions to maintain

financial and overall project objectives throughout the project
life cycle.
2.3
3.1
Select and use cost analysis methods and tools to identify cost
variations, evaluate options and recommend actions to a higher
project authority.
2.2
Develop and implement a cost management plan, within

delegated authority, to ensure clarity of understanding and
ongoing management of project finances.
1.3
Implement agreed financial management processes and

procedures to monitor actual expenditure and to control costs.
Estimate project costs to enable budgets to be developed and

implement agreed cost management processes.
1.2
2.1
Determine resource requirements for individual tasks, with input

from stakeholders and guidance of others.
Q4, 5, 6
Q4, 5, 6
Q7, 8
Q7, 8
Q7, 8
Q5, 6
Q5, 6
Q4, 5, 6
Q3
Q3
Q3
Question
Task 1 (TMS, JRE, CS)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence

Units of competency
1.1
Element
Units of competency

Page 96 of 112
Analytical skills to evaluate processes and recommend improvements
Technology skills to use software for recording expenditure and

reporting on finances
Q4, 5, 6
Question
Units of competency
Numeracy and budgeting skills to monitor expenditure and manage

costs

Required skills
Element
Units of competency

Practical Tasks
Supplementary
Evidence
Element 2 Implement quality

assurance processes
Element 1 Determine quality

requirements
Conduct inspections of quality processes and quality control

results to determine compliance of quality standards to overall
quality objectives.
Maintain a quality management system to enable effective

recording and communication of quality issues and outcomes to
a higher project authority and stakeholders.
2.3
2.4
Page 97 of 112
Identify causes of unsatisfactory results, in consultation with

client, and recommend appropriate actions to a higher project
authority to enable continuous improvement in quality
outcomes.
Include agreed quality requirements in the project plan and

implement as basis for performance measurement.
1.4
2.2
Identify quality criteria, obtain agreement from a higher project

authority and communicate to stakeholders, to ensure clarity of
understanding and achievement of quality and overall project
objectives.
1.3
Measure and document results of project activities and product

performance throughout the project life cycle to determine
compliance with agreed quality standards.
Select and use established quality management methods,

techniques and tools to determine preferred mix of quality,
capability, cost and time.
1.2
2.1
Determine quality objectives, standards and levels, with input

from stakeholders and guidance of a higher project authority, to
establish the basis for quality outcomes and a quality
management plan.
1.1
Q5
Q5
Q5
Q4, 5
Q2, 3
Q2, 3
Q2, 3
Q1, 2
Question
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence



Element
Units of competency
Units of competency

Review project outcomes against performance criteria to

determine the effectiveness of quality management processes
and procedures.
Identify and document lessons learned and recommended

improvements, and pass on to higher project authority for
application in future projects.
3.2
3.3
industry codes of practice
legislation from all levels of government that affects business

operation, especially in regard to occupational health and safety
and environmental issues, equal opportunity, industrial relations
and anti-discrimination
Page 98 of 112
award and enterprise agreements and industrial instruments
Relevant legislation codes and national standards:
Methods for managing and improving performance
Roles and responsibilities in project management
Quality management theory, techniques, tools and methodologies
Knowledge of a range of quality management tools, techniques and

methodologies
Demonstrated evidence of successfully managing project staff so that

quality outcomes were achieved on multiple complex projects
Review processes and implement agreed changes continually

throughout the project life cycle to ensure continuous quality
improvement.
3.1

Required knowledge

quality improvements
Q1, 2, 3, 4, 5, 7, 8
Q1, 2, 3, 4, 5, 7, 8
Q7, 8
Q4
Q4
Question


Element
Units of competency
Units of competency

Task 1 (TMS, JRE)
Practical Tasks
Supplementary
Evidence
Required skills
Page 99 of 112
Coaching and mentoring skills to boost performance
Analytical skills to monitor achievement of project outcomes against

quality criteria
Communication and leadership skills to motivate staff, convey

expectation and ensure outcomes are met
Literacy skills to develop quality objectives and criteria
Q1, 2, 3, 4, 5, 7, 8
Question
Practical Tasks
Supplementary
Evidence



Element
Units of competency
Units of competency



Page 100 of 112


Using this document
This document is mapped to the direct sources of evidence required to satisfy competence in
this particular cluster.
Each of the columns reflects the particular tool in use, and the numbers relate to the question
numbers in that tool which support the relevant performance criteria, critical aspects of evidence
or required knowledge and skills in these clusters.
Note: The final column, Supplementary evidence, refers to any suggested sources of
documentary evidence that the candidate may use to support their application for RPL.
Page 101 of 112



Page 102 of 112
Element 2 Implement staff

training and development
Element 1 Implement human

resources and stakeholder
planning activities
Develop and use HRM methods, techniques and tools to

implement procedures and plans to ensure clarity of
understanding and ongoing HRM.
1.5
Page 103 of 112
Identify, plan and implement ongoing development and training

of project team members to achieve HRM and overall project
objectives, with agreement of a higher project authority.
Allocate staff to the project with the approval of a higher project

authority, to meet work requirements throughout the project life
cycle.
1.4
2.2
Establish project organisation and structure to align individual

and group competencies with project tasks.
1.3
Communicate designated staff responsibilities, authority and

individual performance measurement criteria to the project team
and other relevant stakeholders, to ensure clarity of
understanding of the work and to provide a basis for ongoing
assessment.
Determine resource requirements for individual tasks, with input

from stakeholders and guidance from a higher project authority,
to determine project staffing levels and required competencies.
1.2
2.1
Identify project stakeholders and verify their expectations in

order to quantify project outcomes.
1.1
Q9, 11
Q9, 10
Q9
Q9, 10
Q9
Q9, 10
Q9
Question
Practical Tasks
Supplementary
Evidence

Task 3 (TMS, TS, JRE)


Element
Units of competency
Units of competency
The evidence matrix below identifies how each of the questions in the Interview Question Bank (Section 3) and the Practical Tasks (Section 4)
demonstrate competence against the elements, performance criteria and critical aspects of evidence, underpinning skills, knowledge, and dimensions
of competency (Task Skill TS, Task Management Skill TMS, Contingency Management Skill CS, Job Role Environment JRE).
Evidence Matrix

Monitor and report internal and external influences on individual

and project team member performance and morale to a higher
project authority, if necessary, for remedial action.
Implement established procedures for interpersonal

communication, counselling and conflict resolution to maintain a
positive working environment.
Continually review stakeholder expectations to resolve

expectation variance and to ensure project is on track to deliver
expected outcomes.
Identify and manage inter-project and intra-project conflict to

minimise impact on achievement of project objectives.
Identify and document human resource and stakeholder

management issues, and recommended improvements, and
pass on to higher project authority for application in future
projects.
3.2
3.3
3.4
3.5
3.6
Page 104 of 112
Knowledge of HRM legislation, methods, techniques and tools
Demonstrate evidence of successfully managing project staff so that

outcomes were achieved on multiple complex projects
Implement processes to promote continuous improvement of

staff, and take actions to improve staff and overall project
effectiveness.
3.1
Measure individuals' performance against agreed criteria and

initiate actions to overcome shortfalls in performance and to
encourage career progression.

Element 3 Manage the project

team and stakeholders
2.3
Q9, 10, 11
Q5, 8, 9
Q5, 8, 9
Q5, 8, 9
Q9, 10
Q9, 10, 11
Q9, 10
Q9, 11
Question
Practical Tasks


Element
Units of competency
Units of competency

Supplementary
Evidence
Required skills
Required knowledge
Page 105 of 112
Analytical skills to review project and to identify improvements
Coaching and mentoring skills to boost performance
Interpersonal skills to resolve conflict
Communication and leadership skills to motivate staff, convey

expectations and ensure outcomes are met
Planning skills to identify skills required and to allocate project

responsibilities to staff
HRM legislation, methods, techniques and tools
Methods for managing and improving performance
Roles and responsibilities in project management
Q9, 10, 11
Q9, 10, 11
Question
Practical Tasks
Supplementary
Evidence



Element
Units of competency
Units of competency

Implement and maintain agreed communication networks

between project staff, client and other stakeholders to ensure
effective communications at appropriate levels throughout the
project life cycle.
Identify communication and information management system

problems and report them to a higher project authority.
2.3
2.4
Page 106 of 112
Implement, modify, monitor and control designated information

validation processes to optimise quality and accuracy of data.
2.2
Establish and maintain designated project management

information system (PMIS) to ensure the quality, validity,
timeliness and integrity of information and communication.
1.3
Manage the generation, gathering, storage, retrieval, analysis

and dissemination of information by project staff and
stakeholders within established systems and procedures to aid
decision making processes throughout the project life cycle.
Develop, within delegated authority, an agreed communications

management plan to ensure clarity of understanding and
achievement of project objectives throughout the project life
cycle.
1.2
2.1
Identify, document and analyse information requirements, with

input from stakeholders and guidance from a higher project
authority, as the basis for communications planning.
1.1

Element 2 Manage project

information
Element 1 Plan
communications processes
Q12, 13
Q12, 13
Q12, 13
Q12, 13
Q13. 14
Q14
Q12, 13
Question
Practical Tasks
Task 2 (TS, TMS, JRE)


Element
Units of competency
Units of competency

Supplementary
Evidence
Required skills
Required knowledge
Element 3 Assess
communications management
outcomes
Review project outcomes to determine the effectiveness of

management information and communications processes and
procedures.
Identify and document lessons learned and recommended

3.2
3.3
Analytical skills to review project outcomes
Organisational skills to manage information
Page 107 of 112
Technology skills to facilitate effective communication
Literacy skills to write reports and communicate key issues
Project management information systems and their various

applications
Project life cycle and the place of communications within it
Knowledge of the place of communications within the project life cycle
Development and implementation of a range of project

communications that facilitate effective outcomes for multiple complex
projects
Conduct finalisation activities to ensure agreed ownership of,

and responsibility for, information collected.
3.1
Q12, 13, 14
Q12, 13, 14
Q12, 13, 14
Q5, 8
Q5, 8
Q5, 8
Question
Practical Tasks
Supplementary
Evidence



Element
Units of competency
Units of competency

Implement agreed risk responses and modify plans to reflect

changing project objectives in an environment of uncertainty.
2.3
Page 108 of 112
Monitor progress against project plans to identify variances and

recommend responses to a higher project authority for remedial
action.
Establish designated risk management processes and

procedures to enable effective management and
communication of risk events, responses and results.
1.4
2.2
Develop risk management plans, secure agreement of

stakeholders and communicate plans to ensure clarity of
understanding and ongoing management of risk factors.
1.3
Manage project in accordance with established project and risk

management plans to ensure a common approach to the
achievement of objectives.
Use established risk management techniques and tools, within

delegated authority, to analyse risks, assess options and
recommend preferred risk approaches.
1.2
2.1
Identify, document and analyse risks, in consultation with

stakeholders and higher project authority, as the basis for risk
planning.
1.1

Element 2 Monitor and control

project risks

risks
Q3
Q3
Q3
Q1, 2
Q1, 2
Q1, 2
Q1, 2
Question
Practical Tasks


Element
Units of competency
Units of competency

Supplementary
Evidence
Required skills
Required knowledge
Element 3 Assess risk

management outcomes
Identify and document risk issues and recommended

3.2
Page 109 of 112
Analytical skills to review project outcomes in terms of risk

management
Planning and organisational skills to monitor project progress
Lateral thinking skills to identify risks
Problem-solving skills to control risks
Literacy skills to write risk management plans
Risk management techniques, tools and approaches
Risk management framework
Knowledge of risk management techniques, strategies and tools
Demonstrated evidence of effective risk management for multiple

complex projects
Review project outcomes to determine effectiveness of risk

management processes and procedures.
3.1
Q1, 2, 3
Q1, 2, 3
Q1, 2, 3, 4, 5
Q4, 5
Q4, 5
Question
Practical Tasks
Supplementary
Evidence



Element
Units of competency
Units of competency

Obtain approvals for procurement processes to be used for the

project from higher project authority to enable formal
discussions to be conducted.
2.3
Page 110 of 112
Communicate agreed proposals and/or specifications to

prospective contractors or suppliers to ensure clarity of
understanding of project objectives.
Adopt established selection processes and selection criteria,

including occupational health and safety (OHS) requirements,
and communicate to stakeholders and prospective contractors
or suppliers to ensure fair competition.
2.2
3.1
Obtain information from established sources capable of fulfilling

procurement requirements to determine how project objectives
can be met.
Establish and maintain, within delegated authority, an agreed

procurement management plan and strategies to ensure clarity
of understanding between stakeholders and achievement of
project objectives.
1.2
2.1
Identify procurement requirements with input from stakeholders

as the basis for procurement planning and contracts.
1.1

Element 3 Conduct contracting

and procurement activities
Element 2 Establish agreed

procurement processes
Element 1 Determine
procurement requirements
Task 3 (TMS, TS,JRE)

Task 3 (TMS, TS,JRE)
Q6,7
Q6
Q6, 7
Q6
Q6, 7
Practical Tasks
Q6
Question


Element
Units of competency
Units of competency

Supplementary
Evidence
Element 5 Manage contract

and procurement finalisation
procedures
Element 4 Implement contract

and/or procurement
Document lessons learned and recommended improvements,

and pass on to higher project authority for application in future
projects.
5.3
Page 111 of 112
Review project outcomes using available procurement records

and information to determine effectiveness of contracting and
procurement processes and procedures.
5.2
Identify and report procurement management problems to

higher project authority and implement agreed remedial actions
to ensure project objectives are met.
4.3
Conduct finalisation activities to ensure contract deliverables

meet contractual requirements.
Review progress and manage agreed changes to ensure timely

completion of tasks, resolution of conflicts and achievement of
project objectives within the legal framework of the contract.
4.2
5.1
Implement established procurement management plan and

make modifications with higher project authority approval, to
ensure a common approach to achievement of objectives.
Conduct negotiations with preferred contractor or supplier, with

guidance of higher project authority if necessary, to agree on
contract terms and conditions, establish common goals and
minimise uncertainty.
3.3
4.1
Evaluate responses and select preferred contractors or

suppliers in accordance with current legal requirements and
agreed selection processes.
3.2
Supplementary
Evidence

Q5, 6, 8
Q6, 7
Q6, 7
Q6, 8
Q6, 7
Q6, 7
Q6
Practical Tasks
Q6, 7
Question


Element
Units of competency
Units of competency

Page 112 of 112
Technology skills to use procurement and financial management

software
Literacy and numeracy skills to produce and work with a range of

procurement and contract documentation
Planning and organisational skills to identify procurement and contract

requirements and to adjust and sequence these appropriately
Negotiation skills to obtain required agreement in procurement and

contracting discussions
Problem-solving skills to resolve contractual and logistic issues
Relevant legislation, codes and national standards relevant
Procurement options, procedures and documentation
Contracts and legal obligations as they relate to project management
Knowledge of contracts and legal obligations as they relate to project

management
Demonstrated experience in managing procurement and contracting

processes in multiple complex projects

Required skills
Required knowledge
Q6, 7
Q6, 7
Q6, 7, 8
Question
Practical Tasks


Element
Units of competency
Units of competency

Supplementary
Evidence

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Department of Training

and Workforce Development

First published 2010

BSB51407 Diploma of Project Management

Overview of the Recognition Process

Explanation of RPL documents

Section 2 List of competencies in this RPL Assessment Tool Kit

List of competencies in this RPL Assessment Tool Kit

Units of competency covered in this RPL Assessment Tool Kit

Section 3 Interview Question Bank and Recording Sheets

Cluster 1 Scope, time, cost and quality: Project integration and

Cluster 2 Project human resources, communications, risk and procurement

Section 4 Practical Tasks and Observation Recording Sheets

Task 1 Managing the project constraints

Instructions for the candidate

Instructions for the Assessor

Cluster 2 Project human resources, communications, risk and procurement

Task 2 Project risk and communication

Instructions for the candidate

Instructions for the Assessor

Task 3 Project HR and procurement

Instructions for the candidate

Instructions for the Assessor

Resources required for this task

Department of Training and Workforce Development 2010

BSB51407 Diploma of Project Management

Section 5 Candidates Information and Self-Evaluation Forms

What is Recognition of Prior Learning (RPL)?

How to prepare for your RPL assessment

The four steps in the RPL assessment process

Candidates Information Form

Candidates Employment History Form

Candidates Self-Evaluation Form

Section 6 Third Party Report and Supporting Documentation

Third Party Report

Assessors Evidence Summary Sheet

Section 7 Mapping of Assessment Tools

Mapping document for Cluster 1

Mapping document for Cluster 2

Department of Training and Workforce Development 2010

BSB51407 Diploma of Project Management

Recognition of Prior Learning (RPL) Assessment Tool Kit

A task-based model for RPL

Department of Training and Workforce Development 2010

BSB51407 Diploma of Project Management

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Department of Training and Workforce Development 2010

BSB51407 Diploma of Project Management

Overview of the Recognition Process

If not ready for RPL,

Department of Training and Workforce Development 2010

BSB51407 Diploma of Project Management

Page intentionally blank

Department of Training and Workforce Development 2010

BSB51407 Diploma of Project Management

Department of Training and Workforce Development 2010

BSB51407 Diploma of Project Management

Page intentionally blank

Department of Training and Workforce Development 2010

BSB51407 Diploma of Project Management