25230 Direct the Scope of Multiple Projects in a Programme

Explanatory notes

1Legislation relevant to this unit standard may include but is not limited to: Health and Safety in Employment Act 1992; Resource Management Act 1991; Human Rights Act 1993; Privacy Act 1993; Employment Relations Act 2000.

2To demonstrate competence in this unit standard a candidate must be able to provide evidence that they have taken responsibility across multiple projects or a programme for directing and authorising scoping of the projects. This will include evidence of managing the work of project managers and others working within project teams.

3Definitions

A programme is a set of interrelated projects, each of which has a project manager. Multiple projects means a number of projects which may or may not be related but which are all managed by the same person as a programme to achieve a common organisational objective(s). For the purposes of this unit standard both types will be referred to as a programme and managers as programme managers.

The client represents the person(s) or organisation(s) that will be the recipients of the project deliverables.

Organisational requirements refer to instructions to staff on policy and procedures which are documented in memo or manual format and are available in the workplace. These requirements include but are not limited to – site specific requirements, and company quality management requirements.

Project objectives describe the specific, tangible products or deliverables that the project will deliver.

Programme objectives describe the higher level products or deliverables that the portfolio of inter-related projects will deliver.

Major deliverables are the measurable, tangible, verifiable items that must be produced, subject to approval by the project sponsor or client, to complete the project.

Scope creep is incremental increases to scope to accommodate wishes rather than project or programme needs.

Resource requirements are the personnel, equipment, materials, or services needed to complete tasks in a project.

Programme scope is the totality of work needed to complete a programme.

4Evidence of a minimum of four projects must be supplied.

Outcomes and evidence requirements

Outcome 1

Authorise projects.

Evidence requirements

1.1Needs are analysed, in consultation with client and other stakeholders if necessary, to justify each project and for the designation of project managers in accordance with organisational requirements.

Rangeneeds may be – outcome-oriented, for example to fulfil needs; product-oriented, for example to acquire new computer systems or buildings; improvement-oriented, for example to find a better ways of doing something; activity-oriented, for example to stage major cultural events.

1.2Project selection and prioritisation are conducted in accordance with organisational requirements.

1.3Project authorisation recommendations are made to a higher project authority as the basis for future projects management activity and commitment of resources and effort, in accordance with organisational requirements.

Rangeproject authorisation recommendations may include – broad details of required project outcomes and objectives; major projects phases, activities and milestones that will require timing coordination across the programme (particularly as new approved projects enter the programme); project managers' terms of reference, and authorisations and limitations directed by the programme manager; relationship between multiple project objectives and the programmes and therefore strategic objectives of the organisation.

Outcome 2

Define and plan programme scope.

Evidence requirements

2.1Projects' objectives, major deliverables and resource requirements are defined at the project and programme level, and are confirmed with the governance group or a higher project authority in accordance with organisational requirements.

2.2Measurable projects' outcomes and benefits are determined and agreed, to enable quantified evaluation of programme performance in accordance with organisational requirements.

Rangeprogramme performance may include – measurement of time and resources spent on the projects, as compared to baseline data; use of tools and techniques to manage and measure projects' progress in terms of time and resources.

2.3Programme scope definition, scope management strategies and project plans are developed, agreed, and communicated to stakeholders and project team members, in accordance with organisational requirements.

Rangescope management strategies may include – progressive refinement of scope throughout multiple project life cycles; controlling programme scope creep; managing factors which influence changes to scope; determining that a scope change has occurred or is about to occur; managing scope changes when they occur; managing the effect of scope changes on other areas and on achievement of multiple project objectives.

2.4Programme scope is aligned to business requirements and organisational strategy in accordance with organisational requirements.

Outcome 3

Manage programme scope.

Evidence requirements

3.1Regular programme reviews are conducted to measure and to ensure that stated programme and business/strategic objectives are met, in accordance with programme plan and organisational requirements.

3.2Change management system is established and maintained to form the basis of ongoing scope management, in accordance with programme plan and organisational requirements.

Rangechange management system may include – documentation; risk analysis; impact analysis; configuration management; change to control boards/committees.

3.3The effects of potential, perceived, and actual projects' scope changes are reviewed and action is taken to ensure that project and programme objectives are achieved or modified.

Rangescope change reviews may include – major elements of the programme liable to change, for example deletion of a line of business endeavour, new projects prioritising programme and deletion of poorly performing projects; programme documentation, including plans, integrated schedules, integrated budgets and integrated (programme) risk analysis; formal agreements, such as contracts, sub-contracts and memoranda of understanding.

3.4Projects' outcomes are compared against defined programme scope and are aligned to strategic objectives, in accordance with organisational requirements.

3.5Programme outcomes are communicated to stakeholders in accordance with organisational requirements.

3.6Any scope management issues across multiple projects and recommended improvements are identified, and documented for use in future planning in accordance with organisational requirements.

This unit standard is expiring. Assessment against the standard must take place by the last date for assessment set out below.

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