The Sydney Project Management Learning Outcomes Progression Table defines the essential competencies to be taught and learnt in the project management courses at the University of Sydney across an ascending series of proficiency levels, from one to six. The three learning domains (“Technical Expertise”, “People, Roles and Relationships” and “Strategic Perspective”) follow similar three-part breakdowns of project management competencies adopted by the GAC (Technical Expertise, Professional Behaviour and Strategic Awareness) and the IPMA (Practice, People and Perspective). The six proficiency levels match an ascending scale of project management capabilities with the main stages of project management study. Levels one, two and three represent the minimum levels expected for years one, two and three of the bachelor qualification in project management respectively. Levels four, five and six represent minimum attainment expected for the Master degree in Project Management, Program Management and Project Leadership respectively. The table provides specific attainment criteria for the six levels within each of the three main learning domains, and also a set of general attainment criteria applicable across all learning domains. The general criteria are set out in the lower part of the table and are based on three general attributes of project management practice: operational responsibility, professional knowledge and professional communication. Decisions about the proficiency level for particular units of study or assessment tasks should take into account the general attainment criteria together with those of the specific learning domains.
|Level 1||Level 2||Level 3||Level 4||Level 5||Level 6|
1) Technical Expertise
Competence in managing technical aspects of projects as specified for GAC ``Technical Expertise`` and IPMA ``Practice`` competence area. Elements of technical competence include: project planning, requirements identification, scope and variations, time, quality, finance, resources, procurement, risk and documentation.
|Project Novice: Understands and applies, as directed, the formal requirements of an initial project proposal, under well-defined practice scenarios. Including scope, time, scheduling, budget, resources, roles and responsibilities, procurement, quality and risk.||Project Supporter: Produces proposals and reports addressing all major technical aspects of project planning and execution under given practice scenarios, with ideal and non-ideal conditions Including progress monitoring, outcomes evaluation, change control and customer acceptance as well as project planning issues previously mentioned. Applies and explains relevant procedures and critically analyses performance as directed.||Project Practitioner: Successfully manages all technical aspects of project planning and execution for small-scale stand-alone projects within prescribed budget and timeframe. Personally contributes to significant aspects of larger projects. Determines and applies effective procedures for specific aspects of project planning, contracting, procurement, quality control, risk and progress management. Includes handling of minor variations. Understands and complies with legal, regulatory requirements and professional codes and standards, with some guidance.||Project Manager: Successfully manages all technical aspects of project planning and execution for projects up to medium scale within prescribed budget and timeframe. Ensures effective plans and procedures for project contracting, procurement, quality control, risk, progress management and change control. Understands and works to ensure compliance with legal, regulatory requirements and professional codes and standards within the project team.||Program Manager: Successfully manages all technical aspects of project planning and execution for a program of linked projects at multiple-scales. Ensures effective monitoring and control processes for projects and program as a whole, including cost control, quality control, change control, risk management and progress monitoring. Initiates and coordinates modeling and analysis of project processes. Monitors and oversees compliance with relevant legal, regulatory requirements and professional codes and standards within the program organisation.||Project Director: Creates and maintains effective organisational frameworks for technical management of projects and programs consistent with strategic needs and priorities of the organisation. Sets direction, policies and standards for project planning, risk management, cost control, quality control, change control, evaluation, and acceptance. Provides effective personal lead on complex high-stakes projects and programs, including planning, scheduling, monitoring and reporting activities. Sets guidelines for project methodologies. Finds, develops and disseminates new analytical methods and tools. Guides continuous development of analytical capabilities within the organisation. Monitors and ensures effective compliance practices and systems in meeting legal, regulatory requirements and professional codes and standards.|
2) People, Roles and Relationships
Competence in managing team and relationship aspects of projects as specified for the GAC ``Professional Behaviour`` focus area and IPMA ``People`` competence. Elements of the People, Roles and Relationships learning domain include communications strategy and planning, stakeholder relations, leadership, team building and interpersonal skills of engagement, empathy, clear expression, systems thinking and personal networking.
|Project Novice: Develops basic interpersonal skills and practices including attentiveness and engagement, empathy, clear expression and group facilitation and team leadership. Documents and reports on processes, practices and systems related to team development and stakeholder relations as directed.||Project Supporter: Develops more advanced interpersonal skills and practices including creative problem-solving and conflict resolution as well as basic attentiveness and engagement, empathy, clear expression and group facilitation. Analyses and recommends team and stakeholder management methods under ideal and non-ideal scenarios.||Project Practitioner: Successfully manages team and stakeholder relationships for small-scale stand-alone projects, including team roles and responsibilities, performance management, stakeholder communications strategy and feedback monitoring. Significantly contributes to these aspects in larger projects. Demonstrates effective interpersonal and team leadership skills at small group scale, including routine internal problem-solving and conflict resolution situations.||Project Manager: Successfully manages team and stakeholder relationships for small to medium scale projects, including team roles and responsibilities, performance management, stakeholder communications strategy and feedback monitoring. Demonstrates effective interpersonal and team leadership skills within team and stakeholder network, including problem-solving and managing incidents with significant business impact.||Program Manager: Successfully manages team and stakeholder relationships for a program of linked projects at multiple scales, including team roles and responsibilities, performance management, stakeholder communications strategy and feedback monitoring. Demonstrates effective interpersonal and leadership skills across multiple teams and networks, including problem-solving and incident management with major business impact.||Project Director: Creates and maintains effective organisational frameworks for management of team and stakeholder relationships. Sets direction, policies and standards for project roles and responsibilities, performance management, stakeholder communications strategy and feedback monitoring. Demonstrates effective interpersonal and leadership skills across multiple teams and networks, including managing major incidents and crises. Influences and motivates others in developing leadership roles and skills.|
3) Strategic Perspective
Competence in identifying, analysing and responding to contextual factors in project decision-making, as specified for the GAC ``Strategic Awareness`` focus area and IPMA ``Perspective`` competence. Key elements of the Strategic Perspective learning domain include analysis of business processes, structures, capabilities, opportunities, risks and requirements and determination of project feasibility, objectives, benefits, success criteria, strategy, financing, governance and business plan.
|Project Novice: Develops basic business context knowledge and analytical concepts under well-defined practice scenarios. Defines and explains key concepts including strategic outcomes, project objectives, benefits and success criteria. Documents and reports elements of project strategy and business context as directed.||Project Supporter: Critically analyses elements of project planning and performance, with reference to business constraints and requirements, for given practice scenarios, representing ideal and non-ideal conditions.||Project Practitioner: Contributes to review of project planning and performance within prescribed role. Reviews and seeks correction or clarification as required on project objectives, success criteria, financing and other constraints. Monitors and seeks feedback on project performance in meeting objectives and delivering intended benefits. Takes initiative in flagging issues regarding project performance, methods and processes.||Project Manager: Contributes to all project planning and review activities including project feasibility studies, business requirements and business case development and evaluation of proposals and outcomes. Monitors and seeks feedback on project performance in meeting objectives and delivering intended benefits. Takes initiative in flagging issues regarding project performance, methods and processes. Provides in-depth analysis and advice in particular areas of personal expertise.||Program Manager: Leads strategic planning and review activities including project feasibility studies, business requirements, business case development, and decision-making on project selection, prioritisation, justification, appraisal and financing. Ensures of projects alignment to the business case and appropriate governance structures and requirements including accountabilities and reporting lines, Monitors business impact of projects and ensures realisation of intended business objectives||Project Director: Sets organisational strategy for management of programs and projects and leads development of organisational capabilities. Creates and maintains effective organisational frameworks for strategic review and planning activities. Takes responsibility for alignment of business strategy and emerging risks and opportunities. Oversees monitoring and review of projects for business impact and realisation of intended benefits.|