Call 0867227014, 0318115749 or WhatsApp 0825507946 for more detail!

SAQA ID 120372

SOUTH AFRICAN QUALIFICATIONS AUTHORITY
REGISTERED UNIT STANDARD:
Explain fundamentals of project management 

 

SAQA US ID UNIT STANDARD TITLE
120372 Explain fundamentals of project management
ORIGINATOR
SGB Project Management
QUALITY ASSURING BODY
FIELD SUBFIELD
Field 03 – Business, Commerce and Management Studies Project Management
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined Regular-Fundamental Level 4 NQF Level 04 5
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Reregistered 2015-07-01 2018-06-30 SAQA 10105/14
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2019-06-30 2022-06-30
In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.
This unit standard replaces:
US ID Unit Standard Title Pre-2009 NQF Level NQF Level Credits Replacement Status
10131 Identify, organise and co-ordinate project life cycle phases for control purposes Level 4 NQF Level 04 5 Complete

PURPOSE OF THE UNIT STANDARD
The person credited with this unit standard is able to begin operating in a project environment by understanding the terminology used and interpreting and explaining fundamental concepts of project management. This standard will also add value to learners who are running their own business and recognise that project management forms an integral component of any business.

The qualifying learner is capable of:

  • Explaining the nature of a project.
  • Explaining the nature and application of project management.
  • Explaining the types of structures that are found in a project environment.
  • Explaining the application of organisation structures in a project environment.
  • Explaining the major processes and activities required to manage a project.

LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING
Learners accessing this qualification will have demonstrated competence in computer literacy, numeracy, literacy and communications at NQF level 4 or equivalent.

UNIT STANDARD RANGE

  • Project level will include but is not limited to working as a leader in the context of a small project/sub-project involving few resources and having a limited impact on stakeholders and the environment or working as a contributing team member on a medium to large project when not a leader.
  • Projects may include but are not limited to all projects including technical, developmental and business related projects.
  • Processes and sub-processes may include but are not limited to initiating, planning, controlling, execution, close out processes, budgeting, approval, implementation, monitoring, evaluation, elementary risk identification, analysis, quantification, time management, risk management, quality management, resources management, communication management, scope management, contract management and supplies management.
  • Life cycle phases may include but are not limited to concept, development, design, implementation, construction, close out, identification, formulation, financing and evaluation.
  • Basic terminology and definitions may include but is not limited to project management, project, sub-project, programme, phase, stage, life cycle, process, activities, tasks, milestones, close out, scope, risk, scheduling, timeline, planning, controlling, deliverables/product/service, hierarchy, breakdown structures, operational, stakeholders, budget, estimating, communications.
  • Roles may include but are not limited to Project Sponsor, Project Manager, Project Administrator, Project Engineer, Steering Committee, Team member.
  • Understanding and explanations will reflect the nature of project experience, the sector within the learner is operating and prior management experience.
  • International and local professional bodies linked to project management practice and standards will include but are not limited to Project Management Institute (PMI), Australian Institute of Project Management (AIPM), International Project Management Association (IPMA), and Association for Project Management (APM), Association for Construction Project Managers (ACPM), Cost Engineering Association of South Africa (CEASA) and Project Management South Africa (PMSA).
  • Recognised published standards may include but not limited to those published by APM, PMI, IPMA, Global Performance Standards for Project Management Personnel, American National Standard Institute, International Standards Organisation, British Standard and South African National Standards.
  • Policies and procedures may be organisation specified systems, policies and procedures or where these do not exist, accepted industry best practice.

Specific Outcomes and Assessment Criteria:

SPECIFIC OUTCOME 1
Explain the nature of a project.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The characteristics of a project are explained with examples.

ASSESSMENT CRITERION 2
Differences between project and non-project work are explained with examples of each.

ASSESSMENT CRITERION 3
A basic project life cycle is explained with examples of possible phases.

ASSESSMENT CRITERION 4
The reasons for undertaking projects are explained with practical examples.

ASSESSMENT CRITERION 5
A range of types of projects and their complexity are explained in simple terms.
ASSESSMENT CRITERION RANGE
Type of project may include but is not limited to simple, complex, closed to open, “fog, quest, movie or paint by number”, technical, business, community based, development, research and development of new products.

SPECIFIC OUTCOME 2
Explain the nature and application of project management.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
Project management is defined and its application is explained according to recognised published standards.

ASSESSMENT CRITERION 2
The major project management processes are described and explained according to recognised best practice.

ASSESSMENT CRITERION 3
The differences between project management and general management are explained with examples of each.

ASSESSMENT CRITERION 4
The difference between project management processes and technical (end product related) processes is explained with examples of each.
ASSESSMENT CRITERION RANGE
Project management processes are those associated with the management of a project and technical processes are those required to produce the required deliverables to satisfy the objectives of the project.

ASSESSMENT CRITERION 5
The difference between a project team member and the project manager is explained in accordance with role descriptions.

SPECIFIC OUTCOME 3
Explain the types of structures that are found in a project environment.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The reasons for defining structures for a project is explained with examples.
ASSESSMENT CRITERION RANGE
Structures may include but are not limited to; programme to sub project hierarchy; organisation structures; product /work/cost/organisation breakdowns note – structure is a set of interconnecting parts of any complex thing, a framework.

ASSESSMENT CRITERION 2
The concept of programme and project hierarchies is explained with an example.
ASSESSMENT CRITERION RANGE
Programmes include related projects, which may be broken down into sub projects, phases or other components/units.

ASSESSMENT CRITERION 3
The purpose of decomposing a project into manageable components or parts is explained with practical examples.
ASSESSMENT CRITERION RANGE
Decomposing a project is breaking it down from top to lower levels, similar to a functional decomposition.

ASSESSMENT CRITERION 4
The concepts of breakdown structures for product, work and cost are explained in simple terms.
ASSESSMENT CRITERION RANGE
Product may include products, services or results. The term deliverable is associated with Product, a common interpretation is that deliverables are produced as the project progresses resulting in an end product.

SPECIFIC OUTCOME 4
Explain the application of organisation structures in a project environment.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
The basic differences between a matrix and functional organisation structure are explained with examples of each.
ASSESSMENT CRITERION RANGE
Limited to organisational matrix and functional structures not extended to their impact on a project.

ASSESSMENT CRITERION 2
The project organisation structure is described and explained in a written format.
ASSESSMENT CRITERION RANGE

  • Organisation structure includes project roles and reporting such as team leader to project manager to project sponsor. Organisation structure includes identifying but not detailing description of roles, responsibilities and reporting lines, progress and communication reporting, authority hierarchy, decision-making accountability.
  • Reporting lines, authority levels, single point of responsibility/accountability.

ASSESSMENT CRITERION 3
The purpose and key responsibilities of two roles on a project are described in a written format.

ASSESSMENT CRITERION 4
Stakeholders are explained with examples of at least six different stakeholders.

SPECIFIC OUTCOME 5
Explain the major processes and activities required to manage a project.

ASSESSMENT CRITERIA

ASSESSMENT CRITERION 1
Key processes and activities that take place to manage a project are described from beginning to end.
ASSESSMENT CRITERION RANGE
The processes and activities may include but are not limited to start up, initiation, planning, controlling, monitoring, execution, implementing, closing, evaluating.

ASSESSMENT CRITERION 2
The supplementary management sub-processes and activities required to support the key processes and activities are briefly described with examples of each.
ASSESSMENT CRITERION RANGE
Supplementary sub-processes and activities includes but are not limited to scope, risk, quality, communications, schedule, cost, change control, resource, stakeholder and procurement management.

ASSESSMENT CRITERION 3
The reasons for planning and controlling a project are explained with examples of the consequences of not planning and controlling.

UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS

  • An individual wishing to be assessed (including through RPL) against this unit standard may apply to an assessment agency, assessor or provider institution accredited by the relevant ETQA.
  • Anyone assessing a learner against this unit standard must be registered as an assessor with the relevant ETQA.
  • Any institution offering learning that will enable achievement of this unit standard or assessing this unit standard must be accredited as a provider with the relevant ETQA.
  • Moderation of assessment will be conducted by the relevant ETQA at its discretion.

UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE

  • Basic terminology and definitions of project management including: project management, project, programme, phase, stage, life cycle, product, deliverable, milestone, activities, tasks, close out, scope, risk, scheduling.
  • The concept and role of product, project and operations life cycles.
  • The Life cycle approach in the structuring of projects.
  • Simple project life cycles.
  • How to decompose a project into manageable components or parts.
  • The elements of a project: uniqueness, constraints of time and resources, specified deliverables.
  • Alternative organisation structures and their implications, for example functional versus matrix.
  • How various role-players are involved over the project and product life cycle.
  • Key project management activities.
  • The relationship between processes, sub-processes and core knowledge areas.

Critical Cross-field Outcomes (CCFO):

UNIT STANDARD CCFO ORGANISING
Organise and manage oneself and one’s activities responsibly and effectively to gain the required understanding of the fundamentals of project management.

UNIT STANDARD CCFO COLLECTING
Collect, organise, and critically evaluate information pertaining to the fundamentals of project management and recognised best practices.

UNIT STANDARD CCFO SCIENCE
Use of science and technology in representing and communicating the fundamentals of project management.