Poi Criteria Advanced (100%) Proficient (65%) Developing (35%) 0%

nts
5 PMP is clearly structured with table of PMP has a table of contents, clear PMP has a table of contents, some PMP lacks a logical structure No evidence
contents and has natural flow of content headings throughout and inconsistencies in formatting
consistent formatting
5 Project Brief contains a description Project brief is detailed and Project Brief contains all key Project Brief lacks a key aspect No evidence
including what, who, where, when, why contains all key aspects aspects
and how including budgets, timeframes
and client objectives
5 Stakeholders – all key stakeholders are All stakeholders and their interests Key Stakeholders and their Some stakeholders and their No evidence
identified and their interests are identified are identified interests are identified interests are missing
5 Stakeholders – key stakeholders analysed All stakeholders assessed with Key stakeholders assessed and Some stakeholders missing from No evidence
to determine if they should be rationale for decisions included strategies to manage stakeholders analysis
managed/satisfied/informed/monitored and strategies to manage have somewhat been considered.
and strategies to manage stakeholders stakeholders have been well Clearly presented.
have been included considered.
Well presented.
5 Comms plan - Clear plan for what needs All stakeholders considered, Key stakeholders considered, Plan lacks detail/ is not No evidence
to communicated with each stakeholder, detailed and well-reasoned plan detailed and well-reasoned plan appropriate / misses key
how this communication will be developed and presented clearly. developed stakeholders
undertaken and the frequency of comms. Internal team communication is
Teams to also address how internal also considered.
communication will be managed.
This includes details of meetings.

5 Organisational Structure - Identification of Identification of project team Identification of project team Missing elements of project team. No evidence
project team structure. (internal team structure relevant to project. Clear structure. Inappropriate selection of
structure) and considerations to overall and well-presented. Rationale for experience levels required for
(internal) organisation interaction decisions. specific project.
Representing an understanding of
overall (internal) interaction with
the organisation
5 Project Structure - Clear project Example structure adapted Example structure adapted slightly Example structure copied and No evidence
governance diagram including required appropriately for specific project for project and includes most of minimal to no consideration given
 consultants and includes all required the required consultants to required consultants.
consultants

10 Programme Management – milestones Programme clearly laid out, Programme clearly laid out, Simple timeline, lacks detail/ No evidence
identified, with dates, reporting points detailed and containing all aspects containing all aspects but lacking missing aspects
and interdependencies. Activities, detail in some areas
sequences and durations are clear.
5 Project budget breakdown: includes Cost breakdown clear, all aspects Cost breakdown includes all Cost breakdown missing aspects or No evidence
authorities, consultant costs, construction, included, appropriate for the aspects, appropriate for the percentages not appropriate for
contingency project and justified project specific project
3 Resource management – responsibility All listed activities relevant for Most listed activities relevant for More than 5 missing/irrelevant No evidence
matrix: Activities listed all relevant to the project project (1-4 missing/ not relevant) activities
project, nothing missing or unnecessary

2 Resource management– responsibility Appropriate level of responsibility Appropriate level of responsibility Level of responsibility not No evidence
matrix: all relevant parties included and assessed for all relevant parties assessed for most relevant parties appropriate and/or key people
RACI/ other rating for all activities and with rationale provided missing
people

5 Procurement Plan – identifies appropriate identifies appropriate method identifies appropriate method Method not most appropriate for No evidence
method (design/design& construct, other providing a rationale for selected specific project. Lack of
relevant) based on project objectives, method justification.
complexity, risks and tolerances.
References quality-cost-time triangle

5 Scope/Change management - Identify a Clearly defines process to deal Displays a basic understanding of Do not show how additional No evidence
clear process to deal with additional scope with additional scope or scope the process to manage additional scope /scope change will be
/ scope change during the project life change during the design phase scope or scope change during the managed during the design and
cycle (changes during design and changes and construction phase design and construction phases construction phases
during construction)

5 Quality Management – develop strategy Explains in how quality will be Does make some reference to how Makes no reference to quality No evidence
to maintain quality to monitor project managed and monitored during quality will be managed and management on how quality will
 outcomes the project lifecycle. monitored during the project be monitored.
lifecycle.

5 To identify Environmental/Sustainability/ Identifies all applicable Identifies key applicable Identifies minimal to no No evidence
Heritage Planning goals for the project Environmental/Sustainability/ Environmental/Sustainability/ Environmental/Sustainability/
and address in a logical manner Heritage Planning items and Heritage Planning items and Heritage Planning items
addresses them addresses as required

15 Risk management – risk register includes All risks identified, appropriately Key risks identified, rated and Missing risks/ risks rated No evidence
identification, quantification and rated and mitigation measures mitigation measures described. inappropriately, lack of
mitigation strategies. Also look at described. Considers multiple The team looked at some consideration in mitigation
scoring/rating and revised scoring/rating aspects of risk (cost, time, OH&S, scoring/rating and revised/rating measures
post mitigation reputational etc.) Also looks at post mitigation.
scoring/rating and revised/rating
post mitigation
10 Overall presentation of PMP Creative presentation, with Clearly presented, mostly error Multiple errors, not professionally No evidence
excellent attention to detail, error free presented
free and written using appropriate
professional language