The important thing to remember when gathering evidence is that the more evidence the better - that is, the more evidence you gather to demonstrate your skills, the more confident an assessor can be that you have learned the skills not just at one point in time, but are continuing to apply and develop those skills (as opposed to just learning for the test!). Furthermore, one piece of evidence that you collect will not usualy demonstrate all the required criteria for a unit of competency, whereas multiple overlapping pieces of evidence will usually do the trick!
From the Wiki University
What evidence can you provide to prove your understanding of each of the following citeria?
Undertake screening
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Review business case for each project/program to capture interfaces, emergent risks, resource requirements, business benefits and their timings Completed |
Evidence:
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Determine business benefits to be achieved by mapping dependencies between projects and programs Completed |
Evidence:
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Identify and add mandatory projects and programs to the project portfolio, where appropriate Completed |
Evidence:
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Complete investment appraisal
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Identify desirability of project and programs based on their risk, projected benefits and business impacts assessment Completed |
Evidence:
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Examine and adjust projects and programs that deliver similar business benefits and outcomes to remove duplication and take advantage of synergies Completed |
Evidence:
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Commission feasibility studies in instances where additional analysis is required to determine investment merit Completed |
Evidence:
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Undertake a comparative analysis to determine the most appropriate projects and programs to receive organisational investment Completed |
Evidence:
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Determine the budget or financial profile for each project or program Completed |
Evidence:
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Group related projects for management as a program to ensure relevant efficiencies are captured Completed |
Evidence:
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Select projects and programs for the portfolio
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Use a project selection model to select projects and programs that comprise the portfolio Completed |
Evidence:
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Review the organisations ideal project and program mix regularly to calibrate the project selection model Completed |
Evidence:
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3.3 Select projects and programs for inclusion in the portfolio based on the organisation's project selection model Completed |
Evidence:
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Solicit project selection decision-making and support from executive management by preparing and presenting information Completed |
Evidence:
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Monitor and apply approval status
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Review and update the project and program approval process on a regular basis Completed |
Evidence:
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Make recommendations to executive management as to the projects to be included in the portfolio Completed |
Evidence:
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Facilitate the approval of projects/programs to be included in the portfolio by executive management Completed |
Evidence:
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Allocate projects and programs a selection status Completed |
Evidence:
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Provide identified funding and resources to approved projects and programs Completed |
Evidence:
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Identify rejected, cancelled or on-hold projects and programs with reasons for rejection Completed |
Evidence:
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Cancel or put on hold those projects and programs currently underway that have been rejected from the portfolio Completed |
Evidence:
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Communicate a list of approved and rejected projects and programs to stakeholders Completed |
Evidence:
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