Developing a training program This project involves the design and development of a program to train authorised officers, or ticket inspectors on a metropolitan public
Developing a training program
This project involves the design and development of a program to train authorised officers, or ticket
inspectors on a metropolitan public transport system.
The aim of the program will be to provide authorised officers with training in customer relations,
communication skills and working in a culturally diverse culture. The government department responsible
for public transport has issued a Request for Tender (RFT), inviting bids from suitably qualified
organisations, including Registered Training Organisations (RTOs) with expertise and experience in
community service and public service training.
The following RFT details, issued by the government department responsible for public transport, provide
an outline of what will be expected of the successful tenderer.
Background
In response to the release of a Parliamentary Law Reform Committee Report, the Minister for Transport,
commissioned an independent and comprehensive review of the role, responsibilities, operations and
functions (including the training) of authorised officers. The government and the public transport
providers have agreed to use the national training framework as the basis for all future training activity.
An agreement was reached to adopt a competency-based approach for authorised officers training.
Stakeholders have identified the particular competencies that are to be used, the structure and content of
the training program together with the qualifications to be awarded on successful completion of the total
training program.
The course structure consists of three stages:
1. Course development.
2. Production of assessment instruments.
3. Maintenance of a nationally accredited course.
Stage one has been identified as requiring a full-time training effort, with stages two and three being
interspersed notionally over an 18 month to two year period involving both on- and off-job training and
assessment.
Purpose
In consultation and agreement with stakeholders, develop a curriculum, teaching materials, assessment
tools and a maintenance strategy for an authorised officers training program. A proposed framework is
included that lists the proposed tasks, actions and outcomes that are required to be completed to meet
the requirements of this tender.
Key Deliverables:
development of curriculum for a 420 hour course
production of teaching and support materials for 14 units of competency
development of a range of assessment tools
development of a strategy that will facilitate course evaluation, review and maintenance
Contractor's Proposal
The proposal submitted by the contractor should detail the following:
the contractor's understanding of the scope and purpose of the assignment and of the key issueswhich will need to be addressed in its conduct
the deliverables from the contractor
the name/s and relevant experience of the contractor
the total estimated cost for each stage plus overall cost to deliver the project
the availability of the nominated contractor and the potential commencement date
the nature of any information and/or support expected from the department
Proposals will be evaluated on the basis of the following criteria:
understanding of the tasks/ appropriateness of the proposed approach/ methodology
demonstrated expert knowledge and skills in training program development
relevant experience of the contractor in training program development
extensive national and international knowledge of best practices in the training development field
fee rates and estimated total cost for each stage plus overall costs for the project
Project Duration
Appointment will be considered initially for a period of up to three months. The contract management and
administration will be undertaken by the Franchise Relationships Branch of the Public Transport Division.
Contractor Agreement
The contractor will be expected to indicate their willingness to execute the standard agreement for the
purchase of services. Any proposed departures from these standard conditions are to be identified in the
tenderer's response to the contractor's proposal.
Payments
Payment will be based on total cost for the project. Milestone payments will be made for each stage
completed.
Intellectual Property
Material created is department's property. The ownership of all intellectual property and all information
created as a result of the provision of services shall vest in the department.
The successful tenderer was a business development unit of a local RTO who proposed a budget of
$240,000 for an 18 month project.
An extract from their initial planning documents:
Planning stage one: Prepare course proposal
1. Map existing units of competency from Certificate III in Transport and Distribution (Rail Operations)
to the public transport job analysis and develop draft content clusters.
2. Identify and collate areas of underpinning knowledge and skill to be included.
3. Meet with government department to:
a. Clarify situation regarding the development of new units.
b. Identify workplace documents to be used as training materials.
c. Identify any existing preferred training materials.
d. Identify key stakeholders and contact personnel.
Planning stage two: Scope definition
Key tasks for work breakdown schedule:
1. Document agreed objectives and deliverables.
2. Finalise timelines and work plans.
3. Develop scope management plan.
4. Establish administrative systems.
5. Confirm and brief project team.
Planning stage three: Establish quality protocols and implementation parameters
1. Set up project steering committee.
2. Convene first meeting to sign off content clusters and learning sequences.
3. PSG to review WBS, finalise and sign off.
Product description development outline template
Project name:The Metropolitan Public Transport Training Program
Prepared by:James Smith
Date:26/08/2020
Product or service(intended outcome of project):
Design and Develop a program to give training to authorised officers and ticket inspectors in customer
relations, communications skills and working in a culturally diverse culture.
How this product or service supports the original motive for the project (business need, market demand,
customer request, technological advance, legal requirement, social need etc):
a.Transport Department requirement - ensuring Department's training needs are
met.
b.Business need - Ensuring staff are sufficiently trained in customer relations,
communications and working in a culturally diverse culture.
c.legal requirement - complying with contractual and government requirements
d.Social need - ensuring staff are trained for customer relations and communicating
with members of the public.
e.Legal requirement - complying with all relevant anti discrimination laws when
dealing with members of the public
Draft of full product or service description(with sufficient detail to enable later project planning),
for example, functional and performance requirements, quality requirements, cost requirements etc.
The design and development of a training program for authorised officers and ticket inspectors on themonth time frame.
Development of a training program for authorised officers and ticket inspectors:
- A curriculum
- Teaching Materials
- Assessment Tools
- Maintenance Strategy
Scope statement template
Project name:The Metropolitan Public Transport Training Program
Prepared by:James Smith
Date:26/08/2020
Project justificationThe business need that the project was undertaken to address. The
project justification provides the basis for evaluating future trade-offs.
Product descriptionA brief summary of the product description.
Project deliverablesA list of the summary-level sub-products whose full and satisfactory
delivery marks completion of the project.
Deliverable ACourse Development: prepare course proposals
Deliverable BProduction of Assessment Instruments: scope definition
Deliverable CMaintenance of a nationally accredited course: establish quality
protocols and implementation parameters
Known exclusions
Project objectivesThe quantifiable criteria that must be met for the project to be
considered successful. Project objectives must include at least cost,
schedule, and quality measures.
Cost objectives (quantify)Total Project Cost: $240,000 with milestone payments to be made
upon completion of each stage;
Stage 1: $80,00
Stage 2: $80,00
Stage 3: $80,00
Schedule objectives (start
and stop dates)
Project will run over 18 months Stage 1 will run for 3 months followed
by stage 2 and 3
Project Commencement date: 26/08/2020
Stage One commencement date: 26-08-2020
Stage One completion date: 18/11/2020
Stage Two & Three commencement date: 26/11/2020
Stage Two & Three completion deadline date: 26/08/2022
Quality measures (criteria- development of curriculum for a 420 hour course
Metropolitan Public Transport System.
The aim of the training is to provide authorised officers and ticket inspectors with training in customer
relations, communications skills and working in a culturally diverse culture.
The course will include a 420 hour curriculum separated into 14 units
The course consists of three stages:
1. Course development
2. Production of assessment instruments
3. Maintenance of a nationally accredited course
Stage one will run over a three month period and stages two and three over between an 18 to 24 month time frame.
Development of a training program for authorised officers and ticket inspectors:
- A curriculum
- Teaching Materials
- Assessment Tools
- Maintenance Strategy
Scope statement template
Project name:The Metropolitan Public Transport Training Program
Prepared by:James Smith
Date:26/08/2020
Project justificationThe business need that the project was undertaken to address. The
project justification provides the basis for evaluating future trade-offs.
Product descriptionA brief summary of the product description.
Project deliverablesA list of the summary-level sub-products whose full and satisfactory
delivery marks completion of the project.
Deliverable ACourse Development: prepare course proposals
Deliverable BProduction of Assessment Instruments: scope definition
Deliverable CMaintenance of a nationally accredited course: establish quality
protocols and implementation parameters
Known exclusions
Project objectivesThe quantifiable criteria that must be met for the project to be
considered successful. Project objectives must include at least cost,
schedule, and quality measures.
Cost objectives (quantify)Total Project Cost: $240,000 with milestone payments to be made
upon completion of each stage;
Stage 1: $80,00
Stage 2: $80,00
Stage 3: $80,00
Schedule objectives (start
and stop dates)
Project will run over 18 months Stage 1 will run for 3 months followed
by stage 2 and 3
Project Commencement date: 26/08/2020
Stage One commencement date: 26-08-2020
Stage One completion date: 18/11/2020
Stage Two & Three commencement date: 26/11/2020
Stage Two & Three completion deadline date: 26/08/2022
Quality measures (criteria- development of curriculum for a 420 hour course
that will determine
acceptability)
- production of teaching and support materials for 14 units of
competency
- development of a range of assessment tools
- development of a strategy that will facilitate course evaluation,
review and maintenance
Other objectivesAll material created is department's property. The ownership of all
intellectual property and all information created as a result of the
provision of services shall vest in the department.
Scope management plan template
Project name:The Metropolitan Public Transport Training Program
Prepared by:James Smith
Date:26/08/2020
Describe how project scope will be managed:
The project scope will be managed by creating a detailed project scope statement, which defines what
work will be included in the project, and what will not be included. From this a work breakdown
schedule during stage two of planning.
Key tasks for work breakdown schedule:
- Document agreed objectives and deliverables.
- Finalise timelines and work plans.
- Develop scope management plan.
- Establish administrative systems.
- Confirm and brief project team.
Assess the expected stability of the scope of this project (how likely is it to change, how frequently and
by how much?):
During the first stage as course development is being undertaken, material being collated and
stakeholders bring forward requests scope change is likely to happen periodically, As stages two and
three will be planned ahead scope change should be minimal in these stages.
How will scope changes be identified and classified?
In Stage One meeting will take place with the Transport Department to identify the key stakeholders,
obtain any workplace documents and existing training material which can be used in the development
of training material as part of the project.
Describe how changes in project scope will be integrated into the project:
A steering committee will be set up in stage 3 of planning to convene the first meeting to sign off on
content clusters and learning sequences, PSG will review the Work Breakdown Structure and sign off.
Additional remarks:
Scope change control system development checklist and worksheet template
Project name:Metropolitan Public Transport Training Program
Prepared by:James Smith
Date:26/08/20
Determine those responsible for approving or rejecting proposed scope changes:
Be sure to provide for appropriate review of all changes.
Project Sponsors
Project Manager
Project Steering Committee
Key Stakeholders
Define any types of scope changes qualifying for automatic approval without review:
Any of the existing units of competency from Cert. III in Transport and Distribution (Rail Operations)
Describe how scope change control will be integrated with the integrated change control
system:
The project is managed out and carried out under a contract between the department and RTO, The
change control system must also comply with any relevant terms of the contract. Meeting between
sponsors, project manager and steering committee will be organised to approve course content and
learning materials, and also review and approve the work breakdown structure.
Define steps by which project scope may be changed, including:
Paperwork
All requests must be made in writing and all steps taken documented throughout the entire process.
Any changes would have to be done through proper planning processes, proper evaluation of impact on
budget and time frame, risk assessments and changes to the product specification will need to be taken
into account. Project Sponsor will have to give their approval.
Tracking systems
Ensuring all requests are made in writing and proper documentation is performed. WBS and WBS
dictionary will need to be amended and reissued if the approved change request impacts on the project
scope
Dispute resolution procedures
Ensure all affected stakeholders are promptly notified of any changes to the scope and Work Breakdown
Structure.
Approval levels required
List of reasons including why changes have been approved, any corrective actions taken, addition orremoval of components. The administration and management of the contract will be undertaken by the
Franchise Relationships Branch of the Public Transport Division
PROJECT JUSTIFICATION: In response to the release of a Parliamentary Law Reform Committee Report, the
Minister for Transport, commissioned an independent and comprehensive review of the role,
responsibilities, operations and functions (including the training) of authorised officers. The government
and the public transport providers have agreed to use the national training framework as the basis for all
future training activity.
Key Deliverables:
development of curriculum for a 420 hour course
production of teaching and support materials for 14 units of competency
development of a range of assessment tools
development of a strategy that will facilitate course evaluation, review and maintenance
Product Description:
An agreement was reached to adopt a competency-based approach for authorised officers training.
Stakeholders have identified the particular competencies that are to be used, the structure and content of
the training program together with the qualifications to be awarded on successful completion of the total
training program.
The course structure consists of three stages:
Course development.
Production of assessment instruments.
Maintenance of a nationally accredited course.
Stage one has been identified as requiring a full-time training effort, with stages two and three being
interspersed notionally over an 18 month to two year period involving both on- and off-job training and
assessment.
- Project Governance Structure:
Governance Structure: The project governance structure for the project includes a Project Steering Committee, a Project Manager, and a Project Team.
Stakeholders: The stakeholders for the project include the project sponsor, the project team, the project manager, the project steering committee, and the end-users of the project.
Roles and Responsibilities:
- Project Sponsor: Provides overall project support and funding.
- Project Steering Committee: Responsible for overseeing and providing guidance to the project manager.
- Project Manager: Responsible for the overall planning, execution, and monitoring of the project.
- Project Team: Responsible for carrying out the project activities and delivering the project outcomes.
Reporting Requirements: The project manager is required to provide regular progress reports to the project steering committee and the project sponsor.
Organiational Structure: The project will follow a matrix organisational structure, where team members will be assigned to both the project and their respective functional areas.
2. Change Management and Scope Control Management:
Change Management: The project team followed a formal change management process, which included the following steps:
- Change Identification: All changes were documented and identified by the project team.
- Impact Analysis: The project team analysed the impact of the change on the project's scope, schedule, budget, and quality.
- Change Approval: The project sponsor and project steering committee approved all changes.
- Change Implementation: The project team implemented the approved changes and updated the project documents accordingly.
Scope Control Management: The project team developed a scope management plan, which included the following activities:
- Scope Planning: The project team developed a detailed scope statement and identified the project requirements.
- Scope Definition: The project team further defined the scope and developed a work breakdown structure (WBS).
- Scope Verification: The project team verified the scope with the stakeholders to ensure that all requirements were included.
- Scope Change Control: The project team followed a formal change control process to manage scope changes.
3. Monitoring Project Governance:
The following documents were used to monitor the project governance during the project:
Schedule: The project team developed a detailed schedule, which was used to monitor the progress of the project activities and to identify any delays or issues.
Stakeholder/Communication Plan: The project team developed a stakeholder communication plan, which outlined the communication channels, frequency, and content for all project stakeholders.
Budget and Cost Management Plan: The project team developed a budget and cost management plan, which was used to monitor the project expenses and to ensure that the project was delivered within the allocated budget.
Regular meetings were held with the project steering committee and the project sponsor to review the progress of the project and to discuss any issues or risks. The project manager also provided regular progress reports to the project steering committee and the project sponsor. Any changes or scope deviations were reviewed and approved by the project steering committee.
| Business Drivers What are the organisation's goals and business drivers that relate to the Project's initiation? The organisation's goals and business drivers that relate to the project's initiation include responding to the Parliamentary Law Reform Committee Report, improving the role, responsibilities, operations, and functions of authorised officers, and using the national training framework as the basis for all future training activity.______________ ________________________________________________________________________ ________________________________________________________________________ | ||||||||||||||||||||||||||||||||||||
| Project Objectives What is the high-level aim of the Project? Note: Should be directly linked to the business drivers of the organisation, and the context in which the Project has been initiated, and focus on what the project is going to achieve, providing the link between the deliverables/outputs and the benefits that the use of the outputs will produce. (Example: #. To ...) The high-level aim of the project is to develop a comprehensive and nationally accredited training program for authorised officers that adopts a competency-based approach and covers all required competencies. The project aims to produce a range of teaching and support materials, assessment tools, and a course evaluation, review, and maintenance strategy._________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ | ||||||||||||||||||||||||||||||||||||
| Project Benefits/Outcomes What are the benefits or other long-term changes that are sought from undertaking the project that should be achieved from the utilisation of the project's outputs? Note: Target Outcomes are the measurable benefits that are used to determine project success.
| ||||||||||||||||||||||||||||||||||||
| Project Deliverables/Outputs What are the deliverables/outputs (products, services etc) that, when used, will contribute to benefit realisation? Note: It should not include the outputs that are required as part of the day-to-day work of the Project.
| ||||||||||||||||||||||||||||||||||||
| Scope of Work What work will be executed by the Project, what work will be excluded, and (at this stage) what is undecided? Note: It may be useful to consider project scope in terms of key deliverables, functions, functional areas, systems, technology etc. Note: Before the project is in full swing, it is important that NO items appear in the UNSURE list. If items exist, it means that there may not be full agreement between the Project Manager and Business Owner of what is expected, and may allow for a change in scope further into the project that may have an impact on the other variables such as time, quality and resources. What is In-Scope?(List what will be done)
________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ What is Out-of- Scope?(List what won't be done)
___________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________________________________________________________________________________ What are you Unsure about?(Items that may require further discussion) N/A________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________ | ||||||||||||||||||||||||||||||||||||
| Constraints What are the constraints (limitations or restrictions) that will impact on the project and its success?
| ||||||||||||||||||||||||||||||||||||
| Assumptions What are the assumptions that have been made in the scoping of the project?
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| Relevant Standards, Legislation etc What standards, legislation, guidelines or policies may impact on the scope of the project (eg may impact on the scope management of the project)?
| ||||||||||||||||||||||||||||||||||||
| Key Dependencies Is progressing of project work dependent on something else happening? No Are there any related and/or dependent projects? No
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| Key Milestones What are the key events that will be achieved throughout the execution of the work of the Project? Note: These milestones should be reflected in the Work Breakdown Structure (WBS) for the Project, and form the basis for developing the WBS. Note: These are the Key Milestones that will be achieved, remembering that these are EVENTS with NO start date - constraints should be considered, and may relate to a key dependency or another project key milestone.
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| Governance What is the governance structure for the Project? Note: This Governance Structure is a generic model and provided as an example only. Not all projects will include all of the entities outlined, and some may include more than is outlined. Governance structure of your Project | ||||||||||||||||||||||||||||||||||||
| Roles, Responsibilities & Accountabilities What are the roles, responsibilities and accountabilities for all of the relevant persons included in the Governance Structure? Note: The assessment and selection of people to perform the functions within an appropriate structure is critical to the Project's overall success, and poses a serious risk to the Project if not clearly stated and endorsed by all key stakeholders. The Role of the Steering Committee is to:
The Project Manager will be responsible for:
Role of Steering Committee Take on responsibility for the project's feasibility, business planning, and achievement of benefits/outcomes. ________________________________________________________________________ ________________________________________________________________________ Responsibilities of Steering Committee members -Provide guidance on project business issues, address major project implications, control project scope, reconcile differences, report project progress. ________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Role of Business Owner N/A_____________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Responsibilities of Business Owner N/A_________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Role of Project Sponsor
________________________________________________________________________ ________________________________________________________________________ Responsibilities of Project Sponsor
________________________________________________________________________ ________________________________________________________________________ Role of Project Manager
________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Responsibilities of Project Manager
________________________________________________________________________ ________________________________________________________________________ ________________________________________________________________________ Role of Project Team members
________________________________________________________________________ ________________________________________________________________________ Responsibilities of Project Team members
________________________________________________________________________ ________________________________________________________________________ Note: This is a sample list only, more should be included if required. | ||||||||||||||||||||||||||||||||||||
| Reporting Requirements What are the reporting requirements relating to all of the relevant persons included in the Governance Structure? Note: Make clear the Reports that will be produced, how often, and to whom.
| ||||||||||||||||||||||||||||||||||||
| Key Stakeholders Who are the Key Stakeholders that have been identified for scoping the project? Note: Further Stakeholder Analysis will be included in Manage Communication Unit of Competency
|
USING THE ABOVE INFORMATTION ANSWER BELOW:
| Performance against Objectives Describe the actual performance of the project in relation to the achievement of the planned project objectives. | |
| Performance against Outcomes Describe the actual performance of the project in relation to the achievement of targeted outcomes. Were all planned targeted outcomes achieved, to what degree? Some outcomes may not be achieved at this point in time. In this case details should be given as to when the outcomes are anticipated to be achieved and who is responsible for their ongoing measurement and reporting of progress towards their achievement | |
| Performance against Output Describe the actual performance of the project in relation to the delivery of the outputs. Were all planned outputs delivered, to what degree? Were they all accepted?? | |
| Performance against Quality Did the quality of the outputs meet expectations? | |
| Performance against Schedule Describe the actual performance of the project against the project schedule. | |
| Performance against Budget Describe the actual performance of the project against the project budget. |
Lessons Learnt
| Knowledge Area | What Worked Well | What Could be Improved | Key Learnings/ Recommendations |
| Integration
| |||
| Scope
| |||
| Time
| |||
| Cost
| |||
| Quality
| |||
| Human Resources
| |||
| Communication
| |||
| Risk
| |||
| Procurement
T |
Closure Activities
This section should cover the various activities required to close the project.
| Project Staff: Describe what steps are being taken to manage the movement of project staff from the project to other roles, including the timing of their move and the capture of their project knowledge. | |
| Issues Management: Identify any outstanding issues and who will continue to progress the issues. | |
| Risk Management: Identify any risks that will transfer to an operational area and who will; take on responsibility for monitoring them. | |
| Financial Management: Outline the final financial position and what will happen to any excess funds | |
| Asset Management: Describe any assets which were required by the project, and who will manage them upon completion of the project. | |
| Records Management: Identify what arrangements have been put in place for the storage, security and backup of hard copy and soft (electronic) copy records and project documents. | |
| Post Project Responsibilities: List any matters that are outstanding, what actions are required to address them and who is responsible. This should include such things like outcomes yet to be achieved, outputs not yet delivered, maintenance of the outputs or other operational matters such as meeting future training requirements that are outstanding or have not been formally agreed prior to this stage. | |
| Procurement: Have all supplier/contractor contracts been closed out? | |
| Further Review:Is a further review of the project required at a later stage? |
Introduction & Background
Provide a high-level description of the product or services to be handed over to the client/end-users.
| Product | End-Users |
Handover Schedule
Describe the handover schedule and factors influencing that schedule. Include reference to business cycles or other timing considerations (in the context of the original project schedule).
Handover Budget
Identify the budget associated with handover activities.
Handover Risks
Identify and evaluate any risks associated with the handover process.
| Risk | L | C | R | Response |
Handover Support Arrangements
Describe the overall approach to be used in handing over the product/service to the client and end-users.
| Area of Support | Strategy |
| Communication -Describe how end users will be involved in or informed about implementation activities. Describe key stakeholders and methods for communication where known. | |
| Training:Describe user and support training activities needed to support implementation | |
| Documentation: Describe what documentation (e.g. user manuals) will be provided to support handover | |
| Migration:Describe how the product or service will be migrated into the business environment. This section will include any conversion details, sequencing, establishment of production environment, installation of equipment, and the like. | |
Roles and Responsibilities
Identify the roles and responsibilities associated with implementing the handover plan as well as the skill set needed to perform those functions. Key roles to identify include the primary business contact, implementation team lead(s), key technical staff, customer or help desk support, documentation and other support staff.
Review
Describe what processes will be used to evaluate the effectiveness of the handover.
Acceptance
Define the point at which business and project staff agree that implementation will be complete and transition to maintenance can occur.
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Authors: John Gamble, Arthur Thompson, Margaret Peteraf
5th Edition
1259546985, 978-1259546983
