Reasonable effort is made to use appropriate development methods or tools but generally relies on individual programming, code-and-fix methods and has some quality management practices in place. Generally pays to attention to use of effective and appropriate development methods and tools and quality management practises. Exceptional use of effective and appropriate development methods and tools - which may include regular use of agile methods, pair design and programming, technical reviews. Effective use of software support tools and quality management practices.

Development Methods 10% Poor or little use of reasonable development methods or tools. Avoids, or does not appropriately employ pair programming, agile methods, technical reviews or other applicable development methods. Relies heavily on individual programming, code-and-fix methods and pays little attention to quality management. Ineffective effort is made to use appropriate development methods or tools but generally relies on individual programming, code-and-fix methods and has some quality management practices in place.

Specific position (perspective or argument) takes into account the complexities of the issue(s) or scope of the assignment. Others’ points of view are acknowledged. Justifies any conclusions reached with well-formed arguments not merely assertion. Specific position (perspective or argument) is expertly presented and accurately takes into account the complexities of the issue(s) and scope of the assignment. Justifies any conclusions reached with well-developed arguments. Specific position (perspective or argument) is presented expertly, authoritatively and imaginatively, accurately taking into account the complexities of the issue(s) and scope of the assignment. Limits of position are acknowledged. Justifies any conclusions reached with sophisticated arguments.

Critical reasoning, presentation and defence of an argument and/or position 10% Specific position (perspective or argument) fails to take into account the complexities of the issue(s) or scope of the assignment. Makes assertions that are not justified. Specific position (perspective or argument) begins to take into account the issue(s) or scope of the assignment. Justifies any conclusions reached with arguments not merely assertion.

Clear description of the project used and the process used to analyse strategic issues 10% Neglects key strategic issues or steps in the process used` to analyse strategic issues for the project. Clearly describes the steps in the process of analysing strategic issues for the project. Clearly describes the analysis and elaborates each step of process for the project. Identifies key premises of a strategy to analyse issues for the project and elaborate each step in the analytic process of the project. Shows innovation in the process of analysis of the issues of the project and elaborates pros and cons considered for each key step of analysis within the project.

Elaborates all elements of the SWOT analysis beyond basic requirements and includes elements of political, economic, social and technological (PEST) factors. Demonstrates a sophisticated understanding of each element of the SWOT analysis and integrates PEST analysis factors. Elaborates a process to create innovative solutions. Suggests a plan to develop individual and team commitment to new solutions. Articulates strategies to encourage knowledge sharing under different change scenarios. Anticipates obstacles and suggests ways to alleviate obstruction. Recommends a structure for supporting, implementing and rewarding innovation. Identifies a framework to foster a continuous improvement cycle of learning within the organisation. Anticipates obstacles and suggests ways to alleviate obstruction.

Assessment of organisation’s strengths and limitations 10% Neglects one or more elements of a SWOT analysis Completes all elements of a SWOT analysis. Elaborates all elements of the SWOT analysis beyond basic requirements. Change Management Strategies 10% Limited knowledge, skill and/or experience in change management. Understands change management principles and processes, and its impact on business and staff. Advocates processes to enable continuous improvement. Articulates how to facilitate team’s involvement in the change process. Communicates the need for change and strategies to support new ideas and processes. Understands the role of culture on change.

Shows reasonable initiative in finding and implementing effective methods for improving quality and productivity. Somewhat adapts and adjusts project plans, designs, and methods as new information becomes available. 'Do the right thing' is important and generally acts in client and stakeholder best interests and mostly avoids making major project or design decisions for the sake of expediency. Clearly shows high initiative in finding and implementing effective methods for improving quality and productivity. Clearly adapts and adjusts project plans, project vision, scope, requirements, designs, and methods as new information becomes available. 'Doing the right thing' is foremost and consistently acts in client and stakeholder best interests. Is innovative in finding and implementing effective methods for improving quality and productivity. Innovatively adapts and adjusts project plans, project vision, scope, requirements, designs, and methods as new information becomes available. Is innovative in linking ‘doing the right thing’ to client and stakeholders best interests.

Adaptability and Focus on Client and Stakeholder Needs 10% Shows little initiative or innovation in finding methods for improving quality and productivity. Resists changing project plans, designs, or methods in the face of new information. 'Do the right thing' is unrecognized and often takes risky project or design decisions for the sake of expediency. Makes some effort in finding or implementing effective methods for improving quality and productivity. Does not adequately adapt and adjust project plans, designs, and methods as new information becomes available. 'Do the right thing' is recognized but still places expediency above client and stakeholder best interests when making decisions.

Project Planning and Project Management 15% Project management insufficient or ill-matched to project. Slippage and scope creep are not well defined and pose recurring problems. Key project assets can be lost, unavailable, not shared, overwritten, not backed up or not tracked effectively. Makes some use of 'right sized' project planning and project management methods and resources. Project plan will meet some key project deadlines and milestones; slippage and scope creep may be problems that require rescaling of the project. Risk that some key project assets may be lost, unavailable, not properly backed up. Uses asset management tools and follows team protocols.

Distinction (Advanced) (75-84%) High Distinction (Exceptional) (85-100%) Demonstrates capability to manage larger, more complex projects, including: Identifies required resources and budget and can effectively manage these. Undertakes risk identification and mitigation. Communicates updates effectively to one or more stakeholder. Understands and identifies key strategic elements of small to project projects and sets goals and deliverables. Ensures resources are available, and where change is needed expertly negotiates adjustments to milestones and deliverables. Incorporates sustainability into the project implementation. Communicates all updates effectively to all stakeholders. Harnesses information and foresees new opportunities.

Assessment Attributes Fail (Unacceptable) (0-49%) Pass (Functional) (50-64%) Credit (Proficient) (65-74%) Project Management Skills 15% Limited knowledge, skill and/or experience in project management, including progression of project, changes required to a project, assurance of quality and needed communication. Develops project plans. Manages small projects. Prepares business cases. Tracks progress. Takes corrective action as needed. Ensures quality outcomes. Reviews projects. Conducts post implementation review. Demonstrates capability to manage small to large projects, including: • Monitors progress. • Manages change. • Manages resources including utilisation of technology. • Updates budget appropriately. Communicates updates to stakeholder.

Assignment to strategies goals is the project supporting the strategy Project scope Feature Limitations Issues Scope changes Describe what we are building (What are we changing in the old) 400-500 Schedule – gant chart or other dates deliverables How project kept to budget Describe what PM does to the budget Performance Justification – Why do we thinking we did a good job? Recommendations References – 10 minimum