Building & Construction Contractors building and construction contractors develop a plan to address the problem operational budg…

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Mapping Document
CPCCBC5005A – Select & Manage Building & Construction Contractors
Note: Assessment is mapped to Assessor Guide checklists
Performance Criteria
Location
Manage the determination of subcontractor requirements
1.1
Subcontractor resource requirements are assessed on the basis of expected operations and reference to the business plan
Assessment 1 (Part A) 1a  
1.2
Subcontractor requirements are managed, prioritised and documented on the basis of expected work sequence and volume
Assessment 1 (Part A) 1a  
1.3
Task analyses are conducted and managed and competences are identified from the nature of the work to be done and organisational structure
Assessment 1 (Part A)1a  
1.4
Type and number of subcontractors are determined and a formal subcontractor structure is developed for the project
Assessment 1 (Part A) 1a
1.5
Industrial legislation and contract legal matters that impact on operations are researched to clarify workplace obligations and subcontractor rights
Assessment 1 (Part B) 1b, 1c  
Manage the review of subcontractor performance
2.1
Existing subcontractor areas of expertise are identified or reviewed to build an operational profile for each subcontractor
Assessment 1 (Part C) 1d
2.2
Information is gathered and examined on previous performance of existing subcontractors, their work profiles and history
Assessment 1 (Part C) 1d, 1e, 1f
2.3
Reviewing subcontractor performance for the purpose of identifying strengths and weaknesses is undertaken
Assessment 1 (Part C) 1e, 1f, 1g
2.4
Management plan is developed for each subcontractor to enhance their ability to meet contractual obligations
Assessment 1 (Part C) 1k
Establish terms and conditions for subcontractor engagement
3.1
Subcontractor terms of engagement and scope of operations under the contract are developed or reviewed to ensure contract obligations can be met
Assessment 1 (Part C) 1l
3.2
Conditions to be met under the terms of engagement for subcontractors are reviewed and periodically reinforced with the subcontractors
Assessment 2 (Part A) 2a, Part B 2c (i & ii) , Part C 2g (i & ii)
Manage the selection and engagement of subcontractors
4.1
Subcontractor engagement strategies and processes are developed and facilitated to meet organisational timelines and contract dates
Assessment 1 (Part B) 1c & (Part C) 1l
4.2
Processes for selection and engagement of subcontractors are managed to ensure that equal opportunity principles apply to all applicants
Assessment 1 (Part B) 1c, & (Part C) 1e – 1j
4.3
Subcontractor short-listing and qualification checking are managed to enable the selection and engagement of the most appropriate subcontractor
Assessment 1 (Part C) 1h
4.4
Successful and unsuccessful tenderers are notified about the outcomes of the selection process
Assessment 1 (Part C) 1j
4.5
Processes for commencement, induction and any required pre-engagement training are managed and implemented
Assessment 1 (Part D) 1k, 1l, 1m, 1n, 1o
Evaluate subcontractor performance and compliance with contract requirements
5.1
Systems that evaluate subcontractor performance and compliance with contract requirements are developed and managed
Assessment 2 (Part A) 2a
5.2
Gathering of strategic information about subcontractor performance is managed under terms of confidentiality and security but within known collection parameters
Assessment 2 (Part A) 2a Assessment 2 Part B 2c (i & ii), Assessment 2 Part C 2g (i & ii)
5.3
Performance review outcomes are discussed with subcontractors on a confidential and equitable basis
Assessment 2 (Part B) 2c (i & ii) Assessment 2 (Part C) 2g (i & ii)
5.4
Feedback and appeal systems are introduced and managed to ensure that subcontractors have the opportunity to challenge review outcomes
Assessment 2 (Part B) 2c (i & ii) Assessment 2 (Part C) 2g (ii)
5.5
Remedial or disciplinary action is undertaken against the subcontractor in accordance with organisational policy and operational guidelines where appropriate
Assessment 2  (Part B) 2c (i & ii) Assessment 2 (Part C) 2g (i & ii), 2h

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Critical Aspects of Evidence
Location
identify the subcontractor needs of the organisation based on an evaluation of organisation’s projected work load and forward contractual commitments
Assessment 1 (Part A) 1a
assess the extent of effective systems introduced to review subcontractor performance and competency
Assessment 1 Part B 1c, Assessment 1 Part C 1d, 1e, 1f, 1g, 1h, 1i Assessment 2 Part A 2a Assessment 2 Part B 2c (i & ii) Assessment 2 Part C 2g (i & ii)
implement an effective and efficient appointments process
Assessment 1 Part B 1c Assessment 1 Part C 1d, 1e, 1f, 1g, 1h, 1j
implement an effective and efficient management of the system of subcontractor appointments to meet project timeframes
Assessment 1 Part C 1k, 1l
demonstrate remedial or disciplinary action for below standard subcontractor performance
Assessment 2 Part B 2c (i & ii), Part C 2g (i & ii), 2h
Required skills
Location
communication skills to: enable clear and direct communication, using questioning to identify and confirm requirements, share information, listen and understand
  Assessment 1 Part C 1f, 1i Assessment 1 Part D 1n Assessment 2 Part B 2b  
communicate with subcontractors on all matters regarding selection and management
Assessment 2 Part B 2b, 2c (i & ii), 2d, 2e Assessment 2 Part C 2f, 2g (i & ii), 2h
read and interpret: industrial legislation and contract legal matters that impact on operations subcontractor records and information
Assessment 1 1a, 1b, 1c, 1d, 1e, 1f, 1g, 1h, 1i, 1j, 1k, 1l    
review tender responses
Assessment 1 1d
use and interpret non-verbal communication
Assessment 1 1d, 1e, 1g, 1i, 1j, 1k Assessment 2, 2h
use language and concepts appropriate to cultural differences
Assessment 2 2b, 2c (i & ii), 2f, 2g (i & ii)
written skills to: correspond with subcontractors develop a management plan record relevant information
Assessment 1 1c, 1j, 1k, 1l & Assessment 2 2h Assessment 1 1k Assessment 1 1a, 1c, 1d, 1f, 1g, 1h, 1i, 1j, 1k, 1l & Assessment 2 2a
developing and managing subcontract tender and selection processes
Assessment 1 1c, 1d, 1e, 1f, 1g, 1h, 1i, 1j, 1k
evaluation skills to undertake and manage subcontractor evaluations for the organisation and review subcontractor performance
Assessment 2, 2a, 2c (i & ii), 2g (i & ii)
managing subcontractor resources in an equitable and non-discriminatory manner
Assessment 1 1c, 1g
numeracy skills to apply calculations and estimate timeframes
Assessment 1 1a
organisation and management skills to manage the development of job profiles and competency statements for subcontractor appointments
Assessment 1 1d, 1k, 1l
Required knowledge
Location
contracts and workplace agreements  
Assessment 3, Q4, 6, 7
industrial relations structures and processes  
Assessment 3, Q1, 2, 3
industry subcontracting system and industry benchmarks for subcontract personnel
Assessment 3, Q5
relevant licensing arrangements
Assessment 3, Q7, 9
subcontractor administration and performance management systems
Assessment 3, Q8
Range Statement Mandatory Requirements:
Location
Subcontractor requirements  include: calculating number of subcontractors required by the hours within the timeframe calculating quantum of hours required to perform the work determining total hours required for each function and stage of work estimating project timeframe from start to finish identifying work sequence and nature of job roles.  
Assessment 1, 1a  Student is required to determine subcontractor requirements based on the plans provided
Reviewing subcontractor performance  includes: anecdotal evidence, including input from project managers and administrators examination of data provided by the subcontractor input about subcontractor performance from other organisations observation of the subcontractor on other project sites using subcontractor performance records from previous associations
Assessment 1 1d Student reviews subcontractors performance based on information provided in resumes and applications.   1e, 1f – Student develops and carries out reference checks on applicants   1h Student shortlists most appropriate applicants   1i Students observes applicants carrying out work on another site   Assessment 2 2c (i & ii) , 2g (i & ii), Subcontractors performance is reviewed during role plays conducted in assessment 2
Selection and engagement of subcontractors  include: advising interviewees of the outcome of the selection process arranging credit checks to determine subcontractor financial viability ensuring selection interviews with subcontractors meet the criteria providing invitations to tender for subcontract opportunities reviewing tender responses and checking referees undertaking contractual arrangements between the organisation and successful subcontractors
Assessment 1 1j – Student advises successful and unsuccessful applicants of outcome of selection process   1f – Student conducts reference check on applicants     1c – Student develops policy/procedure on subcontractor selection process   1k, 1l – Student prepares management plans and agreements for successful subcontractors
Subcontractor performance and compliance with contract requirements  include: establishment of performance benchmarks within subcontracts participation by subcontractors in project meetings and provision of progress reports performance management where performance is sub-standard or inappropriate performance monitoring against project timelines and objectives regular communication with subcontractors
Assessment 1 1l Student prepares subcontractor engagement terms, scope of work and quality requirements under the contract for each of the selected subcontractors   Assessment 1n – Student holds meeting to present policy to subcontractors   Assessment 2 2c (i) – Student advises subcontractor to meet fortnightly and provide progress reports   Assessment 2 2a Student develops performance evaluation template   Assessment 2 2c (i & ii), 2g (i & ii), 2h Student communicates with subcontractors discussing performance and compliance with contract
Context  of Assessment
How this is achieved
documentation that should normally be available in either a building or construction office
Provided by OPIE
relevant codes, standards and regulations
Provided by OPIE
office equipment, including calculators, photocopiers and telephone systems
Provided by OPIE
computers with appropriate software to view 2-D CAD drawings, run costing programs and print copies  
Provided by OPIE
a technical reference library with current publications on measurement, design, building construction and manufacturers’ product literature
Provided by OPIE
copies of appropriate awards and workplace agreements
Provided by OPIE
a suitable work area appropriate to this process.
Provided by OPIE
Method of Assessment
Location
Assessment methods must: satisfy the endorsed Assessment Guidelines of the Construction, Plumbing and Services Training Package
Assessment satisfies the requirements of the training package
include direct observation of tasks in real or simulated work conditions, with questioning to confirm the ability to consistently identify and correctly interpret the essential underpinning knowledge required for practical application
Students are observed in a simulated work environment and are questioned during assessment 2 and 3.   Students visit a simulated worksite to observe subcontractors performance
reinforce the integration of employability skills with workplace tasks and job roles
Students are to play the role of Project Manager throughout the assessment
confirm that competency is verified and able to be transferred to other circumstances and environments.
Assessment 1 – 3
Validity and sufficiency of evidence requires that:
competency will need to be demonstrated over a period of time reflecting the scope of the role and the practical requirements of the workplace
Assessment is conducted at different points in time and is staggered over the delivery period of 40 hours with learning and practice in between
where the assessment is part of a structured learning experience the evidence collected must relate to a number of performances assessed at different points in time and separated by further learning and practice, with a decision on competency only taken at the point when the assessor has complete confidence in the person’s demonstrated ability and applied knowledge
Assessment is conducted at different points in time and is staggered over the delivery period of 40 hours with learning and practice in between
all assessment that is part of a structured learning experience must include a combination of direct, indirect and supplementary evidence
Assessment includes a combination of: direct (direct observation; oral questioning; and demonstration of specific skills.) indirect (assessment of qualities of final product; review of previous work undertaken; and written tests of underpinning knowledge) Supplementary (examples of reports and work documents)

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