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SOUTH AFRICAN QUALIFICATIONS AUTHORITY 
REGISTERED UNIT STANDARD: 

Understand and integrate maintenance and project management principles 
SAQA US ID UNIT STANDARD TITLE
123197  Understand and integrate maintenance and project management principles 
ORIGINATOR
SGB Transport and Logistics Operations 
PRIMARY OR DELEGATED QUALITY ASSURANCE FUNCTIONARY
-  
FIELD SUBFIELD
Field 11 - Services Transport, Operations and Logistics 
ABET BAND UNIT STANDARD TYPE PRE-2009 NQF LEVEL NQF LEVEL CREDITS
Undefined  Regular  Level 6  Level TBA: Pre-2009 was L6  20 
REGISTRATION STATUS REGISTRATION START DATE REGISTRATION END DATE SAQA DECISION NUMBER
Reregistered  2018-07-01  2023-06-30  SAQA 06120/18 
LAST DATE FOR ENROLMENT LAST DATE FOR ACHIEVEMENT
2024-06-30   2027-06-30  

In all of the tables in this document, both the pre-2009 NQF Level and the NQF Level is shown. In the text (purpose statements, qualification rules, etc), any references to NQF Levels are to the pre-2009 levels unless specifically stated otherwise.  

This unit standard does not replace any other unit standard and is not replaced by any other unit standard. 

PURPOSE OF THE UNIT STANDARD 
The person credited with this unit standard will understand and be able to integrate the principles of maintenance and project management in order to efficiently manage and review the different phases of a maintenance project.

This unit standard will contribute to the full development of a professional community of maintenance managers and will lead to the transformation and upliftment within the maintenance environment.

The qualifying learner is capable of:
  • Understanding the principles of project management in relation to maintenance project management.
  • Obtaining maintenance project parameters from authorised individuals.
  • Establishing the project team.
  • Managing the implementation of the feasibility stage of a project.
  • Managing the execution of the design of a project.
  • Managing the planning and scheduling of multi-disciplinary project activities.
  • Managing the implementation of the maintenance phase.
  • Executing project close out.
  • Analysing and reviewing project phases. 

  • LEARNING ASSUMED TO BE IN PLACE AND RECOGNITION OF PRIOR LEARNING 
    It is assumed that learners accessing this unit standard are competent in:
  • Computer Literacy at NQF Level 4 or its equivalent.
  • Mathematical Literacy at NQF Level 4 or its equivalent.
  • Communication at NQF Level 4 or its equivalent.
  • Physical Science at NQF Level 4 or its equivalent.

    Proficiency in the following Unit Standards at NQF Level 5 or their equivalent:
  • Prepare, set, monitor and review maintenance management budget.
  • Plan and manage maintenance resources. 

  • UNIT STANDARD RANGE 
    Maintenance project management includes but is not limited to scope management, time management, cost management, procurement management, communication management, risk management, Human Resources management, quality/performance management and project integration management. 

    Specific Outcomes and Assessment Criteria: 

    SPECIFIC OUTCOME 1 
    Understand the principles of project management in relation to maintenance project management. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The rationale for the use of project management is explained with examples. 

    ASSESSMENT CRITERION 2 
    All the elements of maintenance project management are identified and the relevant process is explained with examples. 

    ASSESSMENT CRITERION 3 
    The maintenance project phases are identified and described in a flow chart. 

    SPECIFIC OUTCOME 2 
    Obtain maintenance project parameters from authorised individuals. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The time frames for the maintenance project are obtained from the project leader. 

    ASSESSMENT CRITERION 2 
    The cost parameters for the maintenance project are obtained from the project leader. 

    ASSESSMENT CRITERION 3 
    The deliverables for the maintenance project are obtained from the project leader. 

    ASSESSMENT CRITERION 4 
    The project scope parameters are defined and confirmed in accordance with organisational requirements. 

    SPECIFIC OUTCOME 3 
    Manage the implementation of the feasibility stage of a project. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The project life cycle phases are identified and defined in accordance with project requirements for control purposes. 

    ASSESSMENT CRITERION 2 
    The project feasibility study is carried out in accordance with plan and time frames. 

    ASSESSMENT CRITERION 3 
    The results of the feasibility study are presented to authorised individuals using appropriate presentation techniques. 

    SPECIFIC OUTCOME 4 
    Establish the project team. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The project team roles and functions are identified and listed in a written format. 

    ASSESSMENT CRITERION 2 
    The differences between functional and matrix management are explained with examples. 
    ASSESSMENT CRITERION RANGE 
    Functional refers to organisational organograms - Matrix refers to drawing people for different functions from relevant divisions.
     

    ASSESSMENT CRITERION 3 
    The roles and functions of different project team members are described in writing. 
    ASSESSMENT CRITERION RANGE 
    Project team members include and not limited to principle agent, project manager, project leader, finance, human resources, maintenance, production, manufacturing, technical workshops.
     

    ASSESSMENT CRITERION 4 
    Potential project team members are identified and listed in written format. 

    ASSESSMENT CRITERION 5 
    Project team members are selected from the list following organisational selection processes. 

    ASSESSMENT CRITERION 6 
    The project team is established in accordance with maintenance project parameters. 

    SPECIFIC OUTCOME 5 
    Manage the design of a maintenance project. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Design factors are identified and accessed in accordance with maintenance project parameters. 

    ASSESSMENT CRITERION 2 
    Existing design options are selected and evaluated against maintenance project parameters. 

    ASSESSMENT CRITERION 3 
    Base designs are produced in accordance with maintenance project requirements. 

    ASSESSMENT CRITERION 4 
    Preliminary design is produced in accordance with maintenance project requirements. 

    ASSESSMENT CRITERION 5 
    Value management is carried out in accordance with agreed parameters. 
    ASSESSMENT CRITERION RANGE 
    Value management refers to seeking the lowest total cost (not cheapest) for the project.
     

    ASSESSMENT CRITERION 6 
    Final design is produced in accordance with maintenance project requirements. 

    ASSESSMENT CRITERION 7 
    Approval to proceed is obtained from authorised individuals. 

    SPECIFIC OUTCOME 6 
    Manage the planning and scheduling of multi-disciplinary project activities. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    The different sub elements of the project are identified from the final design. 

    ASSESSMENT CRITERION 2 
    Cost estimates are prepared according to organisational requirements and presented to authorised individuals using appropriate presentation techniques. 

    ASSESSMENT CRITERION 3 
    Schedules are prepared and updated in accordance with organisational requirements and presented to authorised individuals using appropriate presentation techniques. 

    ASSESSMENT CRITERION 4 
    Procurement terms and conditions are agreed with authorised individuals and documented according to organisational requirements. 

    SPECIFIC OUTCOME 7 
    Manage and review the implementation phase of the maintenance project. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    Maintenance resources are procured according to agreed procurement terms and conditions. 

    ASSESSMENT CRITERION 2 
    The progress of maintenance project activities is monitored by short interval control checks. 

    ASSESSMENT CRITERION 3 
    Maintenance project cost progress is monitored by reviewing cost reports at pre-determined frequencies. 

    ASSESSMENT CRITERION 4 
    Maintenance project quality management audits are conducted in accordance with organisational audit documentation at pre-determined frequencies. 

    ASSESSMENT CRITERION 5 
    Recommendations for improvements are made in a written format in order to optimise the maintenance project outcomes. 

    SPECIFIC OUTCOME 8 
    Effect project close out. 

    ASSESSMENT CRITERIA
     

    ASSESSMENT CRITERION 1 
    All relevant aspects of the maintenance project are closed following project design parameters. 
    ASSESSMENT CRITERION RANGE 
    Relevant project aspects include but not limited to administration, project resources and supplier agreements.
     

    ASSESSMENT CRITERION 2 
    Maintenance project products are handed over according to project design parameters. 

    ASSESSMENT CRITERION 3 
    The close out report is prepared in written format. 

    ASSESSMENT CRITERION 4 
    The close out report is presented and handed over to authorised individuals using appropriate presentation techniques. 


    UNIT STANDARD ACCREDITATION AND MODERATION OPTIONS 
  • An individual wishing to be assessed (including through RPL) against this unit standard may apply to an assessment agency, assessor or provider institution accredited by the relevant ETQA.
  • Anyone assessing a learner against this unit standard must be registered as an assessor with the relevant ETQA.
  • Any institution offering learning that will enable achievement of this unit standard or assessing this unit standard must be accredited as a provider with the relevant ETQA.
  • Moderation of assessment will be conducted by the relevant ETQA. 

  • UNIT STANDARD ESSENTIAL EMBEDDED KNOWLEDGE 
  • Project organisational structures, i.e. functional vs. matrix.
  • Project team formats.
  • Role of principle agent and project manager.
  • Rationale for the use of project management vs. traditional management.
  • Origin of project management.
  • The elements and processes of maintenance and project management.
  • Principles, procedures and practices for the different maintenance project phases, i.e.:
    > Establishing project parameters.
    > Feasibility phase.
    > Design phase.
    > Planning and scheduling phase.
    > Implementation phase.
    > Project close out phase.
  • Format and other requirements with regard to the relevant project documentation 

  • UNIT STANDARD DEVELOPMENTAL OUTCOME 
    N/A 

    UNIT STANDARD LINKAGES 
    N/A 


    Critical Cross-field Outcomes (CCFO): 

    UNIT STANDARD CCFO IDENTIFYING 
    Identify and solve problems relating to the implementation of the feasibility stage of the project and when analysing and reviewing the project. 

    UNIT STANDARD CCFO WORKING 
    Work effectively with others in the process of managing the outcome of the design of a maintenance project, establishing the project team, obtaining approval to proceed and establishing time frames. 

    UNIT STANDARD CCFO ORGANISING 
    Organise and manage oneself and one's activities to be in a position to manage the planning and scheduling of the multi-disciplinary project activities and be ready to obtain required data. 

    UNIT STANDARD CCFO COLLECTING 
    Collect, evaluate, organise and critically evaluate information pertaining to the parameters of the maintenance project, the scope and cost estimates. 

    UNIT STANDARD CCFO COMMUNICATING 
    Communicate effectively with all stakeholders when establishing the team and in the process of planning and scheduling and when presenting information to stakeholders. 

    UNIT STANDARD CCFO SCIENCE 
    Use science and technology to manage the implementation of the maintenance project. 

    UNIT STANDARD CCFO DEMONSTRATING 
    Demonstrate an understanding of the world as a set of related systems where the accurate life cycle phases and time frames impact on the successful outcome of the maintenance project. 

    UNIT STANDARD ASSESSOR CRITERIA 
    N/A 

    REREGISTRATION HISTORY 
    As per the SAQA Board decision/s at that time, this unit standard was Reregistered in 2012; 2015. 

    UNIT STANDARD NOTES 
    N/A 

    QUALIFICATIONS UTILISING THIS UNIT STANDARD: 
      ID QUALIFICATION TITLE PRE-2009 NQF LEVEL NQF LEVEL STATUS END DATE PRIMARY OR DELEGATED QA FUNCTIONARY
    Core  50245   National Certificate: Maintenance Coordination  Level 5  Level TBA: Pre-2009 was L5  Passed the End Date -
    Status was "Registered" 
    2010-11-11  TETA 
    Core  79406   National Certificate: Maintenance Coordination  Level 5  NQF Level 05  Passed the End Date -
    Status was "Reregistered" 
    2015-06-30  MERSETA 


    PROVIDERS CURRENTLY ACCREDITED TO OFFER THIS UNIT STANDARD: 
    This information shows the current accreditations (i.e. those not past their accreditation end dates), and is the most complete record available to SAQA as of today. Some Primary or Delegated Quality Assurance Functionaries have a lag in their recording systems for provider accreditation, in turn leading to a lag in notifying SAQA of all the providers that they have accredited to offer qualifications and unit standards, as well as any extensions to accreditation end dates. The relevant Primary or Delegated Quality Assurance Functionary should be notified if a record appears to be missing from here.
     
    NONE 



    All qualifications and part qualifications registered on the National Qualifications Framework are public property. Thus the only payment that can be made for them is for service and reproduction. It is illegal to sell this material for profit. If the material is reproduced or quoted, the South African Qualifications Authority (SAQA) should be acknowledged as the source.