Microsoft Word - OS Editing, Visual Effect and Animation L5

Federal Democratic Republic of Ethiopia
OCCUPATIONAL STANDARD
EDITING VISUAL EFFECT AND

ANIMATION
NTQF Level V
Ministry of Education
June 2014
Introduction
Ethiopia has embarked on a process of reforming its TVET-System. Within the
policies and strategies of the Ethiopian Government, technology transformation – by
using international standards and international best practices as the basis, and,
adopting, adapting and verifying them in the Ethiopian context – is a pivotal element.
TVET is given an important role with regard to technology transfer. The new
paradigm in the outcome-based TVET system is the orientation at the current and
anticipated future demand of the economy and the labor market.
The Ethiopia Occupational Standards (EOS) is the core element of the Ethiopian
National TVET-Strategy and an important factor within the context of the National
TVET-Qualification Framework (NTQF). They are national Ethiopian standards,
which define the occupational requirements and expected outcome related to a
specific occupation without taking TVET delivery into account.
This document details the mandatory format, sequencing, wording and layout for the
Ethiopia Occupational Standard which comprised of Units of Competence.
A Unit of Competence describes a distinct work activity. It is documented in a

standard format that comprises:
· Occupational title and NTQF level

· Unit title
· Unit code
· Unit descriptor
· Elements and Performance criteria
· Variables and Range statement
· Evidence guide
Together all the parts of a Unit of Competence guide the assessor in determining
whether the candidate is competent.
The ensuing sections of this EOS document comprise a description of the

occupation with all the key components of a Unit of Competence:
· chart with an overview of all Units of Competence for the respective level
including the Unit Codes and the Unit Titles
· contents of each Unit of Competence (competence standard)
· occupational map providing the technical and vocational education and training
(TVET) providers with information and important requirements to consider when
designing training programs for this standards and for the individual, a career
path
Ministry of Education Editing, Visual Effect and Animation Version 1

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Copyright Ethiopian Occupational Standard June 2014
UNIT OF COMPETENCE CHART
Occupational Standard: Editing, Visual Effect and Animation
Occupational Code: CST EVA
NTQF Level V
CST EVA5 01 0614 CST EVA5 02 0614 CST EVA5 03 0614
Create 3D Digital Prepare 3D Digital Create Digital Visual
Models Models for Production Effects

Create 3D Digital Create 3D Digital Design Animation and
Character Animation Environments Digital Visual Effects

Plan and Manage Film Design Animation and Manage Project Quality
and Media Production Digital Visual Effects

Facilitate and Capitalize Establish and Conduct Develop and Refine
on Change and Business Relationships Systems for Continuous
Innovation Improvement in
Operations

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Occupational Standard: Editing, Visual Effect and Animation Level V
Unit Title Create 3D Digital Models
Unit Code CST EVA5 01 0614
Unit Descriptor This unit describes the performance outcomes, skills and
knowledge required to create 3D digital models.
Elements Performance Criteria
1. Clarify work 1.1 3D digital models are clarified with reference to production
requirements documentation, requirements and purpose.
1.2 Work flow sequences are clarified in consultation with
relevant personnel to ensure that production schedule
deadlines are met.
1.3 Software is selected that best suits the type of production
and delivery platform for which 3D digital models are being
created.
1.4 Reference materials are gathered and analyzed to help with
visualization of 3D models.
2. Create 3D 2.1 Software features are used to block out models to determine
digital models correct proportions in relation to reference materials.
2.2 Software features are manipulated to apply basic lighting and
shaders as required.
2.3 Models' topology that allows appropriate deformation is
ensured, as required.
2.4 Integrity of models is progressively refined and checked
until they meet design requirements.
2.5 Models are submitted to relevant personnel for comment on
whether production requirements have been met and final
adjustments are made as required.
2.6 Models are rendered in a required format and submitted to
relevant personnel by agreed deadlines.
2.7 Back-up copies of files are made and workplace
documentation is completed according to enterprise
procedures.
Variable Range
Production May include:
documentation · animatics
· brief
· storyboard

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· technical specifications
Requirements May include:

· assets for integration
· collaboration with other team members
· creative expectations
· design specifications
· output format
· timelines
Purpose May be for:
· animations
· digital simulations, e.g.:
Ø architectural models
Ø e-learning resources
Ø demonstration of processes and procedures
Relevant personnel May include:
· 3D designer or concept artist
· 3D modeller
· art director
· director
· head of department
· matte painter
· producer
· project manager
· storyboard artist
· supervisor
· technical director
· other technical/specialist personnel
· animated productions
· commercials
· digital media products, e.g.:
Ø simulations
Ø games
Ø virtual worlds/environments
· documentaries
· feature films
· filmed events or performances
· music video
· short films
· television productions
Software May include:
· 3D, e.g.:
Ø 3D Studio Max

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Ø Maya
Ø Softimage
· graphics, e.g.:
Ø Photoshop
Ø Illustrator
Delivery platforms May include:
· broadcast television
· CD
· DVD
· film
· internet
· Kiosk
· mobile phone
· PDA (personal digital assistant)
· other digital devices
Reference materials May include:
· books
· concept drawings and designs
· direct observation of actions to be simulated in 3D models
· real object on which models are to be based
· still images
· videos
Aspects to be May include:
checked for integrity · double faces
· isolated vertices
· pivot points
· resetting transform
· scale of models relative to other components in final
sequences
Progressive May include:
refinements · achieving required shape
· achieving required topology
Formats May include:
· AVI
· IFF
· JPEG
· MPEG
· PNG
· Quick time
· Targa
· TIFF
Evidence Guide
Critical Aspects of Must confirm appropriate knowledge and skills to:
Competence · creation of 3D digital models that:
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Ø demonstrate efficient use of geometry and attention to
detail
Ø meet design requirements
· collaborative approach to work
· ability to meet deadlines
Underpinning Demonstrate knowledge of:
Knowledge and · roles and responsibilities of project team members in the
Attitudes relevant industry sector
· basic understanding of the stages in the production
process from initial design through to finished product
· issues and challenges that arise in the context of creating
3D digital models
· 3D digital modelling techniques
· strong sense of scale, form, weight and volume
· geometry as it applies to the creation of realistic 3D digital
models
· features of a range of delivery platforms
· OHS standards as they relate to working for periods of
time on computers
Underpinning Skills Demonstrate skills of:
· communication, teamwork and literacy skills sufficient to:
Ø interpret and clarify written or verbal instructions
Ø work as a member of a production team, both
independently on assignment and under direction
Ø respond constructively to feedback received from other
team members
Ø complete workplace documentation
· technical skills sufficient to:
Ø use industry-current software applications to create 3D
models to specifications
Ø manage files and directories using standard naming
conventions and version control protocols
Ø make back-up copies of files and store appropriately
· initiative and creativity in the context of visualising and
accurately creating 3D digital models of a range of animate
and inanimate objects
· self-management and planning skills sufficient to:
Ø prioritize work tasks
Ø meet deadlines
Ø seek expert assistance when problems arise
Resources Implication Access is required to real or appropriately simulated
situations, including work areas, materials and equipment,
and to information on workplace practices and OHS practices.

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Methods of Competence may be assessed through:
Assessment · Interview / Written Test
· Observation / Demonstration with Oral Questioning
Context of Competence may be assessed in the work place or in a
Assessment simulated work place setting.

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Unit Title Prepare 3D Digital Models for Production
knowledge required to prepare 3D digital models for a range of
contexts.
1. Clarify work 1.1 Production documentation, requirements and purpose

requirements for 3D digital models are clarified.
1.2 Work flow sequences are clarified to in consultation with
relevant personnel ensure that production schedule
deadlines are met.
and delivery platform for which 3D digital models are being
prepared.
1.4 Reference material is gathered and analyzed to help with
visualization of final models.
2. Prepare 3D 2.1 Shaders are built and modified to achieve required outcome.
models 2.2 Texture coordinates or UV mapping are/is applied as
required.
2.3 Texture maps are painted as required.
2.4 Appropriate lighting techniques are used to light the 3D
models as required.
2.5 3d models are rigged as required by ensuring that controls
are logical and easy to use, and that rigs are robust and
performed to specifications.
2.6 Model deformations are set up as required.
2.7 Scripting language is used as required to enhance the
functionality of rigs.
2.8 Morph targets or blend shapes are created as required.
3. Finalise 3D 3.1 Models are tested and adjusted to identify faults as required.
digital models 3.2 Final models are submitted to relevant personnel by agreed
deadlines.
3.3 Back-up copies are made in accordance with enterprise
procedures.
3.4 Workplace documentation is completed as required.

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3.5 Final models are rendered as required.
3.6 Process of constructing 3d digital models is reviewed and
areas are noted for future improvement.
Variable Range
· brief
· storyboard
· output format
· timelines
Purpose of 3D May be for:
digital models · animations
· digital simulations, e.g.:
Ø architectural models
Ø e-learning resource
Ø demonstration of processes and procedures
Relevant May include:
personnel · 3D designer or concept artist
· 3D modeller
· art director
· director
· matte painter
· producer
· project manager
· supervisor
· technical/specialist personnel
· graphics, e.g.
Ø Illustrator
Ø Photoshop
Ø 3D
Ø 3D Studio Max
Ø Maya
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Ø Softimage
Delivery platform May include:
· CD
· DVD
· film
· games console
· internet
· kiosk
· mobile phone
· mobile phone or other digital devices
· personal digital assistant (PDA)
· video
Reference material May include:
· books
· concept drawings and designs
· direct observation of actions to be simulated in 3D models
· maquette
· real objects on which models are to be based
· still images
· videos
Application of Involves:
texture · efficient use of texture space
coordinates · logical layout to facilitate ease of painting textures
· minimal texture distortion
· minimal texture seams
Texture maps May include:
· bump
· colour
· normal
· reflection
· specular
· transparency
Lighting May include:
techniques · global illumination
· image-based lighting
· radiosity
· simple lighting set-ups
· vertex lighting
Model May include:
deformations · corrective morph targets
· muscle simulations
· skinning of model to rig
· weighting of vertices
· wrap deformers
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Scripting May include:
languages · MAX
· MEL
· Python
Evidence Guide
Competence · 3D digital models created to a high level of finish that:
Ø are robust and perform to specifications
Ø demonstrate attention to detail
Ø meet design and aesthetic requirements
Underpinning Must demonstrate:
Knowledge and
· industry knowledge, including:
Attitudes
Ø roles and responsibilities of project team members in the
relevant industry sector
Ø sound understanding of the relationship between the
technical and creative aspects and requirements of
productions in which 3D digital models are used
Ø issues and challenges that arise in the context of preparing
3D digital models
· well-developed drawing skills, including use of light and
shadow
· good understanding of anatomy
· modelling techniques with polygons and NURBS
· strong sense of scale, form, weight and volume
· strong understanding of light, colour, composition and mood
· technical parameters of various platforms and how these
impact on the process of preparing 3D digital models
· OHS standards as they relate to working for periods of time on
computers
Underpinning Must demonstrate skills of:
Skills
Ø work collaboratively with other team members
team members

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Ø use the full range of features of industry-current software
applications to prepare 3D digital models to specifications
Ø follow design reference accurately and work in a range of
styles
Ø make back-up copies of files on a continuous basis and
store appropriately
· initiative and creativity in the context of:
Ø visualizing and modeling 3D characters, props and
environments to a high level of finish
Ø analyzing and solving problems as they arise during the
modeling process
· self-management, learning and planning skills sufficient to:
Ø meet deadlines
Ø continuously improve skills and knowledge by keeping up to
date with industry developments and new software features
Ø seek expert assistance as required
Resources Access is required to real or appropriately simulated situations,
Implication including work areas, materials and equipment, and to information
on workplace practices and OHS practices.
Context of Competence may be assessed in the work place or in a simulated
Assessment work place setting.

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Unit Title Create Digital Visual Effects
knowledge required to create digital visual effects.
1. Clarify work 1.1 Production documentation, requirements for digital

requirements visual effects are clarified.
1.2 Work flow sequences are clarified to ensure that production
schedule deadlines are met in consultation with relevant
personnel.
and delivery platform for which visual effects sequences
are being created.
1.4 Reference material is gathered and analyzed to help with
visualization of final sequences.
2. Prepare 2.1 All assets are gathered for integration and that they are
components checked in the correct output file format.
2.2 Digital visual effects that best represent the vision of scripts
are chosen, as required.
2.3 Components that comply with storyboard requirements are
checked.
2.4 The appropriate methods and techniques are determined
to be used for the production of the required digital special
effects.
3. Assemble 3.1 Revisualizations of the required visual effects sequences are
revisualizations created using the appropriate assets and compositing
techniques.
3.2 Revisualization is experimented with to establish the best
results and problems that arise during the process of
creating the visual effects are solved.
3.3 Revisualizations visual effects sequences are submitted to
relevant personnel for evaluation and feedback.
3.4 Elements are matched as required, such as color, lighting
and camera.
4. Produce visual 4.1 Final visual effects are created.
effects 4.2 Additional required effects are generated to final stage.
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4.3 Visual effects are rendered to desired format.
4.4 Visual effects sequences are submitted to relevant personnel
for evaluation and feedback is sought by agreed deadlines.
5. Finalise visual 5.1 Feedback is responded by making adjustments to visual
effects effects so that they comply with design and production
specifications.
5.2 Files are saved to specified storage system accessible to
production team.
5.3 Back-up copies of visual effects are made in accordance with
enterprise procedures.
5.4 Workplace documentation is completed as required.
5.5 Process of creating digital visual effects is reviewed and
areas are noted for future improvement.
Variable Range
· brief
· script
· shot list
· storyboard
· output format
· timelines
Digital visual effects May include:
· colour correction
· compositing:
Ø image layering
Ø motion graphics
· filters:
Ø warp
Ø glow
Ø blur
Ø fog

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· integrating lighting across different elements
· keying:
Ø chroma
Ø luma/luminance
Ø difference
· lighting:
Ø shadow
Ø atmospheric
Ø flares
· particle systems:
Ø bubbles
Ø smoke
Ø droplets
Ø weather effects
Ø dust
Ø atmospheric effects
Ø starbursts
Ø fireworks
· textures, e.g.:
Ø water
Ø cloth
Ø fur
· tracking:
Ø camera matching
Ø motion tracking
Relevant personnel May include:
· designer
· director
· editor
· post-production manager
· producer
· SFX (special effects) supervisor
· 3D, e.g.:
Ø 3D Studio Max
Ø Maya
Ø Soft Image
· graphics, e.g.:
Ø Photoshop
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Ø Illustrator
· video editing, e.g.:
Ø Adobe Premier
Ø Final Cut Pro
Ø Avid Liquid
· visual effects/compositing, e.g.:
Ø Combustion
Ø Shake
Ø After Effects
Ø Nuke
Ø Digital Fusion
· commercials
· digital media products, e.g.:
Ø simulations
Ø games
Ø virtual worlds/environments
· documentaries
· feature films
· music video
· short films
· CD
· DVD
· film
· internet
· kiosk
· mobile phone
Reference material May include:
· books
· direct observation of actions
· DVDs ('making ofs')
· still images
· videos

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Assets May include:
· animated sequences
· audio tracks
· live action film footage
· live action video footage
· sequences of stills
· static background plates
· stills
Output file format May include:
· AVI
· EPS
· IFF
· JPEG
· MPEG
· PNG
· Quick time
· Targa
· TIFF
Methods and May include:
techniques · 2D graphics and paint
· 3D models and animation
· compositing
Compositing May include:
techniques · adding graining
· adding motion blur
· camera matching
· colour matching
· combining levels together seamlessly
· creating convincing shadows
· creating mattes
· enhancing the lighting
· keying
· painting
· rotoscoping
Evidence Guide
Competence · creation of a range of digital visual effects sequences that:
Ø meet the requirements of a brief
Ø demonstrate attention to detail and an ability to refine
visual effects to achieve the required creative effects
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Underpinning Must demonstrate knowledge of:
Knowledge and · industry knowledge, including:
Attitudes Ø roles and responsibilities of project team members in the
productions in which digital visual effects are used
Ø issues and challenges that arise in the context of creating
digital visual effects sequences
· strong understanding of light, colour, composition and mood
· keying process
· technical parameters of various platforms and how these
impact on the process of creating digital visual effects
· OHS standards as they relate to working for periods of time
on computers
Underpinning Skills Must demonstrate skills of:
· Communication, teamwork and literary skill sufficient to:
Ø interpret storyboards
Ø work collaboratively in a team environment, both
independently and under direction
team members
Ø use common features of industry-current compositing and
visual effects software
Ø produce digital visual effects for a range of output formats
· initiative and creativity in the context of:
Ø visualizing and interpreting creative concepts
Ø distinguishing subtle differences that affect the matching
of elements created in multiple mediums
Ø creatively integrating media assets to achieve the
required digital visual effects
Ø troubleshooting and solving problems as they arise during
the process of creating digital visual effects
· self-management, learning and planning skills sufficient to:
Ø priorities work tasks
Ø continuously improve skills and knowledge by keeping up
to date with industry developments and new software
features
Ø meet deadlines

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Implication including work areas, materials and equipment, and to
information on workplace practices and OHS practices.

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Unit Title Create 3D Digital Character Animation
knowledge required to create 3D digital character animation.

requirements are determined for 3D digital character animation.
1.2 Work flow sequences are determined in consultation with
deadlines are met.
and delivery platform for which 3D digital character
animations are being created.
2. Prepare to 2.1 Reference materials are gathered and analyzed to assist in
create 3D digital the animation of the characters.
character 2.2 The models are examined to be animated to determine the
animation most appropriate animation techniques.
2.3 Skills are identified and developed with the controls of
character rigs to be used.
2.4 Audio supplied is analyzed for animations as required.
2.5 Thumbnail sketches of key poses required are created.
2.6 Shot is acted out and notes are made on timing of actions or
recorded to video for later reference.
2.7 The most suitable combination of animation techniques is
selected.
3. Create 3D 3.1 First pass, applying relevant animation principles and
digital character experimenting are animated with techniques to produce the
animation required creative effects.
3.2 First pass is submitted to relevant personnel for comment on
whether requirements have been met.
3.3 Adjustments are made as required and animation in passes
is refined until production requirements are met.
3.4 Facial features and lip-syncing are animated to match audio
and requirements are designed by ensuring that animation
principles are taken into account.

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3.5 Secondary animations are created as required.
4. Finalise projects 4.1 Character animations are finalized in agreed output format
are submitted to relevant personnel by agreed deadline.
4.2 Projects are finalized according to enterprise procedures,
e.g. back-up copies of files and completing workplace
documentation are made.
4.3 Project evaluations are made participatory and ideas and
suggestions about ways are contributed to improve future
projects.
Variable Range
· storyboard
· output format
· timelines
digital character · interactive digital media products, e.g.:
animation Ø games
Ø digital simulations
Ø virtual worlds
· television and film production
personnel · animation director
· director
· producer
· project manager
· supervisor
· 3D, e.g.:
Ø 3D Studio Max

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Ø Maya
Ø Softimage
Ø Light wave
Ø Motion builder
Ø Face Robot
· graphics, e.g.:
Ø Photoshop
Ø Illustrator
Productions May include:
· commercials
· documentaries
· feature films
· interactive digital media products:
Ø games
Ø promotional/informational products
· music videos
· short films
· training or promotional videos/DVDs
· CD
· DVD
· feature film
· games
· internet
· kiosk
· mobile phone
Reference May include:
materials · books
· DVDs ('making OFS')
· still images
· videos
Animation May include:
techniques · dynamic simulation
· hybrid method
· layered animation
· motion capture
· pose-to-pose animation

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· scripted animation
· straight ahead animation
principles · anticipation
· asymmetry in body and facial poses
· balanced poses
· exaggeration
· movement in arcs
· overlapping actions and follow-through
· pacing/timing
· secondary actions
· singularity of message
· squash and stretch
· staging
· strong silhouette in poses
· weight
Secondary May include:
animations · cloth simulations
· hair simulations
· other finer details that require dynamic simulations or key
frame animation
Output formats May include:
· AVI
· IFF
· JPEG
· MPEG
· PNG
· Quick time
· Targa
· TIFF
Evidence Guide
Competence · creation of 3D digital character animation that:
Ø demonstrates appropriate application of animation
principles, such as correct use of timing and weight,
squash and stretch, movement in arcs, anticipation and
follow-through, overlapping action and exaggeration
Ø meets design requirements
Ø demonstrates attention to detail
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Knowledge and · animation techniques and principles
Attitudes · screen principles
· principles of visual design and communication
· acting principles in the context of animating facial expressions
and body movements to produce convincing animation
productions in which character animation is being used
3D digital character animation
on computers
Skills · communication, teamwork and literacy skills sufficient to:
Ø interpret creative concepts and briefs
Ø use correct grammar, spelling and punctuation when
writing
Ø interpret information in software user manuals and help
features
Ø respond positively to constructive feedback from other
team members
· initiative and enterprise in the context of:
Ø developing original, innovative and creative approaches to
3D character animation
Ø experimenting with animation to develop a creative
sustained vision
Ø extending creative boundaries for self and audience
Ø finding creative solutions to problems identified during the
process of 3D character animation
Ø locating and using resources to broaden own creative
experience
Ø use appropriate software to develop 3D character
animation
Ø apply the principles and elements of animation,
communication, screen and visual design to produce 3D
character animation
Ø create 3D character animation in appropriate formats for
required delivery platforms
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Ø plan animation in a logical and cohesive way
Ø meet deadlines
· learning in the context of improving performance/product
through self-reflection and reworking after feedback

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Unit Title Create 3D Digital Environments
knowledge required to create 3D digital character animation.

requirements are determined for 3D digital character animation.
1.2 Work flow sequences are determined in consultation with
deadlines are met.
and delivery platform for which 3D digital character
animations are being created.
2. Prepare to 2.1 Reference materials are gathered and analyzed to assist in
create 3D digital the animation of the characters.
character 2.2 The models are examined to be animated to determine the
animation most appropriate animation techniques.
2.3 Skills are identified and developed with the controls of
character rigs to be used.
2.4 Audio supplied for animations is analyzed as required.
2.5 Thumbnail sketches of key poses required are created.
2.6 Shot is acted out and notes on timing of actions are made or
recorded to video for later reference.
2.7 The most suitable combination of animation techniques is
selected.
3. Create 3D digital 3.1 First pass, applying relevant animation principles and
character experimenting with techniques are animated to produce the
animation required creative effects.
3.2 First pass is submitted to relevant personnel for comment on
whether requirements have been met.
3.3 Adjustments are made as required and animation in passes
is refined until production requirements are met.
3.4 Facial features and lip-syncing are animated to match audio
and requirements are designed by ensuring that animation
principles are taken into account.
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3.5 Secondary animations are created as required.
4. Finalise 4.1 Character animations are finalized in agreed output format
projects and submitted to relevant personnel by agreed deadline.
4.2 Projects are finalized according to enterprise procedures, e.g.
Back-up copies of files are made and workplace
documentation is completed.
4.3 Project evaluations are made participatory and ideas and
suggestions about ways are contributed to improve future
projects.
Variable Range
· storyboard
· output format
· timelines
digital character · interactive digital media products, e.g.:
animation Ø games
Ø virtual worlds
· television and film production
personnel · animation director
· director
· producer
· project manager
· supervisor
· 3D, e.g.:
Ø 3D Studio Max

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Ø Maya
Ø Softimage
Ø Light wave
Ø Motion builder
Ø Face Robot
· graphics, e.g.:
Ø Photoshop
Ø Illustrator
· commercials
· documentaries
· feature films
· interactive digital media products:
Ø games
Ø promotional/informational products
· music videos
· short films
· training or promotional videos/DVDs
· CD
· DVD
· feature film
· games
· internet
· kiosk
· mobile phone
Reference May include:
materials · books
· DVDs ('making ofs')
· still images
· videos
techniques · dynamic simulation
· hybrid method
· layered animation
· motion capture
· pose-to-pose animation

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· scripted animation
· straight ahead animation
principles · anticipation
· asymmetry in body and facial poses
· balanced poses
· exaggeration
· movement in arcs
· overlapping actions and follow-through
· pacing/timing
· secondary actions
· singularity of message
· squash and stretch
· staging
· strong silhouette in poses
· weight
Secondary May include:
animations · cloth simulations
· hair simulations
· other finer details that require dynamic simulations or key
frame animation
Output formats May include:
· AVI
· IFF
· JPEG
· MPEG
· PNG
· Quick time
· Targa
· TIFF.
Evidence Guide
Competence · creation of 3D digital character animation that:
Ø demonstrates appropriate application of animation
principles, such as correct use of timing and weight,
squash and stretch, movement in arcs, anticipation and
follow-through, overlapping action and exaggeration
Ø meets design requirements
Ø demonstrates attention to detail
Knowledge and · animation techniques and principles

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Attitudes · screen principles
· acting principles in the context of animating facial expressions
and body movements to produce convincing animation
productions in which character animation is being used
3D digital character animation
on computers
Ø use correct grammar, spelling and punctuation when
writing
Ø interpret information in software user manuals and help
features
Ø respond positively to constructive feedback from other
team members
· initiative and enterprise in the context of:
3D character animation
Ø experimenting with animation to develop a creative
sustained vision
process of 3D character animation
experience
Ø use appropriate software to develop 3D character
animation
Ø apply the principles and elements of animation,
communication, screen and visual design to produce 3D
character animation
Ø create 3D character animation in appropriate formats for
required delivery platforms
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Ø plan animation in a logical and cohesive way
Ø meet deadlines
through self-reflection and reworking after feedback

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Unit Title Design Animation and Digital Visual Effects
Unit Descriptor This unit describes the skills and knowledge required to design
animation and digital visual effects for screen productions.
1. Clarify design 1.1 Production documentation and the scope of design

requirements projects are identified.
1.2 Factors that may have an impact on the design process are
identified.
1.3 Preliminary concept meetings are made participatory in to
clarify understanding of design requirements.
1.4 Elements that need to be addressed are itemized during the
design phase with reference to production documentation.
2. Generate and 2.1 A range of design ideas that respond sympathetically to the
assess ideas brief are generated and creative solutions are provided to
design issues.
2.2 Ideas are assessed and collaborated, as required, with
relevant personnel to maximize contribution of ideas to
initial concepts.
2.3 Ideas are continuously reflected and implications appraised
on cost, technical feasibility, and creative requirements.
3. Conduct 3.1 Aspects of content and target audience characteristics
research and that might influence production styles and techniques are
experimentation researched.
3.2 Various techniques are tried to test the suitability of their
use in given design projects.
3.3 Research and experimentation material are organized for
ease of access by relevant personnel during the design
development process.
3.4 Research and experimentation findings are analyzed and
documented for use during the design phase.
4. Produce draft 4.1 Initial concept ideas in light of research and experimentation
design findings are evaluated and the most appropriate approach is
specifications selected in consultation with relevant personnel.
4.2 Agreement that is reached with relevant personnel on a
consistent interpretation of design and visual details are
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ensured.
4.3 Storyboards are created as required.
4.4 The preparation of sample material to be included in design
specifications is supervised as required.
4.5 Design specifications are drafted to include relevant advice is
written to design and development teams.
4.6 Draft design specifications are discussed with relevant
personnel to ensure that all requirements have been
addressed.
5. Finalise design 5.1 Draft design specifications are presented to relevant
specifications personnel for review.
5.2 The initial and ongoing evaluation of design specifications is
made participatory.
5.3 Additions or modifications are negotiated and agreed and
design specifications are amended as required.
5.4 The ongoing role of the designer is clarified during the
production phase and in the evaluation of the final
animations or digital visual effects.
5.5 Process of designing animation and digital visual effects is
reviewed and areas are noted for future improvement.
Variable Range
· brief
· script
· shot list
· storyboard
Design projects May include:
· animation and/or digital visual effects for:
Ø films
Ø television productions
Ø commercials/advertisements
Ø games
Ø websites
Ø mobile phones
Ø promotional/informational videos/DVDs
Ø virtual worlds

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Factors May include:
· audience/user
· availability of personnel
· availability of resources
· available budget
· complexity of project
· expectations of producers and/or directors
· intellectual property
· need to attract finance
· production schedule
· production values
· technical parameters, including:
Ø technology constraints
Ø console
Ø platform
Ø bandwidth
Ø memory/RAM
Ø HDTV
· timelines
personnel · animators
· clients.
· compositors
· designers
· director
· director of photography
· producer
· supervisor
· writers
Aspects of content May include:
· cultural considerations
· historical period
· style of production:
Ø comic
Ø dramatic
Ø fantasy
Ø educational/instructive
Ø informational
Ø promotional
Target audience May include:
characteristics · computer literacy
· demographics, e.g.:

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Ø age
Ø gender
Ø education
Ø occupation
Ø location
Ø cultural background
· hobbies
· interests
· internet literacy
· language, literacy and numeracy
· personas
· specific needs - physical or psychological
Research May include:
· contacting historical or other special interest associations
· reading newspapers books and other reference material
· reading software manuals
· searching the internet
· talking and listening to experts
· watching documentary material
Techniques May include:
· 2D animation
· 2D graphics and paint
· compositing
Design May include:
specifications · content inventory
· diagrams
· flow charts
· illustrations
· maps
· models
· plans
· resource issues
· sample animation elements
· sketches
· storyboards
· technical drawings
· video clips
· wire frames
Evidence Guide
Competence · design specifications for animation and digital visual effects

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that:
Ø are well documented and clearly presented
Ø supported by appropriate research
Ø meet production requirements
· ability to work effectively as a member of a production team
· effective verbal presentation skills
Underpinning Must demonstrate knowledge of :
productions for which animation and digital visual effects
are being designed
Ø issues and challenges that arise in the context of
designing animation and digital visual effects
· principles and techniques of animation, layout and
composition
· screen principles
· colour theory, line, dimension, depth and their application on
the screen
· drawing techniques, including drawing to scale
· formats and techniques for documenting the design of
animation and digital visual effects
on computers
· intellectual property rights and copyright clearance procedures
Underpinning Demonstrate skills of:
Ø prepare design specifications
Ø present design ideas for discussion and feedback from
team members
Ø clearly and concisely document specifications for the
design of animation and digital visual effects
Ø work collaboratively with other members of a production
team
Ø negotiate amendments and additions to design
specifications
· initiative, enterprise and creativity in the context of:
designing animation and visual effects
Ø experimenting with techniques to achieve desired visual

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effects
Ø thinking laterally when developing concepts
Ø undertaking background research to inform design projects
Ø maintaining design integrity
Ø finding ways to minimise the effect of technical constraints
process of designing animation and visual effects
experience
· technical skills sufficient to use standard word processing,
spreadsheet and presentation software in the context of
preparing design and technical specifications
through self-reflection and reworking after feedback.
· self-management skills sufficient to:
Ø meet deadlines
Ø provide appropriate and timely documentation

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Unit Title Plan and Manage Film and Media Production
knowledge required to plan and manage all aspects of pre-
production film or television processes and facilities.
1. Confirm scope of 1.1 Producer or director is consulted with to clarify production

productions expectations based on negotiations or decisions made
during the development phase.
1.2 Scripts scene is broken down by scene to establish detailed
resource requirements.
1.3 From script breakdowns, issues that have budget or shooting
implications are identified.
1.4 Preliminary overall and pre-production schedules are
prepared.
1.5 Preliminary shooting schedule is prepared to confirm that
length of shoot allowed in budget is made accurate.
2. Finalise budgets 2.1 Cost and availability of required resources are established
from reliable suppliers and information sources by taking into
account relevant considerations.
2.2 Scripts are re-timed to help prepare accurate estimates of
production times and to identify whether scripts need
pruning to meet budget constraints.
2.3 Relevant colleagues are liaised with to clarify requirements,
roles and responsibilities in different production and post-
production areas.
2.4 Potential problems are identified with conflicting production
requirements and appropriate action is taken to resolve it.
2.5 Cost estimates are presented to relevant colleagues for
discussion, and changes and compromises are negotiated as
required.
2.6 Final resource schedule, including adequate contingency
plans are compiled.
2.7 Budgets are ensured to be reflecting realistic achievement of
creative and technical production requirements, availability of
resources and personnel requirements.
3. Manage pre- 3.1 Establishment of a production office is overseen by ensuring
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production that it is fully operational for the start of pre-production
activities.
3.2 Heads of departments are met regularly to monitor
expenditure against budget estimates, action is taken as
required to keep overall expenditure within budget.
3.3 Scripts are circulated to relevant personnel and the process
is established and monitored for communicating script
changes.
3.4 The financial organization of the production is set up and
processed for reporting against budgets.
3.5 All arrangements are completed for access to locations.
3.6 Publicity and press briefings are organized as required.
3.7 Safety reports are commissioned from approved safety
consultants and reports are circulated to relevant
organizations and personnel.
3.8 Pre-production activities of all departments are overseen by
providing guidance and assistance as required.
3.9 Shooting schedules are finalized and final production
documentation is circulated to relevant personnel.
Variable Range
expectations · cast and crew preferences
· completion guarantor
· delivery schedule
· distribution preferences
· insurer
· post-production preferences
· start date
Resource May include:
requirements · administrative
· art and construction, e.g. sets, props and scenic art
· background action
· cast
· catering
· costume
· director's requirements
· film and video stock and other consumables
· locations
· pre- or post-production facilities
· studio
· technical elements, such as:
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Ø lighting
Ø cameras and camera supports
Ø sound
Ø audiovisual
Issues May include:
· action sequences and special effects requiring specialist
equipment or vehicles, e.g. helicopters, boats and underwater
gear
· general cast configuration, e.g.:
· number of speaking roles
· extras
· children
· nature of locations, including:
· travel and transport costs
· specific personnel requirements, e.g. security, traffic control
and police assistance
· number of night shoots
· scripted activities that require specialised crew, e.g. stunt
personnel, armourers, animals and handlers
considerations · amount of time in rehearsal
· amount of time on location or in studio
· artistic/creative issues
· budget
· consumables
· equipment resources
· fees
· human resources
· schedule and timetable
· travel and transport costs
Production times May include:
· post-production time
· pre-production time
· shooting time for each scene
· shooting time for entire shoot
· time scheduled for specialist personnel
· time spent in studio
· time spent on location
colleagues · art department personnel
· cast
· choreographers
· costume and wardrobe personnel
· crew members
· designers

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· directors
· heads of departments
· post-production personnel
· producers
· safety personnel
· script supervisors
· scriptwriters
· stage managers
organisations and · completion guarantor
personnel · heads of departments
· insurers
· investors
· Media, Entertainment and Arts Alliance (MEAA)
· Screen Producers Association of Ethiopia (SPAA)
documentation · call sheets
· cast lists
· crew lists
· location lists
· safety reports
· script amendments
· shooting schedules
Evidence Guide
Competence · detailed resource schedules based on a thorough analysis of
scripts
· ability to negotiate with production and design teams to
develop workable resource plans
· development of production budgets that take account of all
aspects of productions
Knowledge and · meeting procedures and protocols as they relate to pre-
Attitudes production operations
· duty of care to colleagues and general public
· OHS and public safety legislation and regulations as they
apply to film and television productions
Ø roles and responsibilities of personnel in the film and
television production industry
Ø current industry practices, e.g. industrial awards,
enterprise agreements, workers' compensation, contracts
and safety codes
Ø artistic and technical elements of film and television
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productions
Ø sources of products, supplies and equipment
Ø impact of technology on production and post-production
operations
Ø phases and practices in the pre-production process,
including problems and challenges that arise
· well-developed understanding of:
Ø administrative procedures associated with managing pre-
production activities
Ø content, format and timing of different types of
documentation developed and distributed by production
managers
Ø costing techniques for different types of production
resources sufficient to develop and monitor budgets
Skills · effective communication, literacy and teamwork skills
sufficient to:
Ø interact with people with diverse interests and needs
Ø show strong leadership qualities and work closely with
team members
Ø conduct negotiations with a wide range of production
personnel and external suppliers and service providers
Ø coordinate production meetings and brief personnel to
achieve required outcomes
Ø generate and distribute workplace documentation and
reports
· well-developed planning and analytical skills sufficient to:
Ø analyze scripts
Ø prepare complex schedules
Ø develop budgets
Ø monitor and report on expenditure against budgets
Ø coordinate all pre-production activities
· well-developed project management skills covering both
physical and human resources
· ability to address and solve problems and challenges in a
timely and collaborative manner
Ø work under pressure
Ø provide appropriate and timely pre-production
documentation
Ø meet pre-production deadlines
· initiative and flexibility when responding to unexpected
changes in the pre-production schedule or process
· numeracy skills sufficient to develop and adjust budgets and
cost estimates

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Unit Title Design Animation and Digital Visual Effects
Unit Descriptor This unit describes the skills and knowledge required to design
animation and digital visual effects for screen productions.
1. Clarify design 1.1 Production documentation and the scope of design

requirements projects are identified.
1.2 Factors that may have an impact on the design process are
identified.
1.3 Preliminary concept meetings are made participatory to
clarify understanding of design requirements.
1.4 Production documentation elements that need to be
addressed are itemized during the design phase.
2. Generate and 2.1 A range of design ideas that respond sympathetically to the
assess ideas brief are generated and creative solutions are provided to
design issues.
2.2 Ideas are assessed and collaborated, as required, with
relevant personnel to maximize contribution of ideas to
initial concepts.
2.3 Ideas are continuously reflected and appraised for
implications on cost, technical feasibility, and creative
requirements.
3. Conduct 3.1 Aspects of content and target audience characteristics
research and that might influence production styles and techniques are
experimentation researched.
3.2 Various techniques are tried to test the suitability of their
use in given design projects.
3.3 Research and experimentation material are organized for
ease of access by relevant personnel during the design
development process.
3.4 Research and experimentation findings are analyzed and
documented for use during the design phase.
4. Produce draft 4.1 Initial concept ideas are evaluated in light of research and
design experimentation findings and the most appropriate approach
specifications is selected.
4.2 Agreement is reached with relevant personnel on a
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consistent interpretation of design and visual details are
ensured.
4.3 Storyboards are created as required.
4.4 The preparation of sample material to be included in design
specifications is prepared and supervised as required.
4.5 Draft design specifications are written to include relevant
advice to design and development teams.
4.6 Draft design specifications are discussed with relevant
personnel to ensure that all requirements have been
addressed.
5. Finalise design 5.1 Draft design specifications are presented to relevant
specifications personnel for review.
5.2 The initial and ongoing evaluation of design specifications is
made participatory.
5.3 Additions or modifications are negotiated and agreed on and
design specifications are amended as required.
5.4 The ongoing role of the designer is clarified during the
production phase and in the evaluation of the final
animations or digital visual effects.
5.5 Process of designing animation and digital visual effects is
reviewed and areas are noted for future improvement.
Variable Range
· brief
· script
· shot list
· storyboard
Design projects May include:
· animation and/or digital visual effects for:
Ø films
Ø television productions
Ø commercials/advertisements
Ø games
Ø websites
Ø mobile phones
Ø promotional/informational videos/DVDs
Ø virtual worlds
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Factors May include:
· audience/user
· availability of personnel
· availability of resources
· available budget
· complexity of project
· expectations of producers and/or directors
· intellectual property
· need to attract finance
· production schedule
· production values
· technical parameters, including:
Ø technology constraints
Ø console
Ø platform
Ø bandwidth
Ø memory/RAM
Ø HDTV
· timelines
personnel · animators
· clients.
· compositors
· designers
· director
· director of photography
· producer
· supervisor
· writers
Research May include:
· contacting historical or other special interest associations
· reading newspapers books and other reference material
· reading software manuals
· searching the internet
· talking and listening to experts
· watching documentary material
Aspects of content May include:
· cultural considerations
· historical period
· style of production:
Ø comic
Ø dramatic

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Ø fantasy
Ø educational/instructive
Ø informational
Ø promotional
Target audience May include:
characteristics · computer literacy
· demographics, e.g.:
Ø age
Ø gender
Ø education
Ø occupation
Ø location
Ø cultural background
· hobbies
· interests
· internet literacy
· language, literacy and numeracy
· personas
· specific needs - physical or psychological
Techniques May include:
· 2D animation
· 2D graphics and paint
· compositing
Design May include:
specifications · content inventory
· diagrams
· flow charts
· illustrations
· maps
· models
· plans
· resource issues
· sample animation elements
· sketches
· storyboards
· technical drawings
· video clips
· wire frames
Evidence Guide
Competence · design specifications for animation and digital visual effects
that:
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Ø are well documented and clearly presented
Ø supported by appropriate research
Ø meet production requirements
· ability to work effectively as a member of a production team
· effective verbal presentation skills
productions for which animation and digital visual effects
are being designed
Ø issues and challenges that arise in the context of
designing animation and digital visual effects
· principles and techniques of animation, layout and
composition
· screen principles
· colour theory, line, dimension, depth and their application on
the screen
· drawing techniques, including drawing to scale
· formats and techniques for documenting the design of
animation and digital visual effects
on computers
· intellectual property rights and copyright clearance procedures
Underpinning Skills Must demonstrate skills of:
Ø prepare design specifications
Ø present design ideas for discussion and feedback from
team members
Ø clearly and concisely document specifications for the
design of animation and digital visual effects
Ø work collaboratively with other members of a production
team
Ø negotiate amendments and additions to design
specifications
· initiative, enterprise and creativity in the context of:
designing animation and visual effects
Ø experimenting with techniques to achieve desired visual
effects
Ø thinking laterally when developing concepts

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Ø undertaking background research to inform design projects
Ø maintaining design integrity
Ø finding ways to minimize the effect of technical constraints
process of designing animation and visual effects
experience
· technical skills sufficient to use standard word processing,
spreadsheet and presentation software in the context of
preparing design and technical specifications
through self-reflection and reworking after feedback.
· meet deadlines
· provide appropriate and timely documentation

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Unit Title Manage Project Quality
Unit Descriptor This unit specifies the outcomes required to manage quality
within projects. It covers determining quality requirements,
implementing quality assurance processes, and using review and
evaluation to make quality improvements in current and future
projects.
1. Determine 1.1 Quality objectives, standards and levels are determined,

quality with input from stakeholders and guidance of a higher
requirements project authority, to establish the basis for quality outcomes
and a quality management plan
1.2 Established quality management methods, techniques
and tools are selected and used to determine preferred mix
of quality, capability, cost and time
1.3 Quality criteria are identified, agreed with a higher project
authority and communicated to stakeholders to ensure
clarity of understanding and achievement of quality and
overall project objectives
1.4 Agreed quality requirements are included in the project plan
and implemented as basis for performance measurement
2. Implement 2.1 Results of project activities and product performance are
quality measured and documented throughout the project life cycle
assurance to determine compliance with agreed quality standards
2.2 Causes of unsatisfactory results are identified, in
consultation with the client, and appropriate actions are
recommended to a higher project authority to enable
continuous improvement in quality outcomes
2.3 Inspections of quality processes and quality control results
are conducted to determine compliance of quality standards
to overall quality objectives
2.4 A quality management system is maintained to enable
effective recording and communication of quality issues and
outcomes to a higher project authority and stakeholders

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3. Implement 3.1 Processes are reviewed and agreed changes implemented
project quality continually throughout the project life cycle to ensure
improvements continuous improvement to quality
3.2 Project outcomes are reviewed against performance criteria
to determine the effectiveness of quality management
processes and procedures
3.3 Lessons learned and recommended improvements are
identified, documented and passed on to a higher project
authority for application in future projects
Variable Range
Quality objectives May include but not limited to:
· requirements from the client and other stakeholders

· requirements from a higher project authority
· negotiated trade-offs between cost, schedule and
performance
· those quality aspects which may impact on customer
satisfaction
Quality May include but not limited to:
management
· established processes
plan · authorizations and responsibilities for quality control
· quality assurance
· continuous improvement
Quality May include but not limited to:
management
· brainstorming
methods, · benchmarking
techniques and · charting processes
· ranking candidates
tools · defining control
· undertaking benefit/cost analysis
· processes that limit and/or indicate variation
· control charts
· flowcharts
· histograms
· pareto charts
· scatter gram
· run charts
Quality control May include but not limited to:
· monitoring conformance with specifications

· recommending ways to eliminate causes of unsatisfactory

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· performance of products or processes
· monitoring of regular inspections by internal or external agents
Improvements May include but not limited to:
· formal practices, such as total quality management or

continuous improvement
· improvement by less formal processes which enhance both
the product quality and processes of the project, for example
client surveys to determine client satisfaction with project team
performance
Evidence Guide
Critical Aspects of Demonstrates skills and knowledge in:

Competence
· lists of quality objectives, standards, levels and measurement
criteria
· records of inspections, recommended rectification actions
and quality outcomes
· management of quality management system and quality
management plans
· application of quality control, quality assurance and
continuous improvement processes
· records of quality reviews
· lists of lessons learned and recommended improvements
Processes that could be used as evidence include:
· how quality requirements and outcomes were determined for

projects
· how quality tools were selected for use in projects
· how team members were managed throughout projects with
respect to quality within the project
· how quality was managed throughout projects
· how problems and issues with respect to quality and arising
during projects were identified and addressed
· how projects were reviewed with respect to quality
management
· how improvements to quality management of projects have
been acted upon
Underpinning Demonstrates knowledge of:
Knowledge and
Attitudes · the principles of project quality management and their
application
· acceptance of responsibilities for project quality management
· use of quality management systems and standards
· the place of quality management in the context of the project
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life cycle
· appropriate project quality management methodologies; and
their capabilities, limitations, applicability and contribution to
project outcomes
· attributes:
Ø analytical
Ø attention to detail
Ø able to maintain an overview
Ø communicative
Ø positive leadership
Underpinning Skills Demonstrate skills of:
· ability to relate to people from a range of social, cultural and

ethnic backgrounds, and physical and mental abilities
· project management
· quality management
· planning and organizing
· communication and negotiation
· problem-solving
· leadership and personnel management
· monitoring and review skills

Assessment
· Interview / Written Test

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Unit Title Facilitate and Capitalize on Change and Innovation

Unit Descriptor This unit specifies the outcomes required to plan and manage
the introduction and facilitation of change; particular emphasis is
on the development of creative and flexible approaches, and on
managing emerging opportunities and challenges.
1. Participate in 1.1 Manager contributes effectively to the organization’s

planning the planning processes to introduce and facilitate change
introduction 1.2 Plans are made to introduce change in consultation with
and facilitation appropriate stakeholders
of change
1.3 Organization’s objectives and plans are communicated
effectively to introduce change to individuals and teams
2. Develop 2.1 Variety of approaches are identified and analyzed to
creative and manage workplace issues and problems
flexible 2.2 Risks are identified and assessed, and action initiated to
approaches manage these to achieve a recognized benefit or
and solutions advantage to the organization
2.3 Workplace is managed in a way which promotes the
development of innovative approaches and outcomes
2.4 Creative and responsive approaches to resource
management improve productivity and services, and/or
reduce costs
3. Manage 3.1 Individuals and teams are supported to respond effectively
emerging and efficiently to changes in the organization’s goals, plans
challenges and and priorities
opportunities 3.2 Coaching and mentoring are made to assist individuals and
teams to develop competencies to handle change efficiently
and effectively
3.3 Opportunities are identified and taken as appropriate, to
make adjustments and to respond to the changing needs of
customers and the organization
3.4 Information needs of individuals and teams are anticipated
and facilitated as part of change implementation and
management

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3.5 Recommendations for improving the methods and
techniques to manage change are identified, evaluated and
negotiated with appropriate individuals and groups
Variables Range
Manager a person with frontline management roles and
responsibilities, regardless of the title of their position
Appropriate May include but not limited to:

stakeholders
· organization directors and other relevant managers
· teams and individual employees who are both directly and
indirectly involved in the proposed change
· union/employee representatives or groups
· OHS committees
· other people with specialist responsibilities
· external stakeholders where appropriate - such as clients,
suppliers, industry associations, regulatory and licensing
agencies
Risks May include but not limited to:
· any event, process or action that may result in goals and

objectives of the organization not being met
· any adverse impact on individuals or the organization
· various risks identified in a risk management process
Information needs May include but not limited to:
· new and emerging workplace issues

· implications for current work roles and practices including
training and development
· changes relative to workplace legislation, such as OHS,
workplace data such as productivity, inputs/outputs and
future projections
· planning documents
· reports
· market trend data
· scenario plans
· customer/competitor data
Evidence Guide

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Competence · Planning the introduction and facilitation of change
· Developing creative and flexible approaches and solutions
· Managing emerging challenges and opportunities
Knowledge and
Attitudes · Relevant legislation from all levels of government that affects
business operation, especially in regard to occupational health
and safety and environmental issues, equal opportunity,
industrial relations and anti-discrimination
· the principles and techniques involved in:
· change and innovation management
· development of strategies and procedures to implement and
facilitate change and innovation
· use of risk management strategies: identifying hazards,
· assessing risks and implementing risk control measures
· problem identification and resolution
· leadership and mentoring techniques
· management of quality customer service delivery
· consultation and communication techniques
· record keeping and management methods
· the sources of change and how they impact
· factors which lead/cause resistance to change
· approaches to managing workplace issues
Underpinning Demonstrate skills on:
Skills
· Communication skills
· Planning work
· Managing risk

Assessment

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Unit Title Establish and Conduct Business Relationships
Unit Descriptor This unit covers the skills, attitudes and knowledge required to
manage business relationship with customers.
1. Establish 1.1 Welcoming customer environment is maintained.

contact with 1.2 Customer is greeted warmly according to enterprise policies
customer and procedures.
1.3 Effective service environment is created through verbal and
non-verbal presentation according to enterprise policies and
procedures.
1.4 Customer data is maintained to ensure database relevance
and currency.
1.5 Information on customers and service history is gathered for
analysis.
1.6 Opportunities to maintain regular contact with customers
are identified and taken up.
2. Clarify needs 2.1 Customer needs are determined through questioning and
of customer active listening.
2.2 Customer needs are accurately assessed against the
products/services of the enterprise.
2.3 Customer details are documented clearly and accurately in
required format.
2.4 Negotiations are conducted in a business-like and
professional manner.
2.5 Maximize benefits for all parties in the negotiation through
use of established negotiation techniques and in the
context of establishing long term relationships.
2.6 The results of negotiations are communicated to appropriate
colleagues and stakeholders within appropriate timeframes.
3. Provide 3.1 Features and benefits of products/services provided by the
information enterprise are described / recommended to meet customer
and advice needs.

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3.2 Information is provided to satisfy customer needs.
3.3 Alternative sources of information/advice are discussed with
the customer.
4. Foster and 4.1 Pro-actively seek, review and act upon information needed to
maintain maintain sound business relationships.
business 4.2 Agreements are honored within the scope of individual
relationships responsibility.
4.3 Adjustments to agreements are made in consultation with the
customer and share information with appropriate colleagues.
4.4 Nurture relationships through regular contact and use of
effective interpersonal and communication styles.
Variables Range
Opportunities to May include but not limited to:

maintain
· informal social occasions
regular contact · industry functions
with customers · association membership
· co-operative promotions
· program of regular telephone contact
Negotiation May include but not limited to:
techniques
· identification of goals, limits
· clarification of needs of all parties
· identifying points of agreement and points of difference
· preparatory research of facts
· active listening and questioning
· non-verbal communication techniques
· appropriate language
· bargaining
· developing options
· confirming agreements
· appropriate cultural behavior
Evidence Guide
Critical Aspects Demonstrates skills and knowledge in:

of Competence
· consistently applying enterprise policies and procedures and
industry codes of practice in regard to customer service
· providing a quality service environment by treating customers
in a courteous and professional manner through all stages of
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the procedure
· using effective questioning/active listening and observation
skills to identify customer needs
· communicating effectively with others involved in or affected by
the work
· maintaining relevant and current customer databases in
accordance with enterprise policies and procedures
· ability to build and maintain relationships to achieve successful
business outcomes
Knowledge and
· Operational knowledge of enterprise policies and procedures
Attitudes in regard to:
Ø customer service
Ø dealing with difficult customers
Ø maintenance of customer databases
Ø allocated duties/responsibilities
Ø General knowledge of the range of enterprise merchandise
and services, location of telephone extensions and
departments/sections
· Basic operational knowledge of legislation and statutory
requirements, including consumer law, trade practices and fair
trading legislation
· Basic operational knowledge of industry/workplace codes of
practice in relation to customer service
· negotiation and communication techniques appropriate to
negotiations that may be of significant commercial value
Underpinning Demonstrate skills to:
Skills
· Use workplace technology related to use of customer database
· Collect, organize and understand information related to
collating and analyzing customer information to identify needs
· Communicate ideas and information
· Plan and organize activities concerning information for
database entries
· Use mathematical ideas and techniques to plan database cells
and size
· Establish diagnostic processes which identify and recommend
improvements to customer service
Implication including work areas, materials and equipment, and to information
on workplace practices and OHS practices.

Assessment

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Context of Competence may be assessed in the work place or in a simulated
Assessment work place setting.

Page 60 of 78
Develop and Refine Systems for Continuous Improvement

Unit Title
in Operations
Unit Descriptor This unit of competency covers the skills, knowledge and
processes required to ensure that continuous improvement
systems do not stultify and continue to improve along with other
operational systems in an organization. This unit is about
improving the process yield/unit of effort or cost, reducing
process variation and increasing process reliability, upgrading,
enhancing or refining process outputs, and includes developing
a culture of reviewing and sustaining change ensuring
improvements are maintained and built on.
1. Establish 1.1 Organization systems that impact on continuous

parameters of improvement are described
current internal 1.2 Current relevant metrics and their values are identified
improvement
systems 1.3 Metrics are collected for all improvements
1.4 Yield of current improvement processes is determined
1.5 Results of improvements are reviewed
2. Distinguish 2.1 All improvements which have occurred over an agreed
breakthrough period of time are identified
improvement 2.2 Breakthrough improvements and continuous
processes improvements are distinguished
2.3 The timing of breakthrough improvement processes is
determined
2.4 Factors controlling the timing and selection of
breakthrough improvements are analyzed
2.5 Continuous improvements are analyzed to identify cases
where breakthrough improvements were required
2.6 Findings with process/system owners are validated and
required approvals are obtained

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2.7 Timing/selection of breakthrough improvements is
improved
2.8 Other factors limiting the gains are improved from
breakthrough improvements
3. Develop 3.1 Levels of delegated authority and responsibility are made
continuous appropriate for continuous improvement from the shop
improvement floor
practice 3.2 All personnel are ensured have appropriate capabilities for
continuous improvement processes
3.3 Personnel and systems are ensured to recognize potential
breakthrough improvement projects
3.4 Sufficient resources available are ensured for the
operation of continuous and breakthrough improvement
processes
3.5 Check that relevant information flows from improvement
changes to all required areas and stakeholders
3.6 Check data collection and metrics analysis capture
changes which result from improvement actions
3.7 Check that improvement changes are standardized and
sustained
3.8 Review processes are checked for routine continuous
improvements
3.9 Factors limiting gains are removed or changed from
improvements
3.10 Systems are modified to ensure appropriate possible
changes are referred to other improvement processes
3.11 Breakthrough is institutionalized
4. Establish 4.1 Value stream improvements that impact on the systems
parameters of are captured
current external 4.2 Procedures are reviewed for deciding improvement
improvement methodologies
system
4.3 Current relevant metrics and their values, are identified as
appropriate
4.4 Yield of current improvement processes is determined
4.5 Results of improvements are reviewed
5. Explore 5.1 Mechanisms are reviewed for consultation with value
opportunities for stream members
further
development of 5.2 Mechanisms are developed for further improving joint
value stream problem solving

Page 62 of 78
improvement 5.3 Mechanisms are developed for increased sharing of
processes organizational knowledge
5.4 Support and necessary authorizations are obtained from
process/system owners
5.5 Improvements are captured and standardized
5.6 Factors limiting gains from continuous improvements are
improved
6. Review systems 6.1 Review all systems which impact or are impacted on
for compatibility improvements and the improvement system
with improvement 6.2 Relationships between improvement systems and other
strategy relevant systems are analyzed
6.3 Competitive systems and practices caused by and
results from the systems are analyzed
6.4 Changes to the systems are negotiated to improve the
outcomes from improvement systems
6.5 Necessary approvals are obtained to implement changes
6.6 The implementation of the changes is monitored
Variable Range
Organization May include but not limited to:

systems
· problem recognition and solving
· operational/process improvement
· improvement projects
· product/process design and development
· processes for making incremental improvements
Relevant metrics May include but not limited to:
· hurdle rates for new investments

· KPIs for existing processes
· quality statistics
· delivery timing and quantity statistics
· process/equipment reliability (‘uptime’)
· incident and non-conformance reports
· complaints, returns and rejects
Process May include but not limited to:
improvement yield
· the benefit achieved for the effort invested
Improvements May include but not limited to:
· be to process, plant, procedures or practice

Page 63 of 78
· include changes to ensure positive benefits to stakeholders
are maintained
Breakthrough May include but not limited to:
improvements
· those which result from a kaizen blitz or other improvement
project or event and are a subset of all improvements
Timing of May include but not limited to:
breakthrough
· frequency (which should be maximized) and duration
improvements (which should be minimized) of events/projects
Continuous Continuous improvement is part of normal work and does not
improvement require a special event to occur (although may still require
authorizations) and contrasts with breakthrough
improvement/kaizen blitz which occurs by way of an event or
project
Resources May include but not limited to:
· improvement budget
· guidelines for trialing of possible improvements
· mechanism for approvals for possible improvements
· business case guidelines for proposed improvements
· indicators of success of proposed improvement
· mechanisms for tracking and evaluation of changes
· forum for the open discussion of the results of the
implementation
· mechanisms for the examination of the improvement for
additional improvements
· organization systems to sustain beneficial changes
Capturing value May include but not limited to:
stream
improvements · revised contractual arrangements
· revised specifications
· signed agreements
· other documented arrangements which formalize the raised
base line
Organizational May include but not limited to:
knowledge
· be able to be quantified or otherwise modified to make its
outcomes measurable or observable
· be able to be expressed in an accessible and distributable
form appropriate to the organization operations and
stakeholders
Impacting May include but not limited to:
improvements
· office
· purchasing
· rewards (individual or team at all levels)

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· sales
· marketing
· maintenance
· process/product
· transport and logistics
Competitive systems May include but not limited to:
and practices
· lean operations
· agile operations
· preventative and predictive maintenance approaches
· monitoring and data gathering systems, such as Systems
Control and Data Acquisition (SCADA) software, Enterprise
Resource Planning (ERP) systems, Materials Resource
Planning (MRP) and proprietary systems
· statistical process control systems, including six sigma and
three sigma
· JIT, KANBAN and other pull-related operations control
systems
· supply, value, and demand chain monitoring and analysis
· 5S
· continuous improvement (kaizen)
· breakthrough improvement (kaizen blitz)
· cause/effect diagrams
· Overall Equipment Effectiveness (OEE)
· TAKT time
· process mapping
· problem solving
· run charts
· standard procedures
· current reality tree
· Competitive systems and practices should be interpreted so
as to take into account:
Ø stage of implementation of competitive systems and
practices
Ø the size of the enterprise
Ø the work organization, culture, regulatory environment
and the industry sector
Code of practice and Where reference is made to industry codes of practice, and/or
standards Ethiopian/international standards, the latest version must be
used
Evidence Guide

Competence
· critically review current continuous improvement processes
Page 65 of 78
· establish ongoing review of continuous improvement
processes
· implement improvements in the practice of continuous
improvement
· better align internal and external systems
· gather data through interviews with stakeholders
· review existing data
· obtain additional data through a variety of techniques
· communicate and negotiate at all levels within the
organization
Underpinning competitive systems and practices tools, including:
Knowledge and · value stream mapping
Attitudes · 5S
· Just in Time (JIT)
· mistake proofing
· process mapping
· establishing customer pull
· kaizen and kaizen blitz
· setting of KPIs/metrics
· identification and elimination of waste (MUDA)
· continuous improvement processes including
implementation, monitoring and evaluation strategies for a
whole organization and its value stream
· difference between breakthrough improvement and
continuous improvement
· organizational goals, processes and structure
· approval processes within organization
· cost/benefit analysis methods
· methods of determining the impact of a change
· advantages and disadvantages of communication media,
methods and formats for different messages and audiences
· customer perception of value
· define, measure, analyze, improve, and control and sustain
(DMAIC) process
Underpinning Skills Demonstrates skills to:
· undertake self-directed problem solving and decision-

making on issues of a broad and/or highly specialized
nature and in highly varied and/or highly specialized
contexts
· communicate at all levels in the organization and value
stream and to audiences of different levels of literacy and
numeracy
· analyze current state/situation of the organization and value
stream
· determine and implement the most appropriate method for
capturing value stream improvements
Page 66 of 78
· collect and interpret data and qualitative information from a
variety of sources
· analyze individually and collectively the implementation of
competitive systems and practices tools in the organization
and determining strategies for improved implementation
· relate implementation and use of competitive systems and
practices and continuous improvement to customer benefit
· solve highly varied and highly specialized problems related
to competitive systems and practices implementation and
continuous improvement to root cause
· negotiate with stakeholders, where required, to obtain
information required for implementation and refinement of
continuous improvements, including management, unions,
value stream members, employees and members of the
community
· review relevant metrics, including all those measures which
might be used to determine the performance of the
improvement system, including:
Ø Key Performance Indicators (KPIs) for existing
processes
Ø quality statistics
Ø delivery timing and quantity statistics
Ø process/equipment reliability (‘uptime’)
Ø incident and non-conformance reports
Ø implementing continuous improvement to support
systems and areas, including maintenance, office,
training and human resources

Assessment

Page 67 of 78
Acknowledgement
We wish to extend thanks and appreciation to the many representatives of business,
industry, academe and government agencies who donated their time and expertise to
the development of this occupational standard.
We would like also to express our appreciation to the Federal TVET Agency, Ministry of
Culture, Sports and Tourism (CST) who made the development of this occupational
standard possible.
This occupational standard was developed in April 2014 at Addis Ababa, Genet Hotel.

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Federal Democratic Republic of Ethiopia

EDITING VISUAL EFFECT AND

A Unit of Competence describes a distinct work activity. It is documented in a

· Occupational title and NTQF level

The ensuing sections of this EOS document comprise a description of the

Ministry of Education Editing, Visual Effect and Animation Version 1

CST EVA5 04 0614 CST EVA5 05 0614 CST EVA5 06 0614

CST EVA5 07 0614 CST EVA5 08 0614 CST EVA5 09 0614

CST EVA5 10 0614 CST EVA5 11 0614 CST EVA5 12 0614

Ministry of Education Editing, Visual Effect and Animation Version 1

Elements Performance Criteria

Ministry of Education Editing, Visual Effect and Animation Version 1

Requirements May include:

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Elements Performance Criteria

1. Clarify work 1.1 Production documentation, requirements and purpose

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Elements Performance Criteria

1. Clarify work 1.1 Production documentation, requirements for digital

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Elements Performance Criteria

1. Clarify work 1.1 Production documentation, requirements and purpose

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Elements Performance Criteria

1. Clarify work 1.1 Production documentation, requirements and purpose

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Elements Performance Criteria

1. Clarify design 1.1 Production documentation and the scope of design

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Elements Performance Criteria

1. Confirm scope of 1.1 Producer or director is consulted with to clarify production

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Elements Performance Criteria

1. Clarify design 1.1 Production documentation and the scope of design

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Ministry of Education Editing, Visual Effect and Animation Version 1

Unit Title Manage Project Quality

Unit Code CST EVA5 09 0614

Elements Performance Criteria

1. Determine 1.1 Quality objectives, standards and levels are determined,

Ministry of Education Editing, Visual Effect and Animation Version 1

Quality objectives May include but not limited to:

· requirements from the client and other stakeholders

· monitoring conformance with specifications