1 Edition – APMP Syllabus



APMP – 3rd Edition

3.1 Edition – APMP Syllabus
All of the syllabus elements should be taken within the context of a project, and project management. The syllabus assumes that candidates are able to define what is meant by the topic definitions relevant to the APMP as defined in the APM’s Body of Knowledge Definitions publication. The APM’s 5th Edition of the Body of Knowledge contains a glossary of project management terms and a list of project management acronyms that should be used in conjunction with this syllabus. There is no prescribed reading list for the APMP. The 5th Edition of the APM Body of Knowledge contains a list of further reading for each topic. In certain areas of the Topic coverage column, specific examples are given. However, these examples do not define what has to be taught but are offered as illustrations. Candidates or trainers who know of different models which can be applied to project management are welcome to use them. No APMP question will directly ask for any explanation of a particular model, nor will any model be favoured over others in the marking of questions, where the model chosen fully satisfies the criteria set in a question. The APMP is assesed by a 3-hour closed-book essay-based written examination. Candidates must answer 10 questions from 16.

Recognition of prior learning
APM has introduced a formal route to recognise the prior learning and achievement of people who want to gain the APMP qualification and who are current PRINCE2®* Registered Practitioners. This route examines 25 of the 37 APMP topics, the remaining 12 topics having already been adequately assessed within the PRINCE2 Practitioner qualification. Candidates wishing to have their prior Registered PRINCE2 Practitioner qualification recognised must be able to provide documentary proof that their PRINCE2 is current*, and must register for a 2-hour closed-book essay-based written examination, which requires them to answer 6 questions from the 10 presented. Successful candidates will be awarded the APMP qualification. Note: The table in Appendix 1 at the end of this syllabus shows how the APMP syllabus relates to the APM Body of Knowledge and also identifies those topics which are not examined in the recognition of prior learning examination. * (within the last five years).

PRINCE2® is the Registered Trade Mark of the Office of Government Commerce in the

United Kingdom and other countries.

C. Explain the benefits of project management. The characteristics of programme management. The characteristics of portfolio management. The difference between project management processes as used throughout the project (such as starting. Explain the challenges that organisations face when using programme management. The challenges in using programme management within an organisation.APMP Syllabus – 3rd Edition 3 1 Project management in context Title Project management Learning outcomes A. Topic coverage Compare and contrast projects versus business-as-usual type activities within an organisation. Describe the role and typical responsibilities of the programme manager. Explain the challenges that organisations face when using project management. monitoring and learning) and the phases of the project life cycle. Programme management A. The differences between programme management and portfolio management. Situations where the use of portfolio management is appropriate. Recognise that the capacity of an organisation to undertake projects is linked to its available resources and how it forms part of portfolio management. Explain the benefits of programme management.1 . B. B. Distinguish between programme management and project management. The role and responsibilities of a programme manager. How portfolio management assists in the prioritisation of projects. 1. The challenges of using project management within an organisation. The benefits of using project management. B. Risk versus return in relation to why projects are prioritised. Distinguish between portfolio management and project management. Explain situations where portfolio management would be appropriate. Portfolio management A. The benefits of using programme management. The differences between project management and programme management. C.2 BOK Ref 1. defining. Distinguish between project management processes and the phases of the project life cycle. D.3 1. Programme management and its links to strategic change. D. Distinguish between project management and business-as-usual.

The role of the project office. Project sponsorship A. programme management office (PMO). Explain a tool or technique for ascertaining a project’s context. enterprise programme management office (EPMO). Different types and functions of project office.4 . PPSO. Topic coverage The need to understand a project’s context. Explain the importance of project sponsorship in project management. Describe what is meant by a project’s context. B. The benefits of using a project office linked to its type and function such as PSO. The role and responsibilities of the project sponsor (executive) and how it changes through the project life cycle. 1. The role of project support in project management. some acronyms include project support office (PSO). Why effective project sponsorship is important to project management. The need to consider the internal and external context (environment) of a project. PMO. EPMO. project and programme support office (PPSO). The use of tools and techniques such as PESTLE and SWOT.6 1.5 BOK Ref 1. Describe functions that project offices often perform. Project office A. Describe the role and typical responsibilities of the project sponsor (executive) across a project life cycle. B. B. Explain the benefits of a project office.4 APMP – 3rd Edition 1 Project management in context Title Project context Learning outcomes A. The relationship between the project sponsor (executive) and the project manager.

e. C. B. Tools and techniques that can be used in stakeholder analysis such as suitably labelled axes on a 2x2 or 4x2 grid. initiate. Project risk management A. ongoing management). Topic coverage Success criteria and key performance indicators (KPIs) and their uses in defining and measuring project success. Explain the benefits of project risk management. ownership and audience of a PMP. B. Explain each stage of a project risk management process. identify. The importance of success factors to project management. Describe typical contents of a PMP. analysis. Describe the authorship. A stakeholder management process (such as identification. A risk management process such as that described in the APM’s PRAM Guide 2nd edition excluding quantitative analysis i. Risk as threat and opportunity. Explain the importance of stakeholder management. The PMP as the why. 2. Explain the purpose of a PMP. The typical contents of the Project Management Plan (PMP). how much.2 BOK Ref 2. B. Project management plan A. Who should own and update the PMP.1 2. Stakeholder management A. how. Why stakeholder management should be undertaken. Describe benefits management. Distinguish between success criteria and success factors.4 2. B. plan responses. Who should develop the PMP. what.5 . communications planning. Benefits management and how benefits should be realised. assess. Authorship. Describe a project risk management process. The use of the PMP throughout the project life cycle. Describe a stakeholder management process. when and where for a project. implement responses and the overarching management process. C. Explain the relationship between success criteria and KPIs. C. The PMP as a baseline document. Who needs to read and understand the PMP. approval and audience for the PMP. who.APMP Syllabus – 3rd Edition 5 2 Planning and strategy Title Project success and benefits management Learning outcomes A.

The need to manage the quality of the project management process.5 . Basic responses to opportunities i. Explain the differences between quality planning.. share and accept. The need to manage the quality of the deliverables (products) or service that a project delivers. B. constraints analysis. enhance. The importance of acceptance criteria for each work package. checklists. The use of a risk log (register).6 BOK Ref 2. reduce. Techniques used in quality control and improvement such as inspection. procedures/checklists. 2. Ishikawa diagrams. Explain benefits of project quality management. avoid. Project quality management A.6 APMP – 3rd Edition 2 Planning and strategy Title Project risk management cont. Quality planning.e. Basic responses to threats i. quality assurance quality control and continuous improvement.. Describe project quality management. transfer and accept. Techniques used in quality planning and assurance such as quality plans. assumptions analysis. control charts. SWOT analysis.e. How risk ownership should be determined and managed. C. interviews. Benefits and costs of risk management. quality assurance. Benefits and costs of project quality management. prompt lists. Learning outcomes Topic coverage Tools and techniques for risk identification such as brainstorming. exploit. audit. Pareto analysis. quality control and continuous improvement. The use of a probability and impact grid (matrix) to assess risks.

Health and safety risk assessment as applicable to project management.7 . Environmental legislation as applicable to project management such as noise and statutory nuisance and waste including pollution. Explain the importance of project health and safety management. B. safety and environmental (HSE) regulations. preventing slips and trips at work. BOK Ref 2.APMP Syllabus – 3rd Edition 7 2 Planning and strategy Title Health safety and environmental management Learning outcomes A. Responsibilities of a project manager regarding health and safety. Topic coverage Purpose of health. Duty of care for a project manager and team member in health and safety. Examples of generally applicable health and safety regulation/ guidance such as COSHH. Explain the importance of project environmental management. Management standards for tackling stress at work.

The precedence (activity-on-node) diagramming technique including different types of logical dependencies (links) such as finish to start. B. The scheduling process and the use of project schedules. Scheduling A. Organisational Breakdown Structure (OBS). Responsibility Assignment Matrix (RAM) and how it is constructed. The scope baseline. D. Explain advantages and disadvantages of using software tools for scheduling. C. F. The use of total and free float in scheduling. No particular software tools need to be known. start to start and finish to finish. An example of: Product Breakdown Structure (PBS). Software tools used to create and manage schedules. C. Describe Work Breakdown Structure (WBS). E. Program Evaluation and Review Technique (PERT) as a method for estimating activity durations. Milestones and milestone progress charts. The use of Gantt (bar) charts. Updating project schedules. Durations estimating (overview). Demonstrate the use of different techniques for scheduling projects. Describe Cost Breakdown Structure (CBS). B.1 . Explain the reasons for using a Responsibility Assignment Matrix (RAM). Features of a work package. Topic coverage The need for effective scope definition and management.8 APMP – 3rd Edition 3 Executing the strategy Title Scope management Learning outcomes A.2 BOK Ref 3. The link between the WBS and project scheduling. The PERT formula should be understood but there is no need to calculate values. Describe Organisational Breakdown Structure (OBS). Describe Product Breakdown Structure (PBS). Cost Breakdown Structure (CBS). Explain how a project schedule is created and maintained. Basic critical path analysis (only using finish to start dependencies). Explain scope management. Work Breakdown Structure (WBS). 3.

Explain the benefits of budgeting and cost management. Resource histograms and cumulative S curves. A change control process. Explain budgeting and cost management. Forecast out-turn cost. Distinguish between resource smoothing (time-limited scheduling) and resource levelling (resource-limited scheduling). Explain reasons for requiring change control on a project. Change requests and change request forms. Describe resource management. Resource estimating (overview). B. Demonstrate the use of different resource management techniques Topic coverage Types of resources such as replenishable and re-usable. Software tools used to manage resources.5 3. No particular software tools need to be known.4 BOK Ref 3. Commitments and accruals. Cash flow forecasts. Actual expenditure. Explain each stage of a change control process. 3. The link between cost estimating and budgeting and cost management (overview). The use of a change log (register). Describe a change control process. The concept of splitting activities to assist in resource smoothing and levelling. B. Planned expenditure. C.3 . B. Budgeting and cost management A. Resource allocation. C. Cost monitoring and control and cost reporting. Resource smoothing (time-limited scheduling) and resource levelling (resource-limited scheduling). The importance of change control in preventing scope creep or requirements creep. Change control A.APMP Syllabus – 3rd Edition 9 3 Executing the strategy Title Resource management Learning outcomes A.

Planned Costs (Budgeted Cost of Work Scheduled – BCWS). project manager. CPI as a measure of efficiency. change control board. Responsibilities in change control such as project sponsor (executive). Actual Costs and Earned Value will be used in examinations. Cost Performance Index (CPI) and Schedule Performance Index (cost) (SPI). Note: examination candidates will not be required to provide definitions of earned value terms. Cost Variances (CV) and Schedule Variance (cost) (SV). 3. B. Links between change control and configuration management. The concept of a change freeze. Only the wording.5 .6 BOK Ref 3. Derive earned value curves from basic data. The link between cumulative resource S curves and planned costs. Using earned value analysis to forecast out-turn costs and durations. The principles of Earned Value Management (EVM).10 APMP – 3rd Edition 3 Executing the strategy Title Change control cont. C. Actual Costs (Actual Cost of Work Performed – ACWP). As defined in BS6079-1:2002. Why use EVM and what are its advantages and disadvantages. Planned Costs. Trends and Indices. The increasing cost of making changes through the project life cycle. As defined in BS6079-1:2002. Earned Value (Budgeted Cost of Work Performed – BCWP). Earned value management A. Perform earned value calculations and interpret earned value data. Learning outcomes Topic coverage Why does change occur and what are the different types of change. Describe Earned Value Management (EVM). Explain the advantages and disadvantages of EVM.

monitoring/reporting. Explain information management. Describe issue management. dissemination.7 .APMP Syllabus – 3rd Edition 11 3 Executing the strategy Title Information management and reporting Learning outcomes A.8 BOK Ref 3. Issue management A. The importance of issue management. escalation. An issue management process (such as identification. Topic coverage An information management system (such as collection. Explain project reporting. B. The principles of reporting by exception. B. The use of an issue log (register). Project reporting and reporting requirements. resolution). archiving and appropriate destruction of information). Explain the importance of issue management. 3. storage. A typical project reporting cycle including the gathering of data and dissemination of reports.

comparative. identification. The importance and practical difficulties of estimating. Explain parametric estimating. Estimating through the project life cycle. C. E. Links to change control. Explain reasons for requiring configuration management on a project. Factors used to structure requirements. Configuration management A. Explain the importance of requirements management. Three-point estimating and its links to PERT (see scheduling). Describe requirements management. parametric. The importance of requirements management and links to scope management and project quality management. 4. Similarities between configuration management and version control. The principle of a configuration item. The changing accuracy of estimates through the project life cycle and the concept of the estimating funnel. control.12 APMP – 3rd Edition 4 Techniques Title Requirements management Learning outcomes A. Describe practical problems of estimating across the project life cycle. testing). Estimating durations. Estimating A. Explain comparative estimating. A configuration management process (such as planning. Describe a configuration management process. Topic coverage A requirements management process (such as capture. analysis & prioritisation. close-out). Estimating methods such as bottom up. B. Explain bottom-up estimating.3 BOK Ref 4.1 . Explain three-point estimating. resources and costs. status accounting. audit. D. B. B.7 4.

Explain the use of payback.1 . Authorship and ownership of the business case. C. such as firm fixed price contract. The business case as the ‘why’ for the project. E. alliancing. cost plus fixed fee contract. Procurement A. Explain a supplier selection process. The purpose and content of a procurement strategy. Distinguish between different contractual relationships. Types of contractual relationship such as partnering. turnkey contract. Internal Rate of Return (IRR). cost plus incentive fee contract. B. Explain the purpose of a business case. Topic coverage The purpose of the business case. The typical contents of the business case. 5. Describe procurement.4 BOK Ref 5. D. Describe the authorship and ownership of a business case. Excluding the need to explain formulae or to calculate values.APMP Syllabus – 3rd Edition 13 5 Business and commercial Title Business case Learning outcomes A. Describe typical contents of a business case. Importance and use of a business case during the project life cycle. contract target cost. The use of investment appraisal techniques such as payback (using non-discounted figures). contract target price. Different methods of supplier reimbursement. Distinguish between different methods for supplier reimbursement. Processes for supplier selection. D. Procurement in project management. cost reimbursement type contract. B. Net Present Value (NPV). Internal Rate of Return (IRR) and Net Present Value (NPV) as investment appraisal techniques. C. Explain the typical contents of a procurement strategy.

Different types of organisation structure (functional. B. The importance of closeout. Explain why projects are split into life cycle phases. Topic coverage The project life cycle. high level planning. Project reviews A. D.g.7 Different types of reviews. Typical activities involved in handover and closeout such as preparation. Explain the importance of project handover. testing and acceptance of deliverables. gate reviews. Explain the benefits of project reviews. end of phase reviews. C. e. business user. post-project reviews. The relationship between phases and stages. Describe audits. Formally closing the project.5 BOK Ref 6. B. The extended life cycle. Explain the advantages and disadvantages of a functional organisation structures. audits. benefits realisation reviews. definition.6 6. Project phases such as concept. Explain the differences between a project life cycle and an extended life cycle. Describe activities involved in handover and closeout. Handover to the client. implementation. 6. B. including project evaluation reviews. B. project). Benefits of performing reviews. Handover and closeout A. F. The advantages and disadvantages of different types of organisational structure. C. Describe benefit realisation reviews. Describe post-project reviews. E.14 APMP – 3rd Edition 6 Organisation and governance Title Project life cycles Learning outcomes A. C. Explain the importance of project closeout. matrix and project organisation structures. Why split projects into phases. handover and closeout. Organisation structure A. Describe gate reviews. The importance of handover. Importance of project reviews. Describe project evaluation reviews. Distinguish between functional. matrix. Describe a project life cycle. customer. operations. 6. go/no go decisions. The need to learn lessons throughout the project.1 .

E. B. B. Links to governance of project management. 6. Describe the role of the project steering group (project board). Describe the principles of governance of project management. Learning outcomes C. Describe the typical contents of a structured method. Explain the role and typical responsibilities of the project manager. Describe the role of users. Links between organisation structure. project sponsor (executive).8 BOK Ref 6. Explain the differences between the role and typical responsibilities of the project manager and the project sponsor (executive). Explain governance of project management. Typical contents of a structured method. Roles and responsibilities of the project manager. project team members and the project steering group (project board). users. Awareness of publicly available methods including PRINCE2.7 Organisational roles .10 6. C. Governance of project management A. Use Directing Change. B. Explain the advantages and disadvantages of a matrix organisation structures. Methods and procedures as a means to maintain consistency of project management practice within an organisation. the Organisational Breakdown Structure (OBS) and the Responsibility Assignment Matrix (RAM). a Guide to Governance of Project Management as a guide to why governance of project management is important and what principles should be used. 6. D. Describe the role of project team members.APMP Syllabus – 3rd Edition 15 6 Organisation and governance Title Organisation structure cont. The principles of the governance of project management. The relationship between the different roles. Methods and procedures A. D. A. The advantages of using a structured method. Explain the advantages and disadvantages of a project organisation structures. Development and maintenance of methods and procedures.9 Topic coverage The types of projects suited to each type of organisation. Explain the advantages of adopting a structured method.

Impact of leadership on team performance.2 BOK Ref 7. A situational leadership model such as Hersey and Blanchard. Features of a high performing team. Describe a social roles model. Explain the importance of team development. Explain the typical barriers to communication and how they may be overcome. Describe the typical contents of a project communication plan. The concept of teamwork. Describe a situational leadership model. Team development models such as Tuckman or Katzenbach and Smith.16 APMP – 3rd Edition 7 People and profession Title Communication Learning outcomes A. Describe typical leadership qualities. Teamwork A. Social roles in teams such as Belbin or Parker. The importance of effective communication. B. Describe a team development model. C. 7. Methods and media that can be used for communication within a project. Barriers to communication. B. Differentiate between groups and teams.3 7. Motivational theories such as Maslow or Hertzberg. C. Links between the communication plan and information management and reporting. Leadership qualities of a project manager. B.1 . Topic coverage The contents of a communication plan. Explain the importance of effective communication in project management. The need for two-way communication. C. Explain the principles and importance of motivation. Leadership A.

The process and stages of negotiation such as preparation. Describe sources of conflict in the project life cycle. B. Explain a conflict resolution model.5 BOK Ref 7. Topic coverage Sources of conflict in the project life cycle. including negotiations with suppliers or contractors. The importance of preparing for a negotiation. 7. team members and the project sponsor. follow-up. Explain each stage of a negotiation process. When will a project manager need to negotiate. users. resource providers. Describe a negotiation process. Conflict resolution models such as Thomas Kilmann or Russo and Eckler. B.APMP Syllabus – 3rd Edition 17 7 People and profession Title Conflict management Learning outcomes A. face-to-face meeting. A.4 Negotiation .

4 1.6 2.8 TOPIC Executing the Strategy Scope management Scheduling Resource management Budgeting and cost management Change control Earned value management Information management and reporting Issue management Yes Yes Yes Yes No Yes Yes Yes Yes Yes No Yes Yes No .2 4.1 1.1 4.2 3.3 4. safety and environmental management APM BOK 3 3.5 1. APMP 3 hour paper coverage Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes No No No No Yes 4 4.6 3.18 APMP – 3rd Edition APPENDIX 1 The table below shows how the APMP syllabus relates to the APM Body of knowledge and identifies topics examined in either route to the APMP qualification.7 3.6 2 2.5 2.3 3.3 1.5 4.1 2.6 4.2 2.4 4.7 TOPIC PM in Context Project Management Programme Management Portfolio Management Project Context Project sponsorship Project Office Planning the Strategy Project success and benefits management Stakeholder management Value management Project management plan Project risk management Project quality management Health.5 3.7 Techniques Requirements management Development Estimating Technology management Value engineering Modelling and testing Configuration management Yes No Yes No No No Yes Yes No Yes No No No No APMP 2 hour paper coverage APMP 3 hour paper coverage Yes Yes Yes Yes Yes Yes Yes Yes APMP 2 hour paper coverage APM BOK 1 1.1 3.3 2.2 1.4 2.4 3.

4 7.2 6.5 6.APMP Syllabus – 3rd Edition 19 APPENDIX cont.5 6 6.3 7. APM BOK 5 5.2 5.6 6.1 6.9 6.7 TOPIC People and the profession Communication Teamwork Leadership Conflict management Negotiation Human resource management Behavioural characteristics Learning and development Professionalism and ethics TOPICS 52 APMP 3 hour paper coverage Yes Yes Yes Yes Yes No No No No 37 APMP 2 hour paper coverage No No No Yes No Yes Yes Yes Yes Yes No No No No 25 Yes No No No No No Yes No No Yes 7.6 7.8 7.9 .5 7.8 6.4 6.1 5.10 TOPIC Business and Commercial Business case Marketing and sales Project finance and funding Procurement Legal awareness Organisational and governance Project life cycles Concept Definition Implementation Handover and closeout Project reviews Organisation structure Organisational roles Methods and procedures Governance of project management APMP 3 hour paper coverage Yes No No Yes No Yes No No No Yes Yes Yes Yes Yes Yes APMP 2 hour paper coverage APM BOK 7 7.4 5.3 5.2 7.1 7.7 6.3 6.

apm.org. Regent Park Summerleys Road Princes Risborough Buckinghamshire HP27 9LE Telephone Facsimile Email Web +44 (0) 845 458 1944 +44 (0) 845 458 8807 qualifications@apm.uk CPAPMPSYL220710 .Association for Project Management Ibis House.uk www.org.