Workbook Intro I Oct 13 FFS Version (00000002)

PROJECT MANAGEMENT FUNDAMENTALS
PROJECT MANAGEMENT
Introductory Certificate
DELEGATE WORKBOOK
Professional Development
 Project Management
 Leadership Development
 Management Development
PROJECT MANAGEMENT
INTRODUCTORY CERTIFICATE
AIMS AND OBJECTIVES

AIMS
 To present Project Management as a structured profession by following best
practices as defined by the Association for Project Management (APM)
 To provide a common and consistent awareness of the best practices in Project
Management to all delegates.
 Arm personnel with key project management skills to allow effective execution of
the project and ensure project success.
 To ensure that learning is of a consistent standard that will lead to a professional
qualification in Project Management.
 Identify the steps to implement successful project management within your
INFORMATION SECTION
organisation.
 Set and maintain quality standards in your projects.
 To ensure project experiences are shared between Project Management
personnel.
 To develop personal action plans for each team member to ensure successful
project delivery and value back into the organization.
OBJECTIVES
 An awareness of the drivers of a successful project and the importance of
clarifying the project objectives, outcomes, high level scope and deliverables.
 The phases and processes involved in successful project delivery
 A greater understanding of the responsibilities across all disciplines and the
importance of working with other disciplines to minimise re-work and maximise
value.
 A clear understanding of the importance of the provision of key project
documents to ensure effective project definition, reporting and control.
 Identify and analysis of stakeholders and creation of a robust plan for their
management.
 Identify and evaluate project risks and opportunities and develop effective
responses.
 Clarification and importance of the roles and responsibilities within the team.
 Clarification of Information channels and actions required to ensure effective
reporting.
WWW.2020PROJECTMANAGEMENT.COM
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PROJECT MANAGEMENT
WHAT CAN YOU EXPECT?

This course is designed to clarify and explain the basic aspects of a Project and Project
Management in order for participants to gain confidence in their project environment.
It will help individuals to recognise the key aspects of a project and the importance of
their role within it. The course is also intended for those working in supporting functional
departments whose work can impact upon project success.
Teamwork Estimating
Day 1
Day 2
Project Management Scheduling
Project Life Cycle Procurement
Organisatonal Roles Change Control
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Stakeholder Configuration
Management management
Business Case & Communication
Project Management Leadership
Plan
Reporting
Risk Management
Reviews
Issue Management
Handover & Closure
Quality Management
Scope Management
PARTICIPATION
 Interaction encouraged
 High degree of hands-on exercises
 Feel free to ask questions
 Have FUN
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PROJECT MANAGEMENT
KEY TO USING WORKSHOP MATERIALS
COURSE INFORMATION
INFORMATION SECTION
INFORMATION SECTION
COURSE WORKBOOK
WORKBOOK
ADDITIONAL REFERENCE MATERIAL
REFERENCE SECTION
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PROJECT MANAGEMENT
YOUR FACILITATORS
All 20|20 facilitators are experienced in both Project Management, and learning &
development. In addition to this, they are required to hold appropriate qualifications from
the Project Management Institute to ensure that our customers maximize the learning
potential from our courses.
Your facilitator(s) are dedicated to making your course an enjoyable experience and will
provide a relaxed atmosphere for learning and interaction to take place.
This is your course, and we want you to gain the maximum benefit from attending, so
please interact and take part in the course activities as much as you are comfortable
with.
Please feel free to talk to your facilitator and ask questions at any time.
INFORMATION SECTION
20|20 BUSINESS INSIGHT
20|20 Business Insight are a Learning Development & Consulting company specializing
in Project Management solutions. Our head office is in Scotland with offices in
Aberdeen, Dundee, London, Houston, and Prague.
20|20 has a straight forward approach based on understanding an organization’s
strategy and developing a long term relationships to ensure business benefits are
delivered.
The 20|20 team understands that insight comes from understanding and application -
understanding your objectives and applying inspirational and high-energy
implementation - to business-critical issues
Due to 20|20’s expertise, our programs concentrate on Project management, Quality
Management and Leadership Development
©2014 20|20 Intellectual Property Ltd ix
PROJECT MANAGEMENT
20|20 – LEARNING AND DEVELOPMENT

Our approach to learning delivery is based on the latest and most effective thinking to
ensure that skills are transferred effectively to the workplace. 20|20’s facilitators deliver
programs on every continent and our courses are tailored to suit the organizations
culture as well as their learning requirements.
KOLB’S LEARNING MODEL
20|20 use David Kolb’s learning styles model and Experiential Learning Theory (ELT) to
ensure that differing learning styles are addressed and that learning is engaging and
highly participative. Kolb’s learning theory sets out four distinct learning styles, which are
based on a four-stage cycle of learning, in which ‘immediate or concrete experiences’
provide a basis for ‘observations and reflections’. These ‘observations and reflections’
are assimilated and distilled into ‘abstract concepts’ producing new implications for
action which can be ‘actively tested’ in turn creating new experiences.
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This is achieved through 20|20’a unique style of learning which follows the process of:
 Priming
 Discovery
 Summary
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PROJECT MANAGEMENT
20|20’S PROJECT MANAGEMENT

PROGRESSION PATHWAY
We believe that developing your people is core to the success of any organization.
Adopting a continuous development program as your people develop in their roles helps
retain your people and links their learning and development directly to the challenges
facing the organization. Learning to apply a well-developed set of skills, built on solid
foundations of best practice, equips individuals to deliver.
Our Project Management Progression Pathway allows individuals involved in any level
of project management activity to build on their current skill set and develop this to the
next level, leading to globally recognized standards of accreditation.
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©2014 20|20 Intellectual Property Ltd xiii
PROJECT MANAGEMENT
QUALIFICATIONS AND ACCREDITATION

20|20 are an Accredited Training Organization of the APM (Association for Project
Management), and global registered training provider of the PMI) Project Management
Institute) and the ILM (Institute of Leadership and Management). Our Project
Management courses and core course materials are accredited as meeting the
standards of the International Project Management Association (IPMA) recognized in 41
countries.
Not everyone wants to undertake a formal qualification as many of our programs are
tailored to suit specific client needs, but the option to seek individual accreditation is
made available to those who wish to underpin their training achievements with a
globally-recognized qualification.
International Project Management Association (IPMA)
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The largest professional body of its kind in Europe, with 41 member country associations
globally, such as the Association for Project Management (APM) in the UK. 20|20 are an
Accredited Training Provider and recommend this standard for our Clients in Europe.
For those seeking accreditation following a training program, we provide guidance and
support for our Clients through the IPMA’s 4-level Competency Model and providing
support services from exam preparation to arranging exams. For more information
please visit www.ipma.ch
Project Management Institute (PMI)
The PMI has grown to become a global advocate for the project management profession
with more than 260,000 members in over 171 countries.
20|20 are a PMI Global Registered Education Provider (REP) and recommend this
standard for our Clients outside Europe. Through our PMI Practitioners Program we
offer candidates the option to study towards their Project Management Professional
(PMP®) credential, providing the approved study hours for those with sufficient
experience. For more information please visit www.pmi.org
Institute of Leadership & Management (ILM)
One of the world’s leading awarding bodies for courses in Leadership and Management,
Strategic Leadership, Coaching & Mentoring, Career Development and CPD. 20|20’s
Leadership Development Program and a range of other courses are accredited as
‘endorsed awards’, assuring delegates that the content meets the exacting requirements
of the ILM and follow best practice and current thinking in leadership & management.
For more information visit www.i-l-m.com.
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PROJECT MANAGEMENT
GROUNDRULES
The following ground-rules have proven highly effective in ensuring the success of
workshops such as these and should form the basis of our daily interactions with
colleagues.
Communicate Openly and Honestly

Keep people informed, provide feedback in an objective and sensitive manner.
Challenge Positively
Ask questions to clarify, state your view in a calm and objective manner.
Show Respect
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Actively listen, empathies with others’ situations, use respectful language.
Encourage Others
Involve quieter team members, ask people’s opinions, recognize good ideas etc.
Listen to Learn
Keep an open mind at all times – there may be a better way of doing things!
Be Aware of TIME
Be punctual, respect others’ time, and stay on track with discussions.
Maintain a Positive Attitude

There will always be challenges, difficulties, historical ‘baggage’ – we can choose how to
respond to these for the best end outcome.
Switch off mobile phones and computers

Taking calls is distracting and disrespectful to others and implies that you don’t place
much importance on the content of the meeting. Unless absolutely critical, arrange
beforehand for calls to be taken by someone else and use breaks to deal with issues.
Forget hierarchy
For the true success of the team, everybody’s perspective and contribution must be
equal.
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PROJECT MANAGEMENT
USEFUL INFORMATION
COURSE TIMINGS
Workshop start:
Workshop finish:
Official breaks (approx.):
Lunch (approx.):
INFORMATION SECTION
USEFUL LINKS
1. www.apm.org.uk- Association for Project Management
2. www.2020projectmanagement.com – 20|20 Business Insight
3. www.2020learningportal.com – 20|20 Learner’s Information
4. @2020Business – 20|20 on Twitter
5. marketing@2020businessgroup.com – contact email
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PROJECT MANAGEMENT
CONTACT 20|20
INFORMATION SECTION
©2014 20|20 Intellectual Property Ltd xxi
PROJECT MANAGEMENT
Contents
Contents .................................................................................................................................. 1
Team Roles ............................................................................................................................. 3
Teamwork ................................................................................................................................ 5
TEAM DEVELOPMENT ........................................................................................................... 7
WHAT IS A PROJECT? ........................................................................................................... 9
PROJECT CHARACTERISTICS ............................................................................................ 11
PROJECT MANAGEMENT .................................................................................................... 13
PROJECT MANAGEMENT .................................................................................................... 15
PROGRAMME AND PORTFOLIO MANAGEMENT ............................................................... 17
PROJECT LIFE CYCLE ......................................................................................................... 19
ORGANISATIONAL ROLES .................................................................................................. 21
PROJECT ENVIRONMENT ................................................................................................... 23
STAKEHOLDER MANAGEMENT .......................................................................................... 25
STAKEHOLDER ANALYSIS .................................................................................................. 27
PROJECT SUCCESS ............................................................................................................ 29
BENEFITS MANAGEMENT ................................................................................................... 31
BUSINESS CASE .................................................................................................................. 33
PROJECT MANAGEMENT PLAN.......................................................................................... 35
RISK MANAGEMENT ............................................................................................................ 37
RISK IDENTIFICATION & ASSESSMENT ............................................................................. 39
RISK REGISTER ................................................................................................................... 41
RISK RESPONSES ............................................................................................................... 43
ISSUE MANAGEMENT .......................................................................................................... 45
QUALITY MANAGEMENT ..................................................................................................... 47
CONTINUAL IMPROVEMENT ............................................................................................... 49
SCOPE MANAGEMENT ........................................................................................................ 51
RESPONSIBILITY ASSIGNMENT MATRIX ........................................................................... 55
ESTIMATING ......................................................................................................................... 57
ESTIMATING TECHNIQUES ................................................................................................. 59
SCHEDULING ....................................................................................................................... 61
SCHEDULING EXERCISE..................................................................................................... 65
RESOURCE MANAGEMENT ................................................................................................ 69
RESOURCE MANAGEMENT ................................................................................................ 71
PROCUREMENT ................................................................................................................... 73
CHANGE CONTROL ............................................................................................................. 75
CHANGE PROCESS ............................................................................................................. 77
CHANGE PROCESS ............................................................................................................. 79
1
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CONFIGURATION MANAGEMENT ....................................................................................... 81
CONFIGURATION MANAGEMENT PROCESS .................................................................... 83
COMMUNICATION ................................................................................................................ 85
BARRIERS TO COMMUNICATION ....................................................................................... 87
COMMUNICATION PLAN ...................................................................................................... 89
LEADERSHIP ........................................................................................................................ 91
INFORMATION MANAGEMENT............................................................................................ 93
REPORTING ......................................................................................................................... 95
PROJECT REVIEWS ............................................................................................................. 97
HANDOVER AND CLOSURE ................................................................................................ 99
DAY 1 QUESTIONS............................................................................................................. 101
DAY 2 QUESTIONS............................................................................................................. 107
GLOSSARY ......................................................................................................................... 113
PROJECT MANAGEMENT
Team Roles
Leader
Time
Scribe
Keeper
Member
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Teamwork
Teamwork is ………
What are the added challenges for a Project Team?
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TEAM DEVELOPMENT
Bruce Tuckman developed a model which illustrates the typical stages a team will go through
during its development. It is important to recognise the stage a team may be in and be aware
that teams may skip stages and even go back to previous stages
FORMING
PERFORMING STORMING
NORMING
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WHAT IS A PROJECT?
Discuss in your teams what you believe the definition of a project to be
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PROJECT CHARACTERISTICS
What are the key differences between a project & business as usual?
Projects Business As Usual

1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
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PROJECT MANAGEMENT
Definitions
Project Management
Project Management is the application of processes, methods, knowledge, skills and
experience to achieve the project objectives.
(Source APM Body of Knowledge 6th Edition)
Programme Management
Programme management is the coordinated management of projects and change
management activities to achieve a beneficial change.
Portfolio Management
Portfolio management is the selection, prioritisation and control of an organisation’s projects
and programmes in line with its strategic objectives and capacity to deliver. The goal is to
balance change initiatives and business-as-usual while optimising return on investment.
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PROJECT MANAGEMENT
A project is a unique, transient endeavour, undertaken to achieve planned objectives, which
could be defined in terms of outputs, outcomes, benefits or strategic objectives.
The core components of project management are:
 defining the reason why a project is necessary;
 capturing project requirements, specifying quality of the deliverables, estimating
 resources and timescales;
 preparing a business case to justify the investment;
 securing corporate agreement and funding;
 developing and implementing a management plan for the project;
 leading and motivating the project delivery team;
 managing the risks, issues and changes on the project;
 monitoring progress against plan;
 managing the project budget;
 maintaining communications with stakeholders and the project organisation;
 provider management;
 closing the project in a controlled fashion when appropriate
What is the key purpose of project management and what are the key benefits to an
organisation of effective project management?
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PROJECT MANAGEMENT
PROGRAMME AND PORTFOLIO

MANAGEMENT
Programme
“A Programme is a group of related projects and change management activities that together
achieve beneficial change for an organisation”
A programme usually starts with a vision of a changed organisation and the benefits that will
accrue from the change.
The core programme management processes are:
 Project coordination: identifying, initiating, accelerating, decelerating, redefining and
terminating projects within the programme. Managing interdependencies between
projects, and between projects and business-as-usual activities;
 Transformation: taking project outputs and managing change within business-as usual
so that outputs deliver outcomes;
 Benefits management: defining, quantifying, measuring and monitoring benefits;
 Stakeholder management and communications: ensuring that relationships are
developed and maintained, thus enabling productive, two-way communication with all
key stakeholders.
Portfolio
“A Portfolio is a grouping of an organisation’s projects and programmes. Portfolios can be
managed at an organisational or functional level”
Portfolios can be managed at an organisational or functional level and address three

questions:
 Are these the projects and programmes needed to deliver the strategic objectives,
subject to risk, resource constraints and affordability?
 Is the organisation delivering them effectively and efficiently?
 Are the full potential benefits from the organisation’s investment being realised?
The portfolio management process must constantly review the balance of investment and
benefit, creating and closing projects and programmes as necessary. This will include
prematurely closing projects or programmes where they are no longer viable.
The benefits of applying a portfolio approach include:
 Maintaining a balanced and strategically aligned portfolio in the context of changing
conditions;
 Reduced costs by removing overlapping, poorly performing and non-strategically
aligned projects and programmes
 More efficient and effective use of limited resources, by matching demand and supply,
and optimising allocation of available resources;
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PROJECT LIFE CYCLE

A life cycle defines the inter-related phases of a project, programme or portfolio and provides
a structure for governing the progression of the work.
(Source APM Body of Knowledge 6th edition)
What are the reasons for structuring projects into phases?
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PROJECT MANAGEMENT
ORGANISATIONAL ROLES
The APM clearly define what they consider to be the six key roles within project management:
In the space below list them together with their responsibilities.
Responsibilities
P B /
S C .
User S . Other
S .
P M .
P T .
E U .
P O .
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PROJECT ENVIRONMENT
The circumstances and conditions within which the project, programme or portfolio must
operate.
Project managers use a P.E.S.T.L.E. analysis tool to assist them in identifying the
project environment. Do you know what the acronym means?
In your teams, using the case study give 2 suggestions for each
factor
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STAKEHOLDER MANAGEMENT
Stakeholder management is the systematic identification, analysis, planning and
implementation of actions designed to engage with stakeholders.
Stakeholders are individuals or groups with an interest in the project, programme or portfolio
because they are involved in the work or affected by the outcomes.
Stakeholder management is a set of techniques that harnesses the positive influences and
minimises the effect of the negative influences. It comprises four main steps:
 Identify stakeholders;
 Assess their interest and influence;
 Develop communication management plans;
 Engage and influence stakeholders.
Identify 10 key Stakeholders from the case study
1. 6.
2. 7.
3. 8.
4. 9.
5. 10.
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STAKEHOLDER ANALYSIS
Using the stakeholders you have identified in the previous exercise, place them in the
appropriate area on the grid below.
If you don’t have a stakeholder in each area think of a stakeholder that could be placed there.
Stakeholder Analysis Grid

+
Keep satisfied Manage Closely

Power/Influence
Monitor Keep Informed

-
- Interest +
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PROJECT SUCCESS
The success criteria is the qualitative or quantitative measures by which the success of the
project is judged.
In addition to the success criteria the APM suggest that project success can be measured or
influenced by Key Performance Indicators and Success Factors. With examples from the case
study can you differentiate between them?
Success Criteria 1.
2.
3.
Success Factors 1.
2.
3.
Key Performance Indicators 1.
2.
3.
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BENEFITS MANAGEMENT
Benefits Management is the identification, definition, planning, tracking and realisation of
business benefits.
The forecast of a project’s benefits are the basis of the business case.
Benefits can be tangible…
Or intangible….
What benefits may be derived from the case study project?
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PROJECT MANAGEMENT
BUSINESS CASE
The business case provides justification for undertaking a project or programme. It evaluates
the benefit, cost and risk of alternative options and provides a rationale for the preferred
solution.
In the space below answer the following questions.

What would be the typical contents of a Business Case?
What specific items would the Business Case for the case study contain?
Which project roles would be involved in the Business Case?
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PROJECT MANAGEMENT PLAN

The Project Management Plan (PMP) brings together all the plans for a project. The purpose
of the PMP is to document the outcomes of the planning process and to provide the reference
document for managing the project. The PMP is owned by the Project Manager. It will answer
the ‘Why? What? How? Who? When? How much? and Where?’ of the project.
Once the plans are finalised it becomes the baseline – the reference levels against which a
project is monitored and controlled.
Group Exercise
In the space below answer the following questions
Who helps develop the PMP?
Who approves the PMP?
What would be the typical contents of a PMP?
What are the benefits of a PMP?
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RISK MANAGEMENT
Risk Management is a process that allows individual risk events and overall risk to be
understood and managed proactively, optimising success by minimising threats and
maximising opportunities.
What is a risk?
MANAGE PROCESS
RISK
REGISTER
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PROJECT MANAGEMENT
RISK IDENTIFICATION &

ASSESSMENT
Identify 10 risks associated with the case study.
1 6
2 7
3 8
4 9
5 10
The P & I Matrix

Using the 10 risks identified for your simulation project place them on the Probability & Impact
Matrix below.
Impact
Probability
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RISK REGISTER
A risk register is a document listing identified risk events and their corresponding planned
responses.
Review
Date
Owner
Risk
Risk Rating
After Response
Impact
1-5
Probability
1-5
Risk Response
Risk Rating
Response
Impact 1-5
Before
Probability
1-5
Risk Description
Risk ID
No.
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RISK RESPONSES
Once risks have been evaluated they should be treated to try and minimise the overall
exposure to the project.
Label the diagram with the appropriate risk response category and supplement with a
summary of each.
Threats Opportunities
Decide which response(s) would be the most appropriate for the top 3 of your ranked risks
Risk No. Response
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ISSUE MANAGEMENT
A formal issue occurs when the tolerances of delegated work are predicted to be exceeded.
This triggers the escalation of the issue from one level of management to the next in order to
seek a solution.
Your facilitator will give you an issue from the case study.
In your teams discuss how you will manage this issue with the use of the issue log.
Raised by
Date Raised
Issue Description Impact on Project Resolution Options Owner Final Outcome
Date Closed
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QUALITY MANAGEMENT
Quality management is a discipline for ensuring that the outputs, benefits, and the processes
by which they are delivered, meet stakeholder requirements and are fit for purpose.
What is Quality?
_________________________________________________________________________________
Quality Planning is
Quality Assurance is
Quality Control is
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CONTINUAL IMPROVEMENT
What is continual improvement?
What are the 4 steps involved?
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SCOPE MANAGEMENT
Scope management is the process whereby the outputs, outcomes and benefits are identified,
defined and controlled.
“Scope comprises the totality of the ___________, _________ and

________, and the required to _______ them”.
Work Breakdown Structure
Canary Wharf Station
2.0 Build Coffer 4.0 Build

1.0 Engineer/Design
Dam
3.0 Do Groundwork
Superstructure
5.0 Manage Project 6.0 ...
3.1 Survey
3.2 Access
3.3 Procure
3.4 Work Package
3.5 ...
Product Breakdown Structure
Legal Documents Designs Materials Equipment PMP ...
Building Contract
Equipment
Contracts
Planning
Permission
Legal Document
...
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Cost Breakdown Structure

£500,000,000
Contractors Materials Equipment Expenses

£100,000,000 £250,000,000 £100,000,000 £20,000,000 ...
Entertainment Travel Accommodation

£100,000 £2,000,000 £4,000,000
Mileage Costs
£300,000
Agency Fees
£700,000
Air Travel
£700,000
Mileage Costs
£300,000
Organisational Breakdown
Structure
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RESPONSIBILITY ASSIGNMENT
MATRIX
The RAM is used to assign responsibilities for elements of work. It is created by combining the
WBS with OBS. The RACI code below is then used to assign responsibilities to the tasks.
RACI
Responsible
Accountable
Consult
Inform
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ESTIMATING
An estimate is …
…an approximation of time and cost targets, refined throughout the life cycle…
Estimating Funnel
Maximum
Estimated
Spread of
Estimates Budget
Conception Definition Development Handover &
At Completion
Closure
Estimating Funnel
Minimum
What are some practical estimating difficulties and causes of estimating errors?
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ESTIMATING TECHNIQUES
Bottom up/ Analytical
Parametric
Comparative
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SCHEDULING
Schedule Management is the process of developing, maintaining and communicating
schedules for time and resources.
We will use the Precedence Diagramming Method (PDM) to demonstrate the use of logical
relationships or dependencies. Four types exist:
The initiation of the successor activity depends on the
Finish to Start (FS)
completion of the predecessor activity
The completion of the successor activity depends upon the
Finish to Finish (FF)
completion of the predecessor activity
The initiation of the successor activity depends upon the
Start to Start (SS)
initiation of the predecessor activity
The completion of the successor activity depends upon the
Start to Finish (SF)
initiation of the predecessor activity
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SCHEDULING
Terminology
Critical Path
Total Float
Gantt Chart
Baseline
Milestone
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SCHEDULING EXERCISE
Calculate the project duration from the following network diagram
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RESOURCE MANAGEMENT
Resource Types
P___________
M___________
M________________
M____________
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RESOURCE MANAGEMENT
Resource Management comprises the acquisition and deployment of the internal and external
resources required to deliver the project, programme or portfolio.
The resources needed to deliver a project include people, machinery, technology, property and
anything else required to deliver the work. Resources may be obtained internally from the host
organisation or procured from external sources.
Resource Smoothing
Resource Levelling
Other Options
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PROCUREMENT
Procurement is the process by which products and services are acquired from an external
provider for the incorporation into the project, programme or portfolio.

From the case study, in your teams, suggest what some of the procurement considerations for
the project are.
Procurement Considerations
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CHANGE CONTROL
Change control is the process through which all requests to change the baseline scope of a
project, programme or portfolio are captured, evaluated and then approved, rejected or
deferred.
Even the best made plans will be likely to change

during a project. This should not necessarily
constitute a problem if handled correctly through a
Change Control process. Change Control is
concerned with all aspects of managing the scope of
the project and the project objectives, during the
project execution
What would the sources or causes of change in a project?
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CHANGE PROCESS
Your facilitator will give you a change exercise based on your case study.
As the Project Manager
 To ensure this change is managed appropriately, you need to design a change

management process. What would you do first? What would be your next steps
through to completion of the change?
 Who would be involved in the process and what would their roles be?
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CHANGE PROCESS
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CONFIGURATION MANAGEMENT
Configuration management encompasses the administrative activities concerned with the
creation, maintenance, controlled change and the quality control of the scope of work.
Configuration is the functional and physical characteristics of a product as defined in its
specification.
Configuration Management is very closely aligned with change control. Together, these two
processes ensure that deliverables meet the required specification. While the configuration is
primarily concerned with the products of a project or programme, it should also be applied to
key management documents such as the business case. The business case can be subject to
version control and audit to ensure that it is fit for purpose and all changes are recorded.
There is a configuration management process:
V&A
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CONFIGURATION MANAGEMENT
PROCESS
Planning – a configuration management plan should describe any project-specific
procedures and the extent of their application during the life cycle of the project. The plan
should also identify roles and responsibilities for carrying out configuration management.
Configuration management must be planned in order to be effective, predictable and
repeatable.
Identification – involves breaking down the project into component parts or

configuration items and creating a unique numbering or referencing system for each item, and
establishing configuration baselines.
Control – This ensures that all changes to configuration items are documented. An
important aspect is being able to identify the interrelationships between configuration items.
This is essential information for the ‘review’ and ‘assessment’ stages of the change control
process.
Status Accounting – This tracks the current status of a configuration, providing

traceability of configuration items throughout their development and operation.
Verification & Audit – This is used to determine whether a deliverable conforms to

its requirements and configuration information. Typically an audit is a review undertaken at the
end of a phase or stage or tranche and at the end of the handover and closeout phase of the
project. Audits can take three forms- a physical audit inspects configuration items to confirm it
conforms to its spec, a functional audit checks the configuration item performs its intended
function, and a system audit checks that the system is able to perform the intended
processes.
83
NOTES
PROJECT MANAGEMENT
COMMUNICATION
Communication is the means by which the information or instructions are exchanged.
Successful communication occurs when the received meaning is the same as the transmitted
meaning.
Effective Communication
What we see _____
What we hear _____
Words used _____
85
NOTES
PROJECT MANAGEMENT
BARRIERS TO COMMUNICATION
Barriers Options to Overcome
87
NOTES
PROJECT MANAGEMENT
COMMUNICATION PLAN
Below is a typical example of a Communications Plan. Can you think of the required headings
for each column and give a couple of examples and populate the grid.
ID
01
02
03
04
05
89
NOTES
PROJECT MANAGEMENT
LEADERSHIP
Leadership is the ability to establish vision and direction, to influence and align others towards
a common purpose, and to empower and inspire people
The role of leadership in a project will include:
 promoting the project objectives
 encouraging positive relationships

 supporting effective teamwork
 raising morale
 empowering and inspiring individuals
List some skills/qualities that a good leader should have
1. 6.
2. 7.
3. 8.
4. 9.
5. 10.
91
NOTES
PROJECT MANAGEMENT
INFORMATION MANAGEMENT
Information Management is the….
C………………..
S………………..
D……………….
A……………….
D……………….
…of information. It enables teams and stakeholders to use their time, resource and expertise
effectively to make decisions and fulfil their roles.
The presentation of information in an appropriate format. Also a written record, a detailed
account or a verbal account.
93
NOTES
PROJECT MANAGEMENT
REPORTING
The presentation of information in an appropriate format. Also a written record, a detailed
account or a verbal account.
What is the purpose and what are the benefits of project reporting?
95
NOTES
PROJECT MANAGEMENT
PROJECT REVIEWS
A review is a critical evaluation of a deliverable, business case or P3 management process.
Reviews are one of the principal mechanisms by which the quality of deliverables,
performance of management process and the on-going viability of the work assured.
Reviews can be triggered by events e.g. completion of a stage, or by the passage of time e.g.
quarterly reviews. Initial plans and budgets should provide for reviews to be undertaken as
necessary. They may also be carried out as and when required. The following are the main
types of reviews. Discuss the purpose of each.
Gate
Post Project
Benefit
Peer
Project Audits
97
NOTES
PROJECT MANAGEMENT
HANDOVER AND CLOSURE

Handover is point in the life cycle where the deliverables are handed over to the sponsors and
users.
Closure is the formal end of a project either because it has been completed or because it has
been terminated.
What are the activities that are carried out prior to and during:
Handover?:
What are the activities that are carried out during:
Closure?:
99
PROJECT MANAGEMENT
DAY 1 QUESTIONS
30 questions, can you complete them in 30 minutes?
1. Teamwork can be defined as:

a. A process whereby team members communicate effectively.
b. A process whereby people work collaboratively towards a common goal.
c. A process whereby team members’ technical competence is utilised effectively.
d. A process whereby people work independently to complete project tasks.
2. Which one of the following statements is true?

a. Independent reviews and quality audits form part of quality assurance to ensure the project manager delivers
on time and to budget.
b. Quality assurance provides confidence to stakeholders that requirements for quality will be exceeded.
c. Quality control verifies that the project deliverables conform to specification, are fit for purpose and meet
stakeholder expectations.
d. Quality planning enables the project manager to manage the trade-off between customers’ expectations and
budget.
3. Project risk management is best described as:

a. Managing responses to threats.
b. Identifying and acknowledging threats and opportunities.
c. Planning responses to threats.
d. Minimising threats and maximising opportunities.
4. Which one of the following best describes a project issue?

a. A major problem that requires formal escalation.
b. A problem that the project manager has to deal with on a day-to-day basis.
c. An uncertain event that may or may not occur.
d. An opportunity that occurs through change control.
All of the following are features of the project life cycle except:
a.Completion of one or more deliverables characterises the completion of a phase
b.The life cycle defines the phases that the project moves through from beginning to end
c.The transition from one phase to another generally involves some form of management approval
d.The same personnel are involved throughout the project life cycle

a. An increase in project scope is likely to increase project cost.
b. A decrease in the project time is likely to increase project quality.
c. An increase in the project quality requirements is likely to decrease project cost.
d. A decrease in the project cost is likely to decrease project time.
101
7. Which one of the following statements best defines the purpose of a Product Breakdown Structure (PBS)?
a. To define the hierarchy of deliverables that are required to be produced on the project.
b. To define how the products are produced by identifying derivations and dependencies.
c. To establish the extent of work required prior to project commissioning and the handover.
d. To identify the health and safety strategies and procedures to be used on the project.
8. Which one of the following is least likely to be a success criteria?

a. A target for the project to receive zero change requests.
b. The date by which the project is to be completed.
c. Delivery of products that meet required specifications.
d. The awarding of bonuses to senior management.
9. Which one of the following is a valid project Key Performance Indicator (KPI)?
a. Staff appraisals.
b. Management buy in.
c. Milestone achievement.
d. Master schedule.

a. The business case is owned by the sponsor and is created during the concept phase of the project life cycle.
b. The business case is owned by the project manager and is created during the concept phase of the project life
cycle.
c. The business case is owned by the sponsor and is created during definition phase of the project life cycle.
d. The business case is owned by the project manager and is created during the definition phase of the project
life cycle.
11. Who owns the Project Management Plan (PMP)?

a. The project team.
b. The chief executive.
c. The project manager.
d. The project support office.
12. Which one of the following best describes users?

a. Providers of both strategic and tactical direction to the project.
b. Those intended to receive benefits or operate outputs.
c. Facilitators of an appropriate issue resolution procedure.
d. Those providing full-time commitment to the project.
13. Which statement best describes a responsibility of the project manager:

a. To be the sole source of expertise for estimating techniques on cost and time.
b. To deliver the project objectives to enable benefits to be realised.
c. To take ultimate accountability for the delivery of the business benefits.
d. To delegate all accountability for managing time, cost and quality to team leaders.
PROJECT MANAGEMENT
14. A project is typically defined in terms of scope, time, cost and which other parameter?
a. Benefits.
b. Quality.
c. Tolerance.
d. Controls.

a. Business-as-usual activities cannot be improved.
b. Business-as-usual activities are more difficult to manage than projects.
c. Projects are transient endeavours that bring about change to business-as-usual.
d. A project is always the starting point for operation refinement.
16. In project management, the term quality is best defined as:

a. Inspection, testing and measurement.
b. Reviews and audits.
c. Fitness for purpose of deliverables.
d. Professionally-bound project reports.
17. The main outcome of risk identification, in a risk management process, is to:
a. Identify and determine the relative importance of the project risks.
b. Identify and describe all risks that might occur on the project.
c. Identify and determine the responses to the project risks.
d. Identify and describe risks that have occurred on previous projects.
18. Which one of the following is captured in the Work Breakdown Structure (WBS)?
a. The life cycle phases.
b. The logical order of tasks.
c. The scope of the project.
d. Project costs.
19. The justification for the investment to be made in a project is documented in the:
a. Cost Breakdown Structure.
b. Procurement Strategy.
c. Business Case.
d. Project Management Plan.
20. Which one of the following is a responsibility of the project steering group/board?
a. To identify potential problems for the project team to solve.
b. To provide strategic direction and guidance to the sponsor.
c. To manage the project team in all daily activities.
d. To receive and consider daily reports from team members.
103
21. One of the reasons a project life cycle is split into phases is to:
a. Facilitate formal go/no-go decision making during the project.
b. Balance the costs of work in each phase of project development.
c. Mirror the major deployments of resources throughout the project.
d. Chunk work into time periods of similar durations.
22. Which of the following best describes a project environment?

a. The type of organisation concerned with implementation.
b. The structured method used to control the project.
c. The context within which a project is undertaken.
d. An understanding of the risks involved in the project.
23. Which one of the following statements best describes a project?

a. A project is a set of tools and techniques often used when delivering organisational change.
b. A project is the sum of activities needed to remove uncertainty from a unique piece of work.
c. A unique transient endeavour undertaken to achieve a desired outcome.
d. A project is a method of planning work.
24. The process that evaluates overall project performance to provide confidence is called:
a. Quality assurance.
b. Quality planning.
c. Quality control.
d. Quality audit.
25. Which one of the following statements about the project risk register is false?
a. It facilitates the review and monitoring of risks.
b. It facilitates the risk appetite.
c. It facilitates the recording of risk responses.
d. It facilitates the recording of risks.
26. A Responsibility Assignment Matrix (RAM) can be used to:

a. Define the terms of reference of the project manager.
b. Define the limits of the project sponsor’s responsibilities.
c. Allocate risk management response activities to project personnel.
d. Allocate work packages to those responsible for project work.
27. An Organisational Breakdown Structure (OBS) is used to identify:

a. The reporting structure and current availability of all individuals in the project.
b. Technical ability and line of communication for all individuals in the project.
c. Lines of communication and responsibility for all the individual managers in the project.
d. The reporting structure and lines of communication for all individuals in the projects
PROJECT MANAGEMENT
28. Which one of the following best describes project success criteria?
a. Actively seeking some senior management support.
b. Measures by which the success of the project is judged.
c. Achievement of milestones.
d. A motivated project team
29. Which one of the following best describes a project stakeholder?

a. A party who is concerned about the project going ahead.
b. A party with an interest or role in the project or is impacted by the project.
c. A party who has a vested interest in the outcome of the project.
d. A party who has a financial stake in the organisation managing the project.
30. The phases of a project life cycle are;

a. starting, planning, control and closing.
b. concept, definition, development, handover and closure.
c. initiation, definition, planning, monitoring and operations.
d. concept, definition, implementation and operations.
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PROJECT MANAGEMENT
DAY 2 QUESTIONS
30 questions, can you complete them in 30 minutes?
1. What is defined as “the ability to influence and align others towards a common purpose”?
a. Teamwork.
b. Motivation.
c. Management.
d. Leadership.
2. Which one is a true statement relating to project communications?

a. A project sponsor is responsible for all communication methods and media.
b. Different stakeholders typically have different communication needs.
c. It is best to have a standard set of project reports used for every project.
d. Email is the only way to communicate with large numbers of people.
3. Which one of the following is not considered in resource management?

a. Identifying resources.
b. Influencing resources.
c. Assigning resources to activities.
d. Matching resources to the schedule.
4. Which one of the following does project change control primarily seek to ensure?
a. All variance to the project scope is evaluated.
b. No reduction in the perceived quality of the project outcome.
c. Management costs of the project do not increase.
d. Any decrease in the scoped deliverable of the project is rejected.
5. Scheduling can best be defined as the process used to determine:

a. Overall project duration.
b. Project cost estimating.
c. The project management plan.
d. Sub-contractor’s responsibilities.
6. Project reporting can best be defined as:

a. Informing stakeholders about the project.
b. Storing and archiving of project information.
c. Gathering stakeholder feedback.
d. Collecting project information.
107
7. Which one of the following statements best defines an estimate?
a. An approximation of project time and cost targets, refined throughout the project life cycle.
b. A prediction of a future condition or event based on information or knowledge available now.
c. The value of useful work done at any given point in a project to give a measure of progress.
d. A situation that affects or influences the outcome of the project expressed in time or cost terms.
8. What is the visual representation of the projects activities against a calendar called;
a. A Gantt chart.
b. A critical path network.
c. A product flow diagram.
d. A Pareto chart
9. Which one of the following statements best defines procurement?

a. A technique to establish the best approach for obtaining the resources for the project.
b. A group of interrelated resources and activities that transform inputs into outputs.
c. The description of the purpose, form and components to support delivery of a product.
d. The process by which products and services required for the project are acquired
10. The main purpose of the Project Management Plan is to:

a. Provide justification for undertaking the project in terms of evaluating the benefit, cost and risk of alternative
options.
b. Ensure the project sponsor has tight control of the project manager’s activity.
c. Document the outcomes of the planning process and provide the reference document for managing the
project.
d. Document the outcome of the risk, change and configuration management processes.
11. Which of the following statements best describes a project?

a. A project is a set of tools and techniques often used when delivering organisational change.
b. A project is the sum of activities needed to remove uncertainty from a unique piece of work.
c. A unique transient endeavour undertaken to achieve a desired outcome.
d. A project is a method of planning work..
12. An important aim of a post-project review is to:

a. Validate overall progress to date against the budget and schedule.
b. Capture learning and document it for future usage.
c. Ensure acceptance of all permanent documentation, signed by the sponsor.
d. Establish that project benefits have been identified.
PROJECT MANAGEMENT
13. Once a change has been requested what is the next step in the change control process?
a. Evaluate the change.
b. Advise the sponsor.
c. Update the change log.
d. Update the project plan
14. Comparative estimating uses:

a. Current data from similar projects.
b. Historic data from all projects.
c. Historic data from similar projects.
d. Current data from all projects.
15. When a project has completed the handover and closure phase:
a. The project deliverables are ready for commissioning.
b. The project deliverables are ready for handing over to the users.
c. The project documentation must be disposed of.
d. The capability is now in place for the benefits to be realised.
16. A review undertaken to decide whether a project should proceed into its next phase is known as a:
a. Gate review.
b. Feasibility study.
c. Milestone review.
d. Evaluation review
17. The document that identifies what information needs to be shared, to whom, why, when and how is called
the:
a. Communication management plan.
b. Stakeholder mapping grid.
c. Document distribution schedule.
d. Responsibility assignment matrix.
18. Configuration management is best described as:

a. Control in the implementation of changes to project schedules.
b. An organisation to review proposed changes to the project deliverables.
c. Quality control of project deliverables and documentation.
d. Creation, maintenance and controlled change of the project deliverables
19. The accuracy of an estimate should:

a. Decrease as a project progresses through its life cycle.
b. Increase as a project progresses through its life cycle.
c. Stay constant throughout the project life cycle.
d. Vary independently of where the project is in its life cycle
109
20. Which one of the following illustrates why effective project management is beneficial to an organisation?
a. It utilises resources as and when required under direction of a project manager.
b. It advocates employing a consultancy firm which specialises in managing change.
c. It recommends using only highly skilled people in the project team.
d. It ensures that the chief executive is accountable for the achievement of the defined scope.
21. Which one of the following techniques utilises work packages, assigning cost and summing up to provide
an estimate
a. Comparative Estimating
b. Parametric Estimating
c. Bottom Up estimating
d. Strategic Estimating
22. A key aspect of managing a project involves:

a. Defining which operational systems to put in place.
b. Identifying routine tasks.
c. Ensuring ongoing operations are maintained.
d. Planning to achieve defined objectives.
23. Who are project team members primarily accountable to?

a. External stakeholders.
b. The end users.
c. The finance director.
d. The project manager
24. Which one of the following best describes project management?

a. Using APM’s Body of Knowledge 6th edition as a guide to all projects.
b. Employing a project manager who has undertaken similar projects.
c. Utilising team members who can work on a project full time.
d. Application of processes and methods throughout the project life cycle.
25. A communication management plan identifies the relevant information that should be communicated to:
a. The project team.
b. The project stakeholders.
c. The project board.
d. The project sponsor.
26. It is important to understand Total Float because:

a. It describes how much an activity can be delayed before it effects the start date of the subsequent activity.
b. It describes how much an activity can be delayed without effecting the end date of the project.
c. It is calculated by subtracting the Early Finish from the Early Start.
d. It is calculated by subtracting the Late Finish from the Late Start.
PROJECT MANAGEMENT
27. Resource limited scheduling ensures that;

a. The project always finishes on time.
b. All the work is complete.
c. The amount of available resources are not exceeded
d. The project stays on its critical path.
28. Which one of the following is true for the Project Management Plan (PMP)?
a. The Project Management Plan is developed by the project manager and team and owned by the sponsor.
b. A draft of the Project Management Plan is developed by the sponsor at the same time as the business case.
c. The Project Management Plan is developed by the sponsor and owned by the project manager.
d. The Project Management Plan is developed by the project manager and team and owned by the project
manager.
29. The following are true about resource scheduling except;

a. Resource scheduling is used to develop the WBS.
b. The results of resource scheduling can often extend the preliminary project schedule.
c. Resource scheduling can be used to restrict resource usage during certain periods.
d. Resource scheduling seeks to smooth resource requirement profiles
30. Which one of the following examples is not normally a milestone?

a. Placement of a contract with a key supplier.
b. Delivery of an important work package that will trigger a stage payment to the supplier.
c. All activities on the critical path.
d. The project management plan sign off.
111
PROJECT MANAGEMENT
GLOSSARY
This glossary is made up of terms used in the sixth edition of the APM
Body of Knowledge only. Definitions are provided where terms used
are unique to the profession, or have a unique meaning in the
profession.
See overleaf…
113
PROJECT MANAGEMENT INTRODUCTORY
CERTIFICATE
Accept A response to a threat where no course of action is taken.
Acceptance Criteria The requirements and essential conditions that have to be achieved before a
deliverable is accepted
Activity 1. A task, job, operation or process consuming time and possibly other resources.
2. The smallest self-contained unit of work in a project.
Activity Duration The length of time that it takes to complete an activity.
Activity-on-node network A network diagram where the activities are represented by the nodes.
Actual Expenditure The costs that have been charged to the budget and for which payment has been
made, or accrued.
Actual Progress A measure of the work that has been completed for comparison with the baseline.
Analogous Estimating See comparative estimating.
REFERENCE SECTION
Analytical Estimating See bottom up estimating.
Avoid A response to a threat that eliminates its probability or impact on the project.
Baseline The reference levels against which a project, programme or portfolio is monitored
and controlled.
Benefit The quantifiable and measurable improvement resulting from completion of

deliverables that is perceived as positive by a stakeholder. It will normally have a
tangible value, expressed in monetary terms that will justify the investment
Benefits Management The identification, definition, planning, tracking and realisation of business
benefits.
Benefits Realisation The practice of ensuring that benefits are derived from outputs and outcomes.
Board A body that provides sponsorship to a project, programme or portfolio. The board
will represent financial, provider and user interests.
Bottom-up Estimating An estimating technique that uses detailed specifications to estimate time and
cost for each product or activity.
Breakdown Structure A hierarchical structure by which project elements are broken down, or
decomposed. Examples include: cost breakdown structure (CBS), organisational
breakdown structure (OBS), product breakdown structure (PBS), and work
breakdown structure (WBS).
Business-As-Usual An organisation’s normal day-to-day operations.
Business Case Provides justification for undertaking a project or programme. It evaluates the
benefit, cost and risk of alternative options and provides a rationale for the
preferred solution.
Change Control The process through which all requests to change the baseline scope of a project,
programme or portfolio are captured, evaluated and then approved, rejected or
deferred.
Change Management Change management is a structured approach to moving an organisation from the
current state to the desired future state.
A1
CERTIFICATE
Change Register A record of all proposed changes to scope.
Change Request A request to obtain formal approval for changes to the scope of work.
Closure The formal end point of a project or programme, either because it has been
completed or because it has been terminated early.
Communication The means by which information or instructions are exchanged. Successful

communication occurs when the received meaning is the same as the transmitted
meaning.
Comparative Estimating An estimating technique based on the comparison with, and factoring from, the
cost of similar, previous work.
Concept Concept is the first phase in the project or programme life cycle. During this phase
the need, opportunity or problem is confirmed, the overall feasibility of the work
is considered and a preferred solution identified.
Configuration Functional and physical characteristics of a product as defined in its specification.
Configuration Configuration management encompasses the administrative activities concerned

Management with the creation, maintenance, controlled change and quality control of the
scope of work.
Context A collective term for the governance and setting of a project, programme or
portfolio.
Contingency Resource set aside for responding to identified risks.
Contract An agreement made between two or more parties that creates legally binding
obligations between them. The contract sets out those obligations and the actions
that can be taken if they are not met.
Critical Path A sequence of activities through a network diagram from start to finish, the sum of
whose durations determines the overall duration. There may be more than one
such path.
Critical Path Analysis The procedure for calculating the critical path and floats in a network diagram.
Definition The second phase of a project or programme life cycle where requirements are
refined, the preferred solution is identified and ways of achieving it are identified.
Deliverable A product, set of products or package of work that will be delivered to, and
formally accepted by, a stakeholder.
Dependency A relationship between activities in a network diagram.
Enhance A response to an opportunity that increases its probability, impact or both.
Environment The circumstances and conditions within which the project, programme or
portfolio must operate.
Escalation The process by which issues are drawn to the attention of a higher level of
management.
Estimate An approximation of time and cost targets, refined throughout the life cycle.
Estimating The use of a range of tools and techniques to produce estimates.

CERTIFICATE
Estimating Funnel A representation of the increasing levels of estimating accuracy that can be
achieved through the phases of the life cycle.
Exploit A response to an opportunity that maximises both its probability and impact.
Extended Life Cycle A life cycle model that includes the operation of outputs and realisation of
benefits.
Finish-to-finish A dependency in an activity-on-node network. It indicates that one activity cannot
finish until another activity has finished.
Finish-to-start A dependency in an activity-on-node network. It indicates that one activity cannot

start until another activity has finished.
Float A term used to describe the flexibility with which an activity may be rescheduled.
There are various types of float, such as total float and free float.
Gantt Chart A graphical representation of activity against time. Variations may include
information such as ‘actual vs. planned’, resource usage and dependencies.
REFERENCE SECTION
Gate The point between phases, gates and/or tranches where a go/ no go decision can
be made about the remainder of the work.
Go/No Go A form of control where a decision is made whether or not to continue with the
work.
Handover The point in the life cycle where deliverables are handed over to the sponsor and
users.
Information Management The collection, storage, dissemination, archiving and destruction of information. It
enables teams and stakeholders to use their time, resource and expertise
effectively to make decisions and to fulfil their roles.
Investment Appraisal A collection of techniques used to identify the attractiveness of an investment.
Issue A formal issue occurs when the tolerances of delegated work are predicted to be
exceeded or have been exceeded. This triggers the escalation of the issue from
one level of management to the next in order to seek a solution.
Leadership The ability to establish vision and direction, to influence and align others towards
a common purpose, and to empower and inspire people to achieve success.
Lessons Learned Documented experiences that can be used to improve the future management of
projects, programmes and portfolios.
Life Cycle The inter-related phases of a project, programme or portfolio and provides a
structure for governing the progression of work.
Milestone A key event selected for its importance in the schedule.
Monte Carlo Analysis A technique used to estimate the likely range of outcomes from a complex process
by simulating the process under randomly selected conditions a large number of
times.
A3
CERTIFICATE
Network Analysis A collective term for the different ways in which a network diagram may be
analysed including, for example, critical path analysis, program evaluation and
review technique, and critical chain.
Network Diagram A model of activities and their dependencies comprising nodes and links.
Objectives Predetermined results towards which effort is directed. Objectives may be defined
in terms of outputs, outcomes and/or benefits.
Opportunity A positive risk event that, if it occurs, will have a beneficial effect on achievement
of objectives.
Organisation The management structure applicable to the project, programme or portfolio and
the organisational environment in which it operates.
Outcome The changed circumstances or behaviour that results from the use of an output.
Output The tangible or intangible product typically delivered by a project.
Parametric Estimating An estimating technique that uses a statistical relationship between historic data
and other variables to calculate an estimate.
Phase The major subdivision of a life cycle.
Planning Determines what is to be delivered, how much it will cost, when it will be
delivered, how it will be delivered and who will carry it out.
Portfolio A grouping of an organisation’s projects and programmes. Portfolios can be

managed at an organisational or functional level.
Portfolio Management The selection, prioritisation and control of an organisation’s projects and
programmes in line with its strategic objectives and capacity to deliver.
Precedence Network A network diagram in which activities are represented by rectangles (nodes) and
their dependencies are represented by arrows.
Procurement Procurement is the process by which products and services are acquired from an
external provider for incorporation into the project, programme or portfolio.
Programme A group of related projects and change management activities that together
achieve beneficial change for an organisation.
Programme Management The coordinated management of projects and change management activities to
achieve beneficial change.
Project A unique, transient endeavour undertaken to achieve planned objectives.
Project Management The application of processes, methods, knowledge, skills and experience to
achieve the project objectives.
Project Management Plan The output of the definition phase of a project or programme.
(PMP)
Provider A person or company that provides goods or services.

CERTIFICATE
Quality The fitness for purpose or the degree of conformance of the outputs of a process
or the process itself.
Quality Management A discipline for ensuring the outputs, benefits and the processes by which they are
delivered, meet stakeholder requirements and are fit for purpose.
Reduce A response to a threat that reduces its probability, impact or both
Reject A response to an opportunity where no action is taken.
Reports 1. The presentation of information in an appropriate format (e.g. management

report). 2. A written record or summary, a detailed account or statement, or a
verbal account.
Resource Allocation The process by which resources are attributed to activities.
Resource Levelling A scheduling calculation that delays activities such that resource usage is kept
below specified limits. It is also known as resource limited scheduling.
REFERENCE SECTION
Resources All those items required to undertake work including people, finance and
materials.
Resource Scheduling A collection of techniques used to calculate the resources required to deliver the
work and when they will be required.
Resource Smoothing A scheduling calculation that involves utilising float or increasing or decreasing the
resources required for specific activities, such that any peaks and troughs of
resource usage are smoothed out. This does not affect the overall duration. It is
also known as time limited resource scheduling.
Responsibility Assignment A diagram or chart showing assigned responsibilities for elements of work. It is
Matrix created by combining the work breakdown structure with the organisational
breakdown structure.
Reviews A review is a critical evaluation of a deliverable, business case

or P3 management process
Risk The potential of an action or event to impact on the achievement of objectives.
Risk Analysis An assessment and synthesis of risk events to gain an understanding of their
individual significance and their combined impact on objectives.
Risk Management A process that allows individual risk events and overall risk to be understood and
managed proactively, optimising success by minimising threats and maximising
opportunities.
Risk Event An uncertain event or set of circumstances that would, if it occurred, have an
effect on the achievement of one or more objectives.
Risk Register A document listing identified risk events and their corresponding planned
responses.
Risk Response An action or set of actions to reduce the probability or impact of a threat, or to
increase the probability or impact of an opportunity.
A5
CERTIFICATE
Schedule A timetable showing the forecast start and finish dates for activities or events
within a project, programme or portfolio.
Scope The totality of the outputs, outcomes and benefits and the work required to
produce them.
Scope Management The process whereby outputs, outcomes and benefits are identified, defined and
controlled.
Share A response to an opportunity that increases its probability, impact or both by

sharing the risk with a third party.
Sponsorship An important senior management role. The sponsor is accountable for ensuring
that the work is governed effectively and delivers the objectives that meet
identified needs.
Stakeholder The organisations or people who have an interest or role in the project,
programme or portfolio, or are impacted by it.
Stakeholder Management The systematic identification, analysis, planning and implementation of actions
designed to engage with stakeholders.
Start-to-finish A dependency in an activity-on-node network. It indicates that one activity cannot

finish until another activity has started.
Start-to-start A dependency in an activity-on-node network. It indicates that one activity cannot

start until another activity has started.
Statement of Work An annex to the main body of a contract that defines the detail of deliverables,
timescales and management procedures.
Success Criteria The qualitative or quantitative measures by which the success of P3 management
is judged.
Success Factors Management practices that, when implemented, will increase the likelihood of
success of a project, programme or portfolio. The degree to which these practices
are established and embedded within an organisation indicates its level of
maturity.
Teamwork A group of people working in collaboration or by cooperation towards a common

goal.
Threat A negative risk event; a risk event that if it occurs will have a detrimental effect on
the objectives.
Total float Time by which an activity may be delayed or extended without affecting the
overall duration or violating a target finish date.
Transfer A response to a threat that reduces its probability, impact or both by transferring
the risk to a third party.
Users The group of people who are intended to receive benefits or operate outputs.
Work Package A group of related activities that are defined at the same level within a work
breakdown structure.
CERTIFICATE
REFERENCE SECTION
A7
PERSONAL ACTION PLAN
Benefit to
What I am going to do When I will do it
me/company

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PROJECT MANAGEMENT FUNDAMENTALS

AIMS AND OBJECTIVES

WHAT CAN YOU EXPECT?

KEY TO USING WORKSHOP MATERIALS

ADDITIONAL REFERENCE MATERIAL

20|20 – LEARNING AND DEVELOPMENT

20|20’S PROJECT MANAGEMENT

QUALIFICATIONS AND ACCREDITATION

Communicate Openly and Honestly

Maintain a Positive Attitude

Switch off mobile phones and computers

What are the added challenges for a Project Team?

Discuss in your teams what you believe the definition of a project to be

Projects Business As Usual

PROGRAMME AND PORTFOLIO

Portfolios can be managed at an organisational or functional level and address three

PROJECT LIFE CYCLE

What are the reasons for structuring projects into phases?

(Source APM Body of Knowledge 6th edition)

Stakeholder Analysis Grid

Keep satisfied Manage Closely

Monitor Keep Informed

Key Performance Indicators 1.

What benefits may be derived from the case study project?

In the space below answer the following questions.

Which project roles would be involved in the Business Case?

PROJECT MANAGEMENT PLAN

Who approves the PMP?

What would be the typical contents of a PMP?

What are the benefits of a PMP?

RISK IDENTIFICATION &

The P & I Matrix

Risk No. Response

Issue Description Impact on Project Resolution Options Owner Final Outcome

(Source APM Body of Knowledge 6th Edition)

What are the 4 steps involved?

(Source APM Body of Knowledge 6th Edition)

“Scope comprises the totality of the ___________, _________ and

Work Breakdown Structure

Canary Wharf Station

2.0 Build Coffer 4.0 Build

3.4 Work Package

Product Breakdown Structure

Canary Wharf Station

Legal Documents Designs Materials Equipment PMP ...

Cost Breakdown Structure

Canary Wharf Station

Contractors Materials Equipment Expenses

Entertainment Travel Accommodation

(Source APM Body of Knowledge 6th Edition)

Bottom up/ Analytical

(Source APM Body of Knowledge 6th Edition)

(Source APM Body of Knowledge 6th Edition)

(Source APM Body of Knowledge 6th Edition)

Even the best made plans will be likely to change

What would the sources or causes of change in a project?

As the Project Manager

 To ensure this change is managed appropriately, you need to design a change

Identification – involves breaking down the project into component parts or

Status Accounting – This tracks the current status of a configuration, providing

Verification & Audit – This is used to determine whether a deliverable conforms to

What we see _____

What we hear _____

“Scope comprises the totality of the ___, _ and