Association for Project Management Qualification (APM PMQ) Roles, Responsibilities and Stakeholders Syllabus

What are the main components/elements of a basic communication model?

A sender encodes a message and transmits it through a medium/channel to a receiver, who decodes it; feedback confirms understanding. 'Noise' (barriers/distortion) can interfere at any point.

Give examples of barriers ('noise') to effective communication.

Jargon and ambiguous language, cultural and language differences, physical distance, information overload, distractions/interruptions, emotional state, poor channel choice, and lack of feedback.

What is a communication management plan?

It is a document that defines how communication will be handled on a project — setting out who needs what information, why, when, in what format, through which medium, and who is responsible for sending it.

What key questions does a communication management plan answer?

Who (audience), What (information/content), Why (purpose), When (frequency/timing), How (medium/method), and by Whom (responsibility). It may also cover the level of detail and feedback mechanisms.

Why is feedback an essential part of the communication process?

Feedback confirms that the message was received and correctly understood, allowing the sender to clarify or correct misunderstandings. Without feedback, communication is one-way and errors go undetected.

Define leadership in the project context.

Leadership is the ability to establish vision and direction, and to influence and align people, gaining their commitment and motivating them to achieve the project's objectives.

What is the difference between leadership and management?

Management is about planning, organising and controlling resources to deliver objectives (doing things right). Leadership is about setting vision/direction and inspiring and motivating people to follow (doing the right things). A project manager needs both.

Name several key behaviours/principles of effective project leadership.

Setting clear vision and direction, leading by example, communicating openly, motivating and empowering the team, providing support and feedback, building trust, being decisive, and adapting style to the situation.

What is situational leadership and why is it relevant to project managers?

Situational leadership is the principle that effective leaders adapt their style to the maturity, competence and motivation of individuals and the demands of the situation. It is relevant because project teams and conditions change throughout the life cycle, requiring flexible leadership.

List factors that influence team performance.

Clear shared goals/objectives, leadership style, team size and composition, mix of skills and roles, communication, trust and relationships, motivation, the working environment, available resources, and external pressures or constraints.

How does team size affect performance?

Teams that are too small may lack skills and capacity, while teams that are too large suffer from communication difficulties, coordination overhead and reduced individual accountability. An appropriately sized team optimises communication and effectiveness.

State the five stages of Tuckman's model of team development in order.

1) Forming, 2) Storming, 3) Norming, 4) Performing, 5) Adjourning (also called Mourning/Transforming).

Describe the 'Forming' stage of Tuckman's model.

In Forming, the team comes together, members are polite and dependent on the leader, roles and goals are unclear, and there is little real work as people get to know each other. The leader provides clear direction.

Describe the 'Storming' stage of Tuckman's model.

In Storming, conflict and competition emerge as members challenge ideas, roles and authority. Tensions arise over goals and approaches. The leader must coach, manage conflict and keep the team focused on objectives.

Describe the 'Norming' stage of Tuckman's model.

In Norming, the team resolves differences, agrees ways of working, roles become clear, trust and cohesion grow, and members cooperate. The leader can be more facilitative and start delegating.

Describe the 'Performing' stage of Tuckman's model.

In Performing, the team is mature, motivated and highly effective, working largely autonomously toward shared goals with high trust. The leader delegates and focuses on overall progress and removing obstacles.

What happens in the 'Adjourning' stage of Tuckman's model?

Adjourning (Mourning) occurs when the task is complete and the team disbands. Members move on; there may be a sense of loss. The leader recognises achievements, captures lessons and supports transition.

How should a leader's style change as a team moves through Tuckman's stages?

It typically shifts from directing (Forming) to coaching (Storming) to facilitating/supporting (Norming) to delegating (Performing) — providing less hands-on direction as the team matures and becomes self-managing.

What is the central idea of Maslow's Hierarchy of Needs?

Maslow proposes that human needs are arranged in a hierarchy, and lower-level needs must be largely satisfied before higher-level needs motivate behaviour. People are motivated by the next unmet level up the hierarchy.

List Maslow's five levels of need from lowest to highest.

1) Physiological, 2) Safety/Security, 3) Social/Belonging (love), 4) Esteem, 5) Self-actualisation.

What does Herzberg's Two-Factor (Motivation-Hygiene) theory state?

Herzberg distinguishes hygiene factors (e.g. pay, conditions, security, supervision) which cause dissatisfaction if poor but do not motivate, from motivators (e.g. achievement, recognition, responsibility, growth) which actively drive satisfaction and motivation.

Give examples of Herzberg's hygiene factors and motivators.

Hygiene factors: salary, company policy, working conditions, job security, supervision, relationships. Motivators: achievement, recognition, the work itself, responsibility, advancement and personal growth.

Summarise McGregor's Theory X and Theory Y.

Theory X assumes people inherently dislike work, avoid responsibility and need to be controlled and coerced. Theory Y assumes people are self-motivated, seek responsibility and can be trusted with autonomy. The chosen view shapes management style.

What does McClelland's theory identify as three key drivers of motivation?

The need for Achievement (nAch), the need for Affiliation (nAff), and the need for Power (nPow). Individuals are motivated to differing degrees by each, and tasks/roles should align with the dominant need.

How can a project manager apply motivation theory in practice?

By understanding individual needs, providing recognition and meaningful/challenging work, ensuring fair pay and good conditions (hygiene), giving responsibility and growth opportunities, setting clear goals, and matching tasks to what drives each person.

What are the characteristics of a high-performing team?

Shared clear goals, mutual trust and respect, open communication, complementary skills and defined roles, high commitment and accountability, effective conflict resolution, strong cohesion, and consistent delivery of results.

What actions help build and sustain a high-performing team?

Setting a clear shared vision and goals, defining roles, building trust, encouraging open communication, empowering and developing members, recognising achievement, managing conflict constructively, and providing ongoing support and feedback.

Why are clearly defined roles and responsibilities important for team performance?

They prevent duplication and gaps in work, clarify accountability, reduce conflict over ownership, and ensure everyone understands their contribution to objectives — improving efficiency and collaboration. Tools like a RACI chart help define them.

What is a RACI chart and how does it support roles and responsibilities?

A RACI chart is a responsibility assignment matrix mapping tasks against people, classifying each as Responsible, Accountable, Consulted or Informed. It clarifies who does the work, who is ultimately answerable, who is consulted, and who is kept informed.

How does conflict relate to team performance, and how should it be handled?

Some conflict (e.g. in Storming) is natural and can be constructive if it surfaces issues and ideas. It should be managed openly and early through communication, negotiation and focusing on shared goals; unmanaged conflict damages trust and performance.

Why must stakeholder analysis and engagement be reviewed throughout the project, not just once?

Because stakeholders, their power, interest and attitudes change as the project progresses and as the environment shifts. Regular review keeps the engagement strategy relevant, maintaining support and managing emerging risks.