Association for Project Management Qualification (APM PMQ) Setting Up and Structuring the Project Syllabus

Setting Up and Structuring the Project syllabus — full chapter and topic list

Expand any chapter to see its topics and sub-topics. This is the whole examinable outline for Setting Up and Structuring the Project in Association for Project Management Qualification (APM PMQ), not a summary of it.

1. 1

   Project Management Fundamentals and Context

   5 topics

   • Defining projects, programmes and portfolios
     • Distinguishing projects from business-as-usual operations
     • Characteristics: temporary, unique, change-driven
     • Relationship between projects, programmes and portfolios
   • Project management and its value
     • Why projects fail and why structured management helps
     • Benefits of applying project management
   • Programme and portfolio management distinctions
     • Programme management for coordinated change and benefits
     • Portfolio management for strategic alignment and prioritisation
   • The project environment (PESTLE)
     • Political, economic, social, technological factors
     • Legal and environmental factors
   • Operational versus project work
2. 2

   Project Life Cycles

   5 topics

   • Phases of a linear life cycle
     • Concept, definition, deployment, transition phases
     • Extended life cycle and adoption phase
   • Linear, iterative and hybrid life cycles
     • Predictive (waterfall) versus iterative approaches
     • Selecting an appropriate life cycle
   • Phase gates and decision points
     • Gate reviews and go/no-go decisions
     • Authorising progression between phases
   • Benefits of dividing a project into phases
   • Reviews within the life cycle
     • Decision gates versus benefits reviews
     • Post-project and post-implementation reviews
3. 3

   Governance and Structures

   5 topics

   • Project governance principles
     • Governance versus management
     • Aligning the project with organisational policy
   • Organisational structures and their impact
     • Functional, matrix and project structures
     • Effect of structure on authority and resources
   • The business case and its role in governance
     • Purpose and ownership of the business case
     • Whole life costs, benefits and dis-benefits
     • Reviewing the business case through the life cycle
   • Project office and PMO functions
   • Deployment baseline and management plans

Setting Up and Structuring the Project flashcards for Association for Project Management Qualification (APM PMQ)

20 of 50 cards from the Setting Up and Structuring the Project deck — real questions with worked answers.

1. What is the APM definition of a project?

   A unique, transient endeavour undertaken to bring about change and to achieve planned objectives. It has a defined beginning and end, specific objectives, and is constrained by time, cost and quality.

2. How does APM define a programme?

   A group of related projects and change management activities that together achieve beneficial change for an organisation. Its focus is on delivering outcomes and benefits, not just outputs.

3. How does APM define a portfolio?

   A grouping of an organisation's projects, programmes and related business-as-usual activities, taking into account resource constraints. Portfolios are selected, prioritised and controlled to align with strategic objectives.

4. List the three main differences between a project and a programme.

   Projects deliver outputs (a defined product/result), are time-bound, and have lower complexity/uncertainty. Programmes deliver outcomes and benefits, coordinate multiple projects, run longer, and involve greater complexity and strategic alignment.

5. What is the key distinction between programme management and portfolio management?

   Programme management coordinates related projects to deliver a specific strategic outcome/benefit. Portfolio management selects and prioritises ALL projects and programmes to optimise the use of resources and align the entire investment with corporate strategy ('doing the right work').

6. Define project management according to APM.

   The application of processes, methods, skills, knowledge and experience to achieve specific project objectives according to acceptance criteria within agreed parameters of time, cost and quality.

7. State three reasons project management adds value to an organisation.

   It improves the likelihood of achieving objectives, ensures efficient and best-value use of resources, provides control and visibility (governance), manages risk, and satisfies stakeholders' differing needs.

8. Distinguish between an output, an outcome and a benefit.

   An output is the tangible/intangible deliverable a project produces. An outcome is the changed state resulting from using outputs. A benefit is the measurable improvement (resulting from an outcome) that is perceived as an advantage by a stakeholder.

9. What does the acronym PESTLE stand for?

   Political, Economic, Sociological (Social), Technological, Legal and Environmental factors of the external project environment.

10. Why is PESTLE analysis used in project management?

    To identify and assess external environmental factors that may affect a project, helping to anticipate risks and opportunities and ensure the project remains viable in its wider context.

11. Give an example of a 'Political' and a 'Legal' factor in a PESTLE analysis.

    Political: government policy changes, taxation, trade restrictions. Legal: health and safety law, employment law, contract law, data protection (e.g. GDPR) compliance requirements.

12. What is the difference between the internal and external project environment?

    The internal environment consists of factors within the host organisation (culture, structure, resources, processes). The external environment consists of factors outside the organisation, typically analysed using PESTLE.

13. Compare operational (business-as-usual) work with project work.

    Operational work is ongoing, repetitive and produces the same output to sustain the business. Project work is unique, transient (has a start and end) and produces a one-off change/output. Projects deliver change; operations sustain it.

14. Why is it important to distinguish project work from operational work?

    They require different management approaches, governance and skills. Confusing them risks applying steady-state controls to change activity (or vice versa), poor resource allocation, and benefits not being embedded into operations.

15. What is a project life cycle?

    The series of phases that a project passes through from its start to its closure, providing a structured framework for managing, controlling and delivering the project.

16. Name the four typical phases of a linear (sequential) project life cycle.

    Concept, Definition, Deployment (Development/Implementation), and Transition (Handover and Closure). Some models add an extended phase covering benefits realisation.

17. What happens during the 'Concept' phase of a linear life cycle?

    The need or opportunity is identified, the outline business case is developed, feasibility is assessed, and a decision is made on whether the project is worth investigating further.

18. What is the main purpose of the 'Definition' phase?

    To develop the detailed business case and the project management plan (PMP), defining how the project will be executed, monitored and controlled before significant resources are committed.

19. What occurs during the 'Transition' (handover and closure) phase?

    The completed deliverables are handed over to the sponsor/users/operations, acceptance is gained, the project is formally closed, resources are released, and lessons learned are captured.

20. Describe a linear life cycle and when it is most appropriate.

    A life cycle where phases run in sequence, each completed before the next begins, with the full output delivered at the end. Best suited to projects with well-defined, stable requirements and low uncertainty.

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