24 competences / learning objectives · 73 learning outcomes (72 listed here; the official handbook at apm.org.uk is canonical). The exam has 40 questions; each learning outcome is asked at most once per paper (Training ByteSize, SRC_0061) — so every outcome is potentially one question.
1) Life cycles: understand the distinct life cycle stages used to structure and organise a project
Understand the distinctive features of linear, iterative and hybrid life cycles (including why projects are structured as phases in linear life cycles) and know when each is applicable
Knowledge of the differences between a project life cycle and an extended life cycle
Understand how the context and culture of an organisation, and the needs of a specific project, influence the choice of life cycle and any adaptations that may be needed to the life cycle
Knowledge of the strengths and limitations of different life cycles. Handbook Learning outcome
2) Governance arrangements Understand governance structures as a framework of authority and accountability for the delivery of a project, which align with organisational practice.
Knowledge of different types of permanent and temporary organisation structures and their features (including functional, matrix, and project). and Know that an organisation’s governance approach will inform the approach used for a project
Understand why there are distinct roles within project management and know the responsibilities of each role (including users, project team members, the project manager, the project steering group/board and the product owner). and Understand the differences in responsibilities of the project manager and project sponsor throughout the project
Understand why aspects of project management governance are required (such as the use of policies, regulations, functions, processes, procedures and delegated responsibilities). and Understand the impact of a project’s life cycle on its governance framework and the limits of financial authority
Understand the importance of linking projects to an organisation’s objectives
3) Sustainability Understand sustainability as balancing the environmental, social, economic and administrative consideration that will impact a project.
Understand why sustainability responsibilities, principles and priorities are considered within a project and the impact they may have
Knowledge of how sustainability measures are monitored and reported s on
4) Business case Understand a business case as the justification for the initiation, investment and/o continuation of a project in terms of benefits, costs and risks. Preparing for change
Knowledge of the tools and techniques used to determine factors which influence and impact a project’s business case (including PESTLE, SWOT and VUCA). r
Understand the importance of regularly reviewing the impact of any changes in a project to the business case. and Know that the business case forms the baseline for the project
5) Procurement Understand procurement as securing the provision of resources, choosing strategies for obtaining bes value from supply chains.
Know the stages of a supplier selection process, including how to plan the procurement process and conduct negotiations (for example ZOPA, BATNA and ‘Win Win’)
Know the features of different contractual relationships. and Understand why different methods of supplier reimbursement are used and when it is appropriate to use them (including fixed price, cost plus fee, per unit quantity and target cost). Handbook Learning outcome
6) Reviews Understand reviews as a way of gathering information to provide an assessment on the status of a project and the ongoing viability of the work.
Understand the benefits of conducting reviews throughout the life cycle (including decision gates, benefits reviews and audits)
Know the factors which would typically be reported on to help ensure successful project outcomes
Understand the importance of producing information and collecting data to inform decision making and communicate actions and decisions to stakeholders
Understand why activities may be re-planned after a review
7) Assurance Understand assurance as the ability to provide confidenc to the governance board that a project is on track to del objectives.
Know the purpose of assurance within a project; including awareness of the scope, priorities and strategic aims of assurance activities. e iver
8) Transition management Understand transition management as integration of the outputs of a project into business-as-usual.
Know the basic requirements needed to support a successful transition, including considering business-as-usual throughout a project and planning for transition from the outset of the project
Understand the importance of knowledge transfer in the transition process; this includes learning from experience and continuous improvement
Understand how to engage stakeholders to agree a transition plan, including transfer of risks
9) Benefits management Understand benefits management as monitoring of benefits realisation throughout a project. People and behaviours
Understand what is meant by benefits management (including identification, definition, planning, tracking and realisation)
Understand the importance of aligning benefits with strategic objectives and ways in which the benefits of a project can be communicated to stakeholders
10) Stakeholder engagement and communication management: work with people internally and externally to achieve intended outcomes
Understand the relationship between stakeholder analysis, influence and engagement.
Understand the relationship between stakeholder analysis and an effective communication management plan.
Understand the benefits to a project of a communication plan.
Understand the importance of managing stakeholder expectations to the success of the project.
Know the range of communication methods available and understand the importance of tailoring messaging to meet stakeholder requirements.
Know the factors which can positively or negatively affect communication.
11) Conflict resolution Understand conflict resolution as the ability to identify and address differences between individuals and/or interest groups.
Know the sources of conflict within a project
Understand that conflict can have both positive and negative impacts within a project
Know ways in which conflict can be addressed in different situations (such as Thomas Kilmann Conflict Mode Instrument). Handbook Learning outcome
12) Leadership Understand leadership as ways to empower and inspire others to deliver successful projects.
Understand how leadership impacts on team performance and motivation (using models such as Maslow, Herzberg and McGregor)
Understand why it may be necessary to change leadership styles depending upon the situation
Understand the importance of a coaching and mentoring style in leadership, and the role of emotional intelligence
13) Team management Understand team management as the ability to work with team members to create and sustain teams.
Know the different stages in the development of a team, including creation, development, maintenance and leadership, and understand the factors which influence these stages. and Knowledge of the models that are used to understand team development (such as Belbin, Margerison McCann, Myers-Briggs, Hackman, Tuckman, Katzenbach and Smith)
Know the characteristics and benefits of effective teams and teamwork
Understand why different leadership approaches are needed to support virtual and hybrid teams
14) Diversity and inclusion Understand diversity and inclusion as the ability to build and maintain an inclusive environment that embraces a diverse culture.
Knowledge of diversity, including characteristics which may cause a person to be treated less favourably, such as: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation
Understand why incorporating diversity into all parts of a project, from team members to customers, is a factor in creating a positive working environment. and Understand the importance of embracing diverse thinking in teams as a means of generating innovative solutions
Understand how conscious and unconscious bias can affect actions. and Know how to treat people fairly, including adapting behaviours to support individuals’ needs and facilitate their contributions
15) Ethics, compliance and professionalism Understand ethics, compliance and professionalism as the ability to work consistently in a moral, legal and social responsible manner. Planning and managing deployment
Understand the importance of continuing professional development, which should cover both knowledge, skills and behaviours, and the individual’s role in identifying and addressing their own competence gaps
Knowledge of the sources of specialist advice and standards that need ly to be adhered to
Understand the impact of the legal and regulatory landscape on projects (such as the impact on working conditions, risk management, governance and sustainability)
16) Requirements management Understand requirements management as the ability to capture and monitor the requirements of a project.
Understand how to establish scope through requirements management processes (such as gather, analysis, justifying requirements and baseline needs)
Understand how to manage scope through configuration management processes (such as planning, identification, control, status accounting and verification audit). Handbook Learning outcome
17) Solutions development Understand solutions development as the ability to determine the optimal solution to satisfy agreed requirements.
Understand how to evaluate and prioritise requirements in order to deliver the optimal solution. and Understand the different approaches for different life cycle models, e.g. the use of MVP and MMP in iterative life cycles
18) Quality management Understand quality management as the ability to ensure that outputs are delivered in accordance with requirements.
Understand what is meant by quality planning, including an understanding of quality indicators and how these relate to the business case
Knowledge of how quality control techniques are used to determine whether success criteria are met
19) Integrated planning Understand integrated planning as the ability to incorporate multiple plans and processes into an integrated project management plan.
Know the format for an effective integrated project management plan and its typical contents
Understand the importance of producing an integrated project management plan
20) Schedule management Understand schedule management as the ability to undertake time-based planning with an emphasis on activities and resource.
Know how to define scope in terms of outputs, outcomes and benefits (including use of product, work and cost breakdown structures)
Understand there are links and dependencies between activities within a project and business-as-usual activities, for example business- as-usual activities, costs, quality, risks and scope can all impact the schedule for the project
Understand the reasons for and benefits of re-estimating, and schedule optimisation, throughout the project life cycle
21) Resource management Understand resource management as the ability to identify and schedule the required internal and extern resources.
Know how to determine the resources required and their availability to deliver activities within a project
Understand how an organisational breakdown structure is used to al create a responsibility assignment matrix (RACI)
Understand how resources are categorised and allocated to both linear and iterative life cycle schedules
Know the differences between resource smoothing and resource levelling
22) Budgeting and cost control Understand budgeting and cost control as the ability estimate costs, develop and agree budgets and monitor actual costs against forecas costs.
Know how to create a budget (including the use of a cost breakdown structure) and the different costs included in a budget (fixed, variable, to direct, indirect etc.)
Know how to forecast and refine budgets using cost control techniques t e.g. earned value
Know how to monitor and report financial performance (including different types of financial reports)
Know how to close down finances at the end of a project. Handbook Learning outcome
23) Risk and issue management Understand risk and issue management as the ability to identify and monitor risk (threats and opportunities); plan responses to those risk and respond to issues.
Understand the benefits of risk and issue management and the role of contingency planning in projects.
Understand the purpose and importance of each stage in a risk management process (identification, analysis, monitoring, escalation, response, closure) and an issue management process (logging and analysis, escalation and assignment of actions), and why these stages differ between linear and iterative life cycles.
Know proactive and reactive responses to risks (such as avoid, reduce, transfer or accept and exploit, enhance, share or reject).
Understand why governance in risk and issue management is important.
24) Change control Understand change control as the ability to manage variations and change requests in a controlled way
Understand the purpose and importance of each stage of a typical change control process (such as request, initial evaluation, detailed evaluation, recommendation, update plans and implement). and . Understand where these stages are different for linear and iterative life cycles
Know what should be captured and recorded in change requests
Know ways to assess options related to a proposed change and the high-level impact of the proposed change
Understand how to justify recommendations about whether to approve, reject or defer changes
Understand the importance of updating plans and schedules to reflect and communicate changes