APM Project Fundamentals · 7th edition The command verb changed to align the AC to the APM Body of Knowledge 7th edition Glossary 1.3.5 (Sponsorship) 1.3.8 (Temporary Structures)

APM ProjectFundamentalsQualification (PFQ)

Syllabus: Changes from APM Body of Knowledge 6th edition to APM Body of Knowledge 7th edition

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APM Project Fundamentals Qualification

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The syllabus provides a summary of the coverage of the qualification; the details are then found in the learning outcomes and assessment criteria. Both the syllabus and the learning outcomes and assessment criteria are aligned to the APM Body of Knowledge 7th edition, but the presentation of the content better reflects teaching approaches than the functional breakdown of the APM Body of Knowledge 7th edition structure.

Where the syllabus cites the term ‘including’, the information in brackets is topic coverage. All the cited terms within the brackets and after the term ‘including’ are expected to be known by candidates taking the examination.

The examination questions will not require calculations to be performed.

This version of the syllabus includes a comparison of the changes from the APM Body of Knowledge 6th edition to APM Body of Knowledge 7th edition for ease of comparison. The changes have been categorised into “green” and “red” changes. The green changes are minor ones that typically do not require changes to teaching and learning materials, e.g. text is removed to avoid duplication or changed to increase clarity. Red changes are major changes that will typically require teaching and learning materials to be updated, e.g. alignment to the APM Body of Knowledge 7th edition. There is a clean version of the APM Project Fundamentals Qualification syllabus on APM’s website.


Changes from APM Body of Knowledge 6th edition to APM Body of Knowledge 7th edition syllabus

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Command verbsBelow candidates can find the definitions of the Command Verbs which are found throughout the syllabus, to help them understand the breadth and level of knowledge required of them throughout the syllabus.

Verb Definition

Differentiate Recognise or determine what makes something different.

Define Give the nature, scope or meaning. This must come from the APM Body of Knowledge 7th edition.

Describe Give an account, including all the relevant characteristics, qualities and events.

Explain Give an account of the purpose(s) or reason(s).

Outline Set out the main points/characteristics.

State Express the details without elaboration.


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APM Project Fundamentals Qualification Syllabus aligned to the APM Body of Knowledge 7th editionApproved v1.0

Learning Outcome Aligned to the APM Body of Knowledge 6th edition

Learning Outcome Aligned to the APM Body of Knowledge 7th edition

Justification for Change

Assessment Criteria Aligned to the APM Body of Knowledge 6th edition

Assessment Criteria Aligned to the APM Body of Knowledge 7th edition

Justification for Change

APM Body of Knowledge 7th edition References

1. Understand project management and the operating environment

1. Understand project management and the operating environment

No change 1.1 define a project 1.1 define the term ‘project’

No change Glossary

1.1.1(Organisational Environment)

1.1.5 (Structural Choices)

1.2 identify the differences between a project and business as usual

1.2 state the differences between a project and business as usual

More appropriate verb used to add clarity

1.3 define project management

1.3 define the term ‘project management’

No change

1.4 state the key purpose of project management

1.4 state the key purpose of project management

No change

1.5 list the core components of project management

Removed to avoid duplication

1.6 list the benefits to an organisation of effective project management


1.7 define programme and portfolio management and their relationship with project management

1.5 define the terms ‘programme management’ and ‘portfolio management’ and their relationship with project management

No change

1.8 define the term project environment

Removed as no longer in the APM Body of Knowledge 7th edition

1.9 define the components of the PESTLE acronym

1.6 describe why PESTLE analysis might be used by a project manager

To refocus to ‘why’ and not what it means



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2. Understand the project life cycle

2. Understand project life cycles

To reflect the introduction of linear, iterative, hybrid and extended life cycles into the ACs

2.1 define the term project life cycle

2.1 state the phases of a typical linear project life cycle

Restructured all ACs in LO2 for alignment to the APM Body of Knowledge 7th edition and to cover off linear and iterative life cycles

Glossary

1.2.2 (Linear Life Cycles)

1.2.3 (Iterative Life Cycles)

1.2.4 (Hybrid Life Cycles)

1.2.5 (Extended Life Cycles)

2.2 state the phases of a typical project life cycle

2.2 state the phases of a typical iterative project life cycle

Additional content added. Alignment to the APM Body of Knowledge 7th edition

2.3 identify reasons for structuring projects into phases

2.3 define the term ‘hybrid life cycle’

Additional content added Alignment to the APM Body of Knowledge 7th edition

2.4 define the term ‘extended project life cycle’


3. Understand the management structure by which projects operate

3. Understand the roles and responsibilities within projects

To add clarity and reflect the ACs

3.1 define the roles and responsibilities of■ project manager■ project sponsor■ project steering

group/ board■ project team

members■ project office■ end users

3.1 outline project management roles and responsibilities (including the project sponsor, project manager, project governance, project team members, end users, product owner and the project management office)

Changed project office to PMO and added project owner to reflect new terminology in the APM Body of Knowledge 7th edition

The command verb changed to align the AC to the APM Body of Knowledge 7th edition Glossary

1.3.5 (Sponsorship)

1.3.8 (Temporary Structures)

1.3.10 (Governance Boards)

2.2.1 (The PMO)

3.3.1 (Communication)


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4. Understand project management planning

4. Understand project management planning

No change 4.1 state the main purpose of a project management plan

4.1 define the term ‘deployment baseline’

4.1 and 4.2 changed to add clarity and focus and alignment to the APM Body of Knowledge 7th edition chapter (4.2 Deployment baselines in different life cycles)


1.2.3(Iterative Life Cycles)

1.3.5(Sponsorship)

1.3.7(Business Case)

2.3 (Transition into Use)

2.3.1 (Business Readiness)

2.3.2 (Transition of Project Outputs)

2.3.3 (Adoption and Benefits Realisation)

3.1 (Engaging Stakeholders)

3.1.1 (Stakeholders)

3.1.2 (Social Context)

4.(Planning and Managing Deployment)

4.1.1(Success and Benefits)

4.2(Integrated Planning)

4.2.4 (Estimation)

4.2.10 (Deployment Baseline)

4.3 (Controlling Deployment)

4.3.1 (Progress Monitoring and Reporting)

4.2 define who is involved in the creation of the project management plan

4.2 state how deployment baselines differ between linear and iterative life cycles

4.3 explain why the project management plan needs to be approved, owned and shared

4.3 outline the stakeholders of a project management plan

To add clarity and focus

4.4 identify the purpose and the typical content of a business case

4.4 outline the purpose and typical content of a business case

More appropriate verb used

4.5 define the role of the sponsor and project manager in relation to the business case

4.5 explain the role of a project sponsor and project manager in relation to developing a business case

More appropriate verb used to add clarity

4.6 define stakeholders and stakeholder management and explain why stakeholder analysis is important

4.6 explain how a stakeholder analysis supports effective stakeholder engagement

Alignment to the APM Body of Knowledge 7th edition

4.7 define benefits management

4.7 define the term ‘benefits management’

No change

4.8 define the use of KPIs

Removed, now combined with new 4.10

4.9 identify typical estimating methods (including analytical, comparative, parametric)

4.8 state typical estimating methods (including analytical, analogous, parametric)


4.10 describe the estimating funnel

4.9 outline the purpose of the estimating funnel

AC updated to reflect level of the qualification

4.11 define success criteria in the context of managing projects

4.10 explain why establishing success criteria is important at the start, during, and at the handover of a project

Includes old 4.8 AC to avoid duplication and confusion and to add clarity



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4.12 identify typical success factors that may contribute to successful projects

Removed as no longer referenced within the APM Body of knowledge 7th edition

4.13 define the purpose and benefits of project reporting

4.11 outline the purpose and benefits of project progress reporting


5. Understand project scope management

5. Understand project scope management

No change 5.1 define project scope management

5.1 define the term ‘scope management’

Reworded Glossary


1.2.3 (Iterative Life Cycles)

1.3.1 (Governance Principles)

5.2 differentiate between scope management within linear projects and scope management within iterative projects


5.2 describe how product breakdown structure {PBS} and work breakdown structure {WBS} are used to illustrate the scope of work required

5.3 describe how product breakdown structures (PBS) and work breakdown structures (WBS) are used to illustrate the required scope of work

Re worded to provide clarity

4.1.4(Scope Definition)

4.3.6(Change Control)

4.3.7(Configuration Management)

5.3 define the uses of■ Cost Breakdown

Structure {CBS}■ Organisational

Breakdown Structure {OBS}

■ Responsibility Assignment Matrix {RAM}

5.4 outline how a project manager would use cost breakdown structures (CBS), organisational breakdown structures (OBS) and the responsibility assignment matrix (RAM)

To provide greater clarity

5.4 define the following in relation to scope management■ configuration

management■ change control

5.5 define the terms ‘configuration management’ and ‘change control’ in the context of scope management

To provide greater clarity

5.5 explain the relationship between change control and configuration management

5.6 explain the relationship between change control and configuration management

No change

5.6 list the steps involved in a typical change control process

5.7 outline the stages in a typical change control process

Re worded. Alignment to the APM Body of Knowledge 7th edition


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5.7 list the activities in a typical configuration management process

5.8 outline the activities in a typical configuration management process (including planning, identification, control, status accounting and verification audit)

Added in the process. Alignment to the APM Body of Knowledge 7th edition

6. Understand scheduling and resource management

6. Understand resource, scheduling and optimisation in a project


6.1 identify the purpose of scheduling

6.1 state the purpose of scheduling


Glossary


2.1.4(Procurement Strategy)

4.2.5(Scheduling – Critical Path)

4.2.6 (Scheduling – Critical Chain)

4.2.7(Resource Optimisation)

6.2 outline different approaches to scheduling (including critical path analysis, total float, Gantt(bar)charts, baseline, milestone)

6.2 state the purpose of critical path analysis

6.2 split into 3 ACs to separate the key terms for clarity and alignment to the APM Body of Knowledge 7th edition

6.3 state the purpose of milestones

6.4 define the term ‘time boxing’

6.3 define resource management

6.5 outline options for resource optimisation (including resource levelling and resource smoothing)


6.4 define procurement within the context of project management

6.6 define the term ‘procurement strategy’

To provide clarity

6.5 list different categories and types of resources needed for projects

Removed as contained within new 6.6 AC

7. Understand risk management and issue management

7. Understand project risk and issue management in the context of a project

For clarity 7.1 define risk 7.1 define the term ‘risk’

No change Glossary

4.2.2 (Risk Identification)

4.2.3(Risk Analysis)

4.3.3(Risk Management)

4.3.5(Issue Management)

7.2 define risk management


Included in new 7.2 AC

7.3 explain the purpose of risk management

7.2 explain the purpose of risk management

No change



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7.4 outline a high-level risk management process

7.3 outline the stages of a typical risk management process (including identification, analysis, response and closure)

To add clarity and Alignment to the APM Body of Knowledge 7th edition

7.5 describe the use of a risk register

7.4 describe the use of risk registers

No change

7.6 define an issue 7.5 define the term ‘issue’

No change

7.7 define issue management

7.6 outline the purpose of ‘issue management’

To add clarity and provide context

The command verb changed to align the AC to the APM Body of Knowledge 7th edition Glossary

7.8 explain the difference between an issue and a risk

7.7 differentiate between an issue and a risk


7.9 describe the use of an issue log

7.8 state the stages of an issue resolution process


8. Understand project quality management

8. Understand quality in the context of a project

To reflect the theme within the APM Body of Knowledge 7th edition

8.1 define quality 8.1 define the term ‘quality’

No change Glossary

2.2.2(Decision Gates)

2.2.4(Audits and Assurance)

2.3.5Administrative Closure of Products)

3.3.4(Regulatory Environment)

4.1.5(Quality Planning)

4.3.8(Quality Control)

8.2 define quality management

8.2 outline the purpose of ‘quality management’

To provide greater context

8.3 define the following: quality planning, quality assurance, quality control and continual improvement

8.3 define the term ‘quality planning’

Quality assurance and quality control removed to avoid duplication (now covered in 8.4) and continual improvement taken out as no longer defined in the APM Body of Knowledge 7th edition


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8.4 outline the difference between quality control and quality assurance

8.4 define the term ‘quality control’

Split into two ACs

8.5 outline the purpose of ‘quality assurance’

8.5 identify the purpose of:■ gate reviews ■ post project

reviews■ benefit reviews■ peer reviews■ project audits

8.6 state the purpose of: decision gates, post project reviews, benefit reviews and project audits



9. Understand communication in the project environment

9. Understand communication in the context of a project

To add clarity 9.1 define communication

9.1 define the term ‘communication’

No change Glossary

3.3.1(Communication)

9.2 outline different media for communication

9.2 outline the advantages of different communication methods (including face to face, physical and virtual)

Old 9.2, 9.3 and 9.4 have been replaced with new 9.2 and 9.3 to provide greater clarity of assessment and alignment with the APM Body of Knowledge 7th edition

9.3 identify barriers to effective communication

9.3 outline the disadvantages advantages of different communication methods (including face to face, physical and virtual)

9.4 identify ways to facilitate effective communication

9.5 define the contents of a communication plan

9.4 outline the contents of a communication plan


9.6 explain the benefits of a communication plan

9.5 explain the benefits, to a project manager, of a communication plan

To add clarity

10. Understand principles of leadership and teamwork

10. Understand leadership and teamwork within a project

It is fundamental rather than principle

10.1 define leadership 10.1 define the term ‘leadership’

No change Glossary

3.1.3(Stakeholders)

3.2.1(Teams)

3.2.3(Team Development)

3.2.4(Leadership)

10.2 outline how a project team leader can influence team performance

10.2 explain how a project team leader can influence team performance




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10.3 define what is meant by the term project team

10.3 outline the challenges to a project manager when developing and leading a project team

Alignment to the APM Body of Knowledge 7th edition and to remove duplication with LO4

10.4 outline the advantages and disadvantages of team models such as Belbin and Margerison McCann

10.4 outline how a project manager can use models to assist team development (including Belbin and Tuckman)

To add clarity of assessment

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Documents

APM Project Fundamentals · 7th edition The command verb changed to align the AC to the APM Body of Knowledge 7th edition Glossary 1.3.5 (Sponsorship) 1.3.8 (Temporary Structures)