PrintDURATION: 2 days |
| TIME: 09:00 to 17:00 GMT |
If you are interested in pursuing a career in Project Management, the APM Project Fundamentals Qualification is a great place to start. No prior knowledge or experience in project management is required and this 2-day course will introduce you to the basic principles and terminology of project management, as well as the skills and knowledge required to deliver successful projects.
The APM Project Fundamentals Qualification exam is included.
APM Project Fundamentals Qualification offers a basic awareness of project management terminology. It’s for anyone wishing to gain a broad understanding of the principles of project management. No prior knowledge or experience is required for this qualification.
All training will be conducted online using Microsoft Teams with an expert in Project Management. Your training will be live and interactive with questions and discussions and there will be regular breaks in the morning, for lunch and the afternoon allowing you to stay fresh and remain in the learning mode. We’re accredited to provide the best learning experience for you. Find out more.
If you are considering joining this course please complete the assessment form.
Please read and carry out the tests “What to expect with an APM online exam”
By the end of this level you will be able to:
1.2 state the differences between a project and business as usual
1.3 define the term ‘project management’
1.4 state the key purpose of project management
1.5 define the terms ‘programme management’ and ‘portfolio management’ and their relationship with project management
1.6 describe why PESTLE analysis might be used by a project manager
2.1 state the phases of a typical linear project life cycle
2.2 state the phases of a typical iterative project life cycle
2.3 define the term ‘hybrid life cycle’
2.4 define the term ‘extended project life cycle’
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)
4.1 define the term ‘deployment baseline’
4.2 state how deployment baselines differ between linear and iterative life cycles
4.3 outline the stakeholders of a project management plan
4.4 outline the purpose and typical content of a business case
4.5 explain the role of a project sponsor and project manager in relation to developing a business case
4.6 explain how a stakeholder analysis supports effective stakeholder engagement
4.7 define the term ‘benefits management’
4.8 state typical estimating methods (including analytical, analogous, parametric)
4.9 outline the purpose of the estimating funnel
4.10 explain why establishing success criteria is important at the start, during, and at the handover of a project
4.11 outline the purpose and benefits of project progress reporting
5.1 define the term ‘scope management’
5.2 differentiate between scope management within linear projects and scope management within iterative projects
5.3 describe how product breakdown structures (PBS) and work breakdown structures (WBS) are used to illustrate the required scope of work
5.4 outline how a project manager would use cost breakdown structures (CBS), organisational breakdown structures (OBS) and the responsibility assignment matrix (RAM)
5.5 define the terms ‘configuration management’ and ‘change control’ in the context of scope management
5.6 explain the relationship between change control and configuration management
5.7 outline the stages in a typical change control process
5.8 outline the activities in a typical configuration management process (including planning, identification, control, status accounting and verification audit)
6.1 state the purpose of scheduling
6.2 state the purpose of critical path analysis
6.3 state the purpose of milestones
6.4 define the term ‘time boxing’
6.5 outline options for resource optimisation (including resource leveling and resource smoothing)
6.6 define the term ‘procurement strategy’
7.1 define the term ‘risk’
7.2 explain the purpose of risk management
7.3 outline the stages of a typical risk management process (including identification, analysis, response and closure)
7.4 describe the use of risk registers
7.5 define the term ‘issue’
7.6 outline the purpose of ‘issue management’
7.7 differentiate between an issue and a risk
7.8 state the stages of an issue resolution process
8.1 define the term ‘quality’
8.2 outline the purpose of ‘quality management’
8.3 define the term ‘quality planning’
8.4 define the term ‘quality control’
8.5 outline the purpose of ‘quality assurance’
8.6 state the purpose of: decision gates, post project reviews, benefit reviews and project audits
9.1 define the term ‘communication’
9.2 outline the advantages of different communication methods (including face to face, physical and virtual)
9.3 outline the disadvantages of different communication methods (including face to face, physical and virtual)
9.4 outline the contents of a communication plan
9.5 explain the benefits, to a project manager, of a communication plan
10.1 define the term ‘leadership’
10.2 explain how a project team leader can influence team performance
10.3 outline the challenges to a project manager when developing and leading a project team
10.4 outline how a project manager can use models to assist team development (including Belbin and Tuckman)
