apm revision cards
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8/10/2019 APM Revision Cards
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www.ilxgroup.com
Tel: 01270 611600
Guidance for learners - study cardsUse the colour coded study cards in
conjunction with the enclosed audio CD’s. Each
card corresponds to a coloured zone. Try to
recall the key points under each section.
This ILX project management study pack has been designed for individuals
studying the APM’s Project Managers Qualification for PRINCE2 Practitioners.
This study pack has been designed to support ILX’s e-learning course and shou
be used as part of your study prior to attending ILX’s classroom course.
Take the time to listen to the audio CD’s, and study the revision cards, we are
sure you’ll find them a useful addition to your pre course study.
The coloured zonesWe have divided the APM PMQ syllabus into six different coloured zones. These
are green, blue, pink, purple, red and orange. Each zone focuses on a particular
area of the APMP syllabus. For example the green zone focuses on starting the
project - or ‘getting going.’ You should begin here.
Guidance for learners - Audio CD’sThe six coloured zones are discussed in turn on
the two CD’s. You’re free to import the CD’s
and copy the files to your mp3 player, or mobile
phone.
A revision guide for the
APM PMQ syllabus topics
Projects in colour
© ILX Group plc. Princess Court, Beam Heath Way, Nantwich, Cheshire CW5 6G
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Topic: Project Management
Key Points Four generic processes applied
at each phase of the life-cycle:
- Starting or initiation process - Defining and planning process
- Monitoring and control process
- Learning and closing process
Projects:
Timebound and unique – use
project management techniques
Deliver outputs
Capital funded
Uses a range of specialist skills
Risk aware – mitigate only high
priority risk BAU:
Repetitive operations – uses
process management techniques
Uses outputs to deliver outcomes
and benefits
Revenue funded
Uses (one or two) functional skills
Risk averse – tend to mitigate all
risks
Topic: Programme Management
Key Points A group of projects with
related business benefits
Aligned to an overall strategy Benefits integrated during the life
of the programme
May be inter-project dependencies
Delivers outcomes
Benefits of Programme Mgt:
- Focus on strategic objectives
- Focus on transition management
(making outputs into outcomes)
- Focus on benefits management
- Manage inter project dependencies,
focus resource where it is needed most - Risk and change handled at
strategic level
Programme Manager responsibilities:
- Planning and controlling
- Managing project interfaces
- Defining governance
- Managing the budget
- Resource management
- Managing communications, risksand issues
Topic: Portfolio Management
Key Points Analysis of projects and
programmes
Prioritisation and/or selectionof projects and programmes
Continued monitoring of the portfolio
Adjustment of the portfolio with
regard to current circumstances
Portfolios managed at different levels
(organisational, programme or
functional level)
The Green Zone: Getting goin
Topic: Methods and Procedures
Key Points
Constructed around thelife-cycle - Beginning, middle, end
Need to be adapted to each project
context - not a “one size fits all”
Guidance rather than rules
Example Contents
- Process descriptions for each phase
- Inputs and outputs of the process
- Documentation guidelines and
templates
- Procedures for:
- Business case management - Organisation structure
APM PMQ revision pack
Guidance for learnersUse this study card in conjunction w
ILX APM PMQ podcasts. Study its c
and try to recall the key points und
section.
About this document...This document is part of an ILX stu
It has been designed to assist your
for the APM’s project management
qualification examination. It forms p
comprehensive portfolio of materia
designed by ILX Group to assist leatheir exam preparation.
- Planning
- Monitoring and control
- Risk
- Quality
- Change control
- Configuration management - Issue management
Benefits
- Consistency of approach
- Improved governance
- Creates environment for continuo
improvement
- Common understanding and lan
- Increased chance of projects suc
PRINCE2® is a method used glo
PRINCE2® is a registered trade mark of AXELOS Limited.
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Topic: Project Lifecycle
Key Points Project Lifecycle: Concept,
Definition, Development,
Handover & Closeout Life cycles will differ across
industries and business sectors
Structure and approach for
progressively delivering the
required outputs
Product life-cycle includes
Operations and Termination
Extended Life-cycle includes
Benefits Realisation which runs in
parallel with first part of the
Operations Phase Benefits:
- Facilitates rolling wave planning
- Ensures next phase of work is
understood
- Better estimating (shorter durations)
- Early identification of resource
and improved resource utilisation
- Limits risk as risks in the short term
can be accurately identified and
mitigated
- Funds allocated in “chunks”
- Go/No Go decisions
- Flexible to suit different
industries/business sectors
- Early phase success reinforces
stakeholder commitment- Lessons learned can be applied to future
phases
Topic: Business Case
Key Points Documents the justification
Cost vs Benefits
Provides basis upon which ongoingviability can be judged
Typical content:
- Reason (the current situation)
- Business options reviewed and the
chosen option (to resolve the current
situation)
- Benefits
- Success Criteria
- Constraints
- Dependencies- Major risks
- Issues
- Investment Appraisal
- Cost benefit analysis
Produced at the end of Concept
Updated during Definition
Reviewed for validity throughout
Development
Benefits reviewed during Operations
Phase
The Blue Zone: Backgroun
APM PMQ revision pack
Owned by Sponsor
Input/Information from PM, Use
Suppliers, Financial experts
Investment Appraisal
- Payback Period
- Discounted Cash Flow (DCF)- Net Present Value (NPV)
- Internal Rate of Return (IRR)
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Tel: 01270 611600
Topic: Project Environment
Key Points Refers to the environment within
which a project is undertaken
Strategic goals
PESTLE
Pestle analysis can identify
stakeholders, risks, issues, constraints,assumptions, areas of scope, key
dependencies
Topic: Project Management Plan
Key Points What, Why, When, How,
Where, Who, How much, What if ,
How good for a project
Written by Project Team
Read by the stakeholders. Owned
by the Project Manager
Approved by the Sponsor
Guidance for learnersUse this study card in conjunction w
ILX APM PMQ podcasts. Study its c
and try to recall the key points und
section.
About this document...This document is part of an ILX stu
It has been designed to assist your
for the APM’s project management
qualification examination. It forms p
comprehensive portfolio of materia
designed by ILX Group to assist lea
their exam preparation.
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Topic: Organisational Role
Key Points Project Sponsor
Project Manager
Project Steering Committee(chaired by Sponsor)
- User representative
- Supplier representative
- Other key stakeholders represent
Team Manager
Project Office
- Configuration Manager/Librarian
- Financial support
- Specialists in software tools
Project Assurance
Topic: Project Sponsorship
Key Points Project Sponsor:
- Direction
- Benefits- Effectiveness
Project Manager:
- Management
- Delivery
- Efficiency
Business leader and decision maker
Primary risk taker
Able to work across functional
boundaries
Project champion
Must have, and be prepared tocommit time
Enough experience to see that
project is managed efficiently
Maintains a continuous dialogue
with PM
Capable of addressing stakeholder
interests
Responsible for benefits
identification and realisation
Owns the business case
Provides the funding
Reports to corporate management
The Pink Zone: People and projec
APMP revision pack
Guidance for learnersUse this study card in conjunction
the ILX APM PMQ podcasts. Study
contents and try to recall the key p
under each section.
Topic: Project Office
Key Points Project Support Office PSO
- A set of staff responsible for supporting
many projects Project and Programme Support
Office PPSO
- Includes provision of support to
programmes
Programme Management Office PMO
- Similar to PSO but at programme level
Enterprise Programme
Management Office EPMO
- Overall governance and management
of portfolios
Programme Office Functions- Tracking and reporting
- Financial Accounting
- Risk and Issue tracking
- Analysing project interfaces
- Maintaining stakeholder comms
- Change control
Project Office
- Various levels
- May support a range of projects
- Centre of excellence for tools
Topic: Teamwork
Key Points Small group of people
Distinct identity
Work together in a co-ordinated and
mutually supportive way Common purpose or goal
Team Development (Tuckman)
- Forming, Storming, Norming, Performing
- Adjourning (Mourning)
Belbin Team Roles:
- Plant
- Resource Investigator
- Co-ordinator/Chair
- Shaper
- Monitor Evaluator
- Team Worker - Implementer
- Completer Finisher
- Specialist
Belbin General Points
- There is no ‘best’ team role
- Everyone has a ‘preferred’ team role
- Everyone has a ‘secondary’ team role
they assume when the team requires
them to
- Everyone has a role (or roles) they
should try to avoidcontinued
Card 1
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The Pink Zone: People and projec
APM PMQ revision pack
Topic: Organisation
Key Points Functional
- Advantages
- Staff flexibility - Technical expertise
- Peer learning
- Career development
- Communication
- Functional problems solving
- Disadvantages
- Remote from client
- One project many PMs
- Many points of contact
- Function superiority
- Inward looking - No overall responsibility
- ‘Chinese Walls’
- Functional loyalty
Matrix
- Advantages
- Single point of contact
- Global resources
- Shared resources
- Consistent “rules”
- Tailoring to project
- Rapid response to changes
- Disadvantages
- Resources conflict between function
and projects. Double reporting (line
and project management)
- Conflicting loyalties
- Career path: functional departmentor project?
- Overloading of individuals
- “Ring fencing” of preferred personnel
Project
- Advantages
- PM line authority
- Strong ‘team’ identity
- Goal oriented
- Project skills
- Disadvantages
- Concurrent projects - Isolation
- Development of functional skills
- Continuity of employment
- Group think
- Expensive
Card 1
Topic: Stakeholder
Management
Key Points All those who have an interest or
role in the project or are impactedby the project or can impact it
Identification (internal, external,
direct, indirect)
Identify area of interest (T, C, Q
Assess Power/Interest, +/-
Plot on a grid
Decide on management action
Prepare communications plan
Ongoing management (checkinchanges to stakeholders, feedb
effectiveness)
INVOLVE/
ENGAGE
INVOLVE/
ENGAGE PARTNER
INFORM CONSULT CONSULT
INFORM INFORM CONSULT
HIGH
MEDIUM
LOW
LOW MEDIUM HIGH POTEN
INTERE
POTENTIAL
INFLUENCE
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The Pink Zone: People and projec
APM PMQ revision pack
continued
Card 2
Topic: Communication
Key Points Communications Media
- Visual - Oral - Body language
- Written - Electronic Screens or Barriers to
Communication
- Perception
- Level of education
- Region of experience
- Personality and interests
- “Deaf ear” to unfamiliar or boring topics
- Attitudes, emotions and prejudices
- Receiver hearing what he wants to hear
- Sender and receiver having different
perceptions- Receiver evaluates the source before
accepting the communication
- Words meaning different things to
different people
How To Improve Communication
- Obtain feedback
- Establish multiple communication
channels
- Use face to face if possible
- Find out how sensitive the receiver is
to your communication
Topic: Conflict
Management
Key Points Conflict over project priorities
Conflict over administrativeprocedures
Conflict over technical opinions and
performance trade-offs
Conflict over manpower resources
Conflict over cost
Conflict over schedules
Personality conflict
Competing Collaborating
Avoiding
Compromising
Accommodating
Extent of attempts to satisfy other’s concerns
Extent of
attemptsto satisfy
own
concerns
Guidance for learnersUse this study card in conjunction w
ILX APM PMQ podcasts. Study its co
and try to recall the key points unde
section.
About this document...This document is part of an ILX stud
It has been designed to assist your st
for the APM’s project management
qualification examination. It forms pa
comprehensive portfolio of materials
designed by ILX Group to assist lear
their exam preparation.
Conflict Management Process
- Diagnose
- Discuss
- Achieve ownership
- Agree
- Reinforce- Remove (from the team)
- Exit (from the organisation)
- Communicate at the proper time
- Use simple language
- Say it in different ways
Communication Plan
- Stakeholder list and contact deta
- Information required by eachstakeholder (group)
- Source of information
- Format of information
- Frequency of information
- Method of distribution
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The Pink Zone: People and projec
APM PMQ revision pack Card 2
Topic: Leadership
Key Points S1 - Telling style - High Task, Low Relationship,
links to M1
S2 - Selling style - High Task, High Relationship,links to M2
S3 - Participating style - Low Task, High
Relationship, links to M3
S4 - Delegating style - Low Task, Low
Relationship, links to M4
Important to match style to maturity of follower.
Change style as the situation demands.
Maturity LevelsM4 - High Competence and High
Commitment
M3 - High Competence and Variable
Commitment
M2 - Some Competence and Low
Commitment
M1 - Low Competence and Low Commitment
Project Hierarchy of Needs
Herzberg’s ‘Hygiene-Motivatio
Theory
Motivators (Intrinsic factors)
- Achievement
- Recognition
- Work content- Responsibility
- Advancement
- Personal growth
Hygiene Factors (Extrinsic)
- Company policy & administratio
- Supervision/management
- Working conditions
- Interpersonal relationships
- Salary & status
- Job security
- Personal life
Maslow Hierarchy of Needs
Self -actualisation
Achievement,Leadership
Companionship, Belonging
Safety, Protection, Savings
Sleep, Food, Shelter
Success
RecognitionOf Effort
Team Building
Processes, Procedures,Safety Instructions
Site Facilities, Welfare, Offices, Infrastructure
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The Purple Zone: Plannin
APM PMQ revision pack
Topic: Budgeting & Cost
Management
Key Points
Prime costs Overheads Profit Cost Breakdown Structure (CBS)- Labour
- Materials
- Plant and equipment
- Subcontract
- Management
- Overhead and administration
- Fees and taxation
- Inflation
- Other contingency
- Allocate to a Cost Centre Commitment- Placement of order for work, money
removed from the budget to represent
the order
Accrual- Work done for which payment is due
but not yet made
Actual expenditure- Monies already paid
SPI/CPI greater than 1 - early or underbudget
Efficiency = CPI x100%
Formulae
CPI = EV/AC SPI = EV/PC CV = EV - AC SV = EV - PC Final Cost = BAC/CPI Final Duration = Planned Duration/SPI % complete = (EV/BAC) *100
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Forecast out-turn costs = Actual costs + Commitments
+ Accruals + Work not yet started
Cost Commitment Profile- Cumulative cost v cumulative revenue
Topic: Earned ValueKey Points
Compares:- Planned Costs(PC) - What I planned to do
- Actual Costs (AC)- What I paid
- Earned Value (EV) - What I achieved
Benefits of Earned Value- How well are we doing?
- How well will we do assuming that
factors continue?
- How well could we do?
- Identify areas of under achievement
- Provides data for future estimates of
similar work
- Development of standard curves to assist
with target setting for future projects
Cost Variance (CV) Schedule Variance (SV) Cost Performance Index (CPI) Schedule Performance Index (SPI) SPI/CPI less than 1 - late or over
budget
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The Red Zone: Stop and thi
APM PMQ revision pack
Topic: Risk Management
Key Points Initiate- Define project and focus risk
management process- Establish interfaces- Risk Register Identify risks Assess risks- Assign owner - Probability - Impact - Time, Cost, Quality (Benefi t, Scope,
Safety)- Risk impact window or proximity Plan Responses
- Justify cost of action vs cost of inaction- Consider the effect on TCQ- What is the residual risks? - Does the action give rise to
secondary risks? Implement Responses- Plan- Resource Monitor & control- Is it working? - Updates from risk owner - Keep stakeholders up to date with
progress Risk Identification Techniques- Assumptions analysis- Constraints analysis
- Check lists- Prompt lists- Workshops (Brainstorming/SWOT
analysis)- Delphi Technique- Interviews
Probability/Impact tables Risk Owners Threat Actions- Avoid (Terminate)- Transfer- Reduce (Treat)- Absorb (Tolerate)- Fallback (Treat) Planning Strategies for Opportunities- Exploit - Enhance - Reject- Plan an option - Share
Benefits of Risk Management- Improved plans - more chance of success- Leads to better contracts- Less chance of accepting unsound
projects- Stakeholder confidence- Improved team spirit Distinguishes between good
luck/good management Develops staff ability Focus attention on real and
important issues
Facilitates greater risk taking Responsible approach to customers Fresh view of personnel issues in a
project
Topic: Requirements
Management
Key Points Gather in Concept
- High level view of “what” fromstakeholders (especially users) Refine in Definition- Develop and agree (acceptance criteria) Test against in Implementation- Assess “fitness for purpose” Accept at Hand-over- Stakeholders accept the requirements
met Capture- Extensive consultation, include
acceptance criteria
Analysis & prioritisation- Value - How much benefit associatedwith each requirement
- Priority - Stakeholders must agree theorder
- Time - Business time imperatives maydrive the order
- Process - The way solution is built mayeffect the order of requirements
Testing- Documented requirements still valid?
continued
Card 1
Topic: Configuration
Management
Key Points Planning- What level and how
Identification- Specify and identify all compone
(items) of the final product Control- “Freeze” products and change o
Change Control Status Accounting- Recording and reporting current
historical data Verification- Review and audit actuals agains
records Close-out- Archive or disposal Configuration Item Configuration Librarian
Guidance for learnersUse this study card in conjunction w
ILX APM PMQ podcasts. Study its c
and try to recall the key points und
section.
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The Red Zone: Stop and thi
APM PMQ revision pack
Topic: Project Success and
Benefits Management
Key Points Success Criteria - Specific
- Time - Cost - Quality - Met customer’s requirements -
Acceptance Criteria
- Business Case
View from different perspectives
- Customer - Supplier - Team - Others?
Success Factors
- Personal drive, motivation and leadership
- Team motivation
- Management support
- Functional support
- Client support and commitment
- Project objectives
- Financial resource
- Communication and control
- Technical expertise
Key Performance Indicators
- Measurable indicator for each success
criterion
- Used to report progress
- Chosen to reflect the success criteria
- Clear and unambiguous
Benefits
- Identify benefits
- Stated by the users and/or the sponsor
- Encapsulated in the Business Case
- Can be positive or negative
- Can be tangible or intangible- Maintain and manage - Through the life-cycle - When things change - Realise - Usually after the project finishes - Business as usual activity
Topic: Negotiation
Key Points Preparation
- Understand the issue/problem- Study relevant material
- Learn about opponents’ objectives
- Anticipate opponents’ strategies
- Define own objectives and priorities
- Define own negotiating strategy
- Allocate roles and responsibilities
Discussing
Listening
Proposing
Signalling
Conceding Agreeing
Topic: Project Quality
Management
Key Points 4 elements:
- Quality Planning - Quality Assurance
- Quality Control
- Continuous Improvement
Acceptance Criteria
Techniques used in
Control/Improvement
Minimum Cost
C o s t
LowHigh HighLowNumber of MistakesStandards
Cost of Control
Cost of Failure
- Audits
- Ishikawa diagrams (Cause & Eff
Analysis)
- Pareto Analysis
- Sampling
- 100% testing - Inspection
- Control Charts
Cost of Quality
Card 1
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The Red Zone: Stop and thi
APM PMQ revision pack Card 2
Topic: Health & Safety
Key Points The main purposes of the Health &
Safety At Work Etc. Act (1974)- Secure the health, safety and welfare of
people at work- Protect others from risks arising from
activities of people at work- Control use and storage of dangerous
substances- Control atmospheric emission of noxious
or offensive substances The Employer’s General Duty of Care- A safe place of work- Safe means of access and egress- Safe system of work
- Safe appliances, equipment and plant- Competent and safety-conscious fellowemployees
- Protection from unnecessary risk of injury Duties of Employers- Publish a safety policy - Provide adequate instruction and training - Establish a safety committee if
union-appointed health and safetyrepresentatives so request
Duties of Employees- While at work, all employees have a
duty to: - take reasonable care - co-operate with employer
HASAW Legislation Relevant toProjects Construction (Design &Management) Regulations Theseregulations and the Approved Codeof Practice apply specifically to theconstruction industry. They apply ifthe work is greater than 30 daysduration or require more that 500person days and these projects mustbe reported to the HSE. Theregulations also detail specificresponsibilities for:
- Client, Designer, CDM Coordinator,Principal Contractor, Contractors
The regulations require that a Healthand Safety Plan is in place and a
Health and Safety File should be keptwhich is handed to the client whenthe work is complete so that it canbe referenced during the operationallife of the products, for example,when maintenance work is beingundertaken.
Risk assessment process- Step 1: Identify the hazards- Step 2: Decide who might be harmed
and how - Step 3: Evaluate the risks and decide on
precaution
- Step 4: Record your findings and
implement them
- Step 5: Review your assessment andupdate if necessary
A typical H&S plan should cover the
following topics: Introduction
Overview of the project and its
health and safety context
Health, safety and environmental
management
- Details of how these matters will be
addressed including any industry specific
matters
Organisation
- Who will take the specific roles such as
CDM coordinator Health and safety risk assessment
- Details of the Risk assessment
Training
- Details of how all staff and visitors willbe trained
Auditing and Reporting
- Details of how audits will be under taken,their frequency and details of reporting
arrangements (make specific reference
to relevant industry standards)
Topic: Procurement
Key Points The Basic Steps- Establish user's need - Survey market place
- Specify realistic requirement- Seek tenders for supply - Assess tenders and choose suppl- Accept goods into service- Support equipment during use- Decommission and dispose Acquisition Strategies- Off the Shelf Buys- ‘Key’ Point Specifications- Partnering Arrangements- PPP, PFI Contract Types
- One comprehensive contract- Sequential contracts- Parallel contracts- Sub contracts- PPP, PFI Payment Arrangements- Firm price/Fixed price- Target cost- Maximum price- Cost reimbursement- Unit rates- Mixed terms
- Milestone payments/activity sche
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The Red Zone: Stop and thi
APM PMQ revision pack Card 2
Topic: Issue Management
Key Points Risk
- Something which has uncertainty
- It is not an issue
Concern/problem
- Something which the PM is capable of
dealing with
- It is not an issue
Issue
- Something forecast to exceed the
tolerances set
- Must be resolved
- Requires escalation to the next higher
level of management
The Process
- Issue raised
- PM logs in Issue Log
- PM evaluates
- PM escalates to Sponsor and/or Steering
Group for resolution
- Fundamental role of Steering Group to
resolve issues
- PM monitors at review points
Topic: Change Control
Key Points External
- Change to the project deliverables
- Client requested
Internal- Do not affect the project deliverables
- Correction of mistakes
- Updates following testing
Questions to Ask
- Is it possible?
- Is it customer requested, or self inflicted?
- What is the cost? Who will pay?
- How will progress be affected?
- What are the risks?
- What is the effect on the Business Case?
- How will safety, reliability and
performance be affected?
- Will it affect work completed? - What documentation needs to change?
Identify needfor change
RaiseRequest
PMAnalyses
Submit toChange
Authority
ChangeAuthorityReview
ChangeAuthority
Decide
CommunicateDecision
Topic: Governance of a Project
Key Points Codes of corporate governance
developed principally for listed
companies
The term “board” refers to the
company management board not the
“project board”
4 main components
Sets of “health check” question for
each component
11 underlying principles
Components
- Portfolio direction
- Project sponsorship
- Project management effectiveness and
efficiency
- Disclosure and reporting
Principles
- Board responsible for GoPM
- Roles and responsibilities clearly defined
- Application throughout the lifecycle
- Relationship between business strategy
and portfolio
- Clear plans with decision points
- Effective delegation of decision making
- Business case validity
- Independent scrutiny planned an
implemented
- Clearly defined reporting and esc
- Open and honest reviews and cu
improvement- Appropriate engagement of stak
Guidance for learnersUse this study card in conjunction w
ILX APM PMQ podcasts. Study its cand try to recall the key points und
section.
About this document...This document is part of an ILX stu
It has been designed to assist your
for the APM’s project management
qualification examination. It forms p
comprehensive portfolio of materia
designed by ILX Group to assist lea
in their exam preparation.
continued
www.ilxgroup.c
Tel: 01270 611
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The Orange Zone: Suns
APM PMQ revision pack
Topic: Project Reviews
Key Points Stage Review
(regularly throughout the project)
- Evaluate the processes being used
- Establish any lessons learned and
actions arising
- Identify concerns and agree
corrective action
- Establish likely technical success
of the project
- Validate progress against time, cost,
quality, scope and resources
- Consider s takeholder relationships
and perceptions
Gate Reviews
- Undertaken at the end of phase or
stage
- Determines whether project should
proceed or not
- Major decision point for senior
management
Audits
- Undertaken by group outside the team
- Project Office
- Internal auditors
- External auditors
- Used to provide objective evaluation and
assessment of the management of the
project Post Project Review
- Part of handover, before closeout
- Used to assess “did we do it right?”
- Evaluate against success criteria
- Determine what went well, what went
badly, what could be done differently,
separating cause from effect
- Recognise individual and team
performances
- Evaluate the project processes and any
tools or techniques used Benefits Realisation Review
- Undertaken some time after the products
are in use
- Perhaps more than one?
- Have the benefits been realised?
- Have any unexpected benefits been
realised?
- Any problems caused by the new products?
- Responsibility of the sponsor
Circulate reports of all reviews to key
stakeholders
Topic: Information Management
Key Points Collection, Storage (analysis),
Dissemination, Archive, Destruction Written formal or informal
Oral formal or informal Vertical/Horizontal Manual filing systems
Project management and design software Project meetings Shared access to networked databases Hard-copy document distribution Fax and E-Mail Video conferencing Exception reports Weekly reports
Monthly reports
Project closure reports Project Report Structure- Schedule status - Cost status- Quality status - Risk status- Issue status
Project Archiving
- A repository for historic records- Audit Trail - Important part of an organisation’s
forecasting and estimating capability - Project manager’s store of experience
- Capture experience in a form usable byothers
Topic: Handover and Close
Key Points Prepare a handover and
closeout plan as part of the PM
Final testing against acceptance
criteria
Pass the deliverables to the spo
and the user and obtain accepta
Handover to operational maint
and support and obtain accepta
Prepare for benefits realisation
review
PM Responsibilities
- Dispose of surplus materials,
infrastructure and facilities
- Finalise contracts and purchase o
- Finalise project accounts
- Complete and archive all docume
- Undertake a post-project review
- Operational review on the way th
project was managed
- Create and distribute lessons lear
report
- Complete performance appraisals
project team staff as appropriate
- Recognise individual and team
performance
continuedwww.ilxgroup.com
Tel: 01270 611600
8/10/2019 APM Revision Cards
http://slidepdf.com/reader/full/apm-revision-cards 15/15
The Orange Zone: Suns
APM PMQ revision pack
Topic: Handover and Closeout
Inform stakeholdersof stage entry
Brief project team
Finalise releasepreparations
Prepare forproject closure
Releasedecision
Release
Complete projectwork scope
Handover &closure of project
PROJECT CLOSED
END
PostProject
Review
Guidance for learners
Use this study card in conjunction
with the ILX APM PMQ podcasts.
Study its contents and try to recall
the key points under each section.
About this document...
This document is part of an ILX
study pack. It has been designed to
assist your study for the APM’s
project management qualification
examination. It forms part of
comprehensive portfolio of
materials designed by ILX Group
to assist learners in their exam
preparation.
www.ilxgroup.com
Tel: 01270 611600
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