The APM Project Management Qualification Delegate Workbook 1

294 Pages·2014·2.22 MB·English

APMP-6v1.0
APMP
The APM Project Management
Qualification
Delegate Workbook 1
(Course Text, Pre-course Exercises and Exam Tips)
APMP Project Management – DelegateWorkbook 1 APMP-6 v1.0
Course Text Structure
This manual provides a narrative text to be used in conjunction with the course slides
that are provided separately. The text provides additional information and raises points
that will be expanded upon during your course. In effect, this material is the ‘course
manual’, which can be used as a reference source.
Section 2 of your manual has a number of short answer questions to help check your
understanding as well as a number of exercises for you to attempt before attending the
course. Later sections of the classroom material will provide exercises that will be
covered during your training course as well as during your private evening study.
The APMP syllabus is based on the APM Body of Knowledge (BoK) Version 6.
However, the syllabus does not follow the BoK order but, instead, allocates BoK topics
into logical learning groups as set out in the APMP Syllabus. The topic order follows the
APMP Syllabus structure in order to facilitate cross-reference. The APM BoK v6 topic
references are included in the event that you want to cross-reference the learning
material with the APM BoK v6. The BoK is not provided with the learning materials as it
is not required.
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CContents
1. Structure of Organisations and Projects.................................................................................4
Organisation (APM BoK 3.1.4)..........................................................................................5
Project Sponsorship (APM BoK 1.1.8).............................................................................15
Infrastructure (Project Office) (APM BoK 1.1.4)...............................................................19
2. Project Life Cycle.................................................................................................................22
Life Cycle (APM BoK 1.1.6).............................................................................................23
3. Project contexts and environments......................................................................................30
Environment (APM BoK 1.2.1)........................................................................................31
Operations Management (APM BoK 1.2.2).....................................................................35
Programme Management (APM BoK 1.1.2)....................................................................38
Portfolio Management (APM BoK 1.1.3)..........................................................................43
4. Governance and structured methodologies..........................................................................48
Project Management (APM BoK 1.1.1)............................................................................49
Project Management Method..........................................................................................54
Governance (APM BoK 1.1)............................................................................................57
5. Communication....................................................................................................................61
Communication (APM BoK 2.1.1)....................................................................................62
Conflict Management (APM BoK 2.1.2)...........................................................................67
Negotiation (APM BoK 2.1.6)..........................................................................................74
6. Leadership and Teamwork...................................................................................................79
Leadership (APM BoK 2.1.5)...........................................................................................80
Teamwork (APM BoK 2.1.7)............................................................................................90
7. Planning for Success...........................................................................................................98
Business Case (APM BoK 3.1.1).....................................................................................99
Benefits Management (APM BoK 3.2.1)........................................................................101
Success factors and maturity (APM BoK 1.1.7).............................................................105
Investment Appraisal (APM BoK 3.4.3).........................................................................110
Information Management (APM BoK 3.1.3)...................................................................114
Planning (APM BoK 3.1.5).............................................................................................119
Estimating.....................................................................................................................123
Stakeholder Management (APM BoK 3.1.6)..................................................................127
Law (APM BoK 4.4).......................................................................................................131
Health and Safety (APM BoK 4.2).................................................................................134
8. Scope Management...........................................................................................................140
Scope Management (APM BoK 3.2)..............................................................................141
Requirements Management (APM BoK 3.2.5)...............................................................147
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Configuration Management (APM BoK 3.2.3)................................................................151
Change Control (APM BoK 3.2.2)..................................................................................153
9. Schedule and Resource Management...............................................................................159
Time Scheduling (APM BoK 3.3.2)................................................................................160
Resource Management (APM BoK 3.7).........................................................................173
Resource Scheduling (APM BoK 3.3.1).........................................................................174
Budgeting and Cost Control (APM BoK 3.4.1)...............................................................178
Control (APM BoK 3.1.2)...............................................................................................185
Earned Value Management...........................................................................................189
10. Project contexts and environments...................................................................................197
Contract (APM BoK 3.7.1).............................................................................................198
Procurement (APM BoK 3.7.3)......................................................................................201
Provider Selection and Management (APM BoK 3.7.4).................................................207
11. Project Risk Management and Issue Management...........................................................210
Risk context (APM BoK 3.5.1).......................................................................................211
Project Risk Management (APM BoK 3.5).....................................................................212
Risk techniques (APM BoK 3.5.2).................................................................................219
Identification..................................................................................................................219
Delegation (APM BoK 2.1.3).........................................................................................224
12. Project Quality Management............................................................................................226
Project Quality Management (APM BoK 3.6).................................................................227
Reviews (APM BoK 3.6.2).............................................................................................236
Course Content and APM BoK Topics Cross-reference:........................................................241
Course Content Alphabetical Listing:......................................................................................243

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1. Structure of Organisations and Projects
Coverage of Learning Outcomes:
(cid:131) Distinguish between different types of organisational structure
(cid:131) Responsibility Assignment Matrix
(cid:131) Roles and responsibilities of project sponsor, project manager, team members,
project steering group, users
(cid:131) Relationship between project sponsor and manager
(cid:131) Functions and benefits of a project office.
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Organisation (APM BoK 3.1.4)
“Organisation is the management structure applicable to the project, programme
or portfolio and the organisational environment in which it operates.”
APM BoK 6th Ed.
Projects are heavily influenced by the context within they are being executed and one of
the primary elements of the project context is the organisation structure that has been
adopted by the business. The chosen structure will have a significant impact on the
management and reporting mechanisms for individual projects.
The organisation structure of a project will typically have four layers
External: representing the host or client organisation for the work. Requirements are
defined and funding is provided by this level.
Sponsorship: provides a link between the management and external levels. The
project sponsor has accountability for the overall success of the project and
achievement of benefits.
Management: day to day responsibility for the management of the project.
Delivery: those who create the outputs.
Alongside these four levels are assurance and administrative support. Assurance
provides confidence that the management and delivery of the work are being conducted
effectively and appropriately. Administrative support provides services to the
management and delivery levels of an administrative and/or technical nature.
Temporary project, programme or portfolio organisations may be supported by a
permanent governance infrastructure that ‘owns’ P3 management. This is usually
referred to as an enterprise project management office (EPMO).
Organisational continuum
Depending upon the nature of the project and the organisation’s principal business,
there are significant implications for how projects are structured, staffed and managed.
There are three basic types of organisation structure within which projects are delivered:
‘Functional’, ‘Matrix’ and ‘Project’. They could be considered as a continuum where the
relative authority between the project manager and the functional manager shifts. This
is represented in the ‘Organisational Continuum’.
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One side of the organisational continuum indicates that in a functional organisation, the
functional manager has full authority. In other words, the functional manager has
control over everything that takes place within that department. Work is typically
exclusively related to routine operations. The level of change is minimal as is the level
of project activity.
The other side of the continuum indicates that, in a project (or task force) organisation,
the project manager has full authority. The project manager has control over everything
that happens in the project. Routine operations do not exist (or are confined to support
functions) – projects represent the majority of business activity. The project manager
has responsibility for staff well-being and development.
Between these two extremes are versions of matrix organisations – combinations of
functional and project authority.
As a project progresses through its different phases there may be a change in the type
of organisation applied to the project. This may revolve primarily around the size of the
team needed to complete each of the various project phases.
Organisation Types
Functional Matrix Project
Traditional departments Provides a balance of Staff members work in
headed by functional authority between the dedicated full time project
managers. department head(s) and teams which are
the project manager(s). commensurate to the size
All departmental staff
of the project.
report to that manager. Projects are resourced by
drawing full or part time The project manager has
Any projects that are
staff from departments. full authority.
required are co-ordinated
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Functional Matrix Project
at a senior level Teams may be co-located. This type of organisation is
common for very large
Project management Good for organisations
projects or organisations
approach is immature and that undertake many
whose primary business is
confidence in running projects and routine
project-related (e.g.
projects is limited. operations.
consultancies).
All experience is Project managers have
associated with routine authority for the project.
operations and
Department managers
optimisation of process
have authority for the
and output.
welfare of staff and the
External customers see no efficiency of the
single project manager. department.
Project managers may be
located within departments
or in a Project Office.
Types of Matrix Structure
Weak Matrix
As functional organisations undertake more projects, and experience and confidence
builds, authority can be delegated downwards. This often leads to the appointment of a
project co-ordinator within a department. However, authority remains weak from a
project perspective.
Balanced Matrix
The business of many organisations is likely to be a mixture of projects and business-
as-usual. The balanced matrix recognises the need for a dedicated project manager
but falls some way short of delegating full authority for the project to this individual.
Strong Matrix
As projects increasingly contribute to the revenue stream of the organisation, more
resources can be invested in project teams. This is often reflected in the setting up of a
projects department or project office. The projects department is responsible for
providing full / part time project managers for projects. Team members continue to be
drawn from departments. There is a much stronger emphasis on projects.
The Case for the Matrix
As many organisations undertake projects and operational work, the matrix may be the
only feasible organisation structure. It combines the advantages of the functional and
the project organisation but introduces complexity and the potential for conflict.
(cid:131) a formal, two-dimensional solution to a two-dimensional problem - reflects reality
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(cid:131) improved management of projects where task force structures are inappropriate
(cid:131) preserves the benefits of a functional structure
(cid:131) economical use of expensive resources
(cid:131) retains an element of job security
(cid:131) good for organisations that routinely carry out projects
Requirements for Success
Key aspects that must be treated proactively to make a matrix work include:
(cid:131) balancing functional and project authority on projects
(cid:131) project manager’s authority is accepted at project level
(cid:131) functional departments deliver to agreed standards
(cid:131) project managers do not supervise HOW jobs are done
(cid:131) commitment from the whole organisation
(cid:131) strong management support and involvement
(cid:131) resourcing issues must be addressed.
Matrix Roles and Responsibilities
Clear roles and responsibilities are the key to making matrix structures work. The
project manager has control of Scope, Time, Cost and Quality / Performance
(deliverables).
The Functional Manager has control over the techniques used to deliver the products.
Within the specification and budget for the task / work package, the functional manager
is allowed the freedom to decide the approach and resources used (to a certain
degree). Resource Management is one of the issues in a matrix structure which needs
to be clearly defined and agreed.
Strengths and Weaknesses of Organisation Types
The table below illustrates the strengths and weaknesses of the three main types of
organisation structures:

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Strengths Weaknesses
(cid:131) Develops strong specialist (cid:131) Tends to concentrate on
skills specialist goals
(cid:131) Facilitates efficient resource (cid:131) Inadequate integration - lack
usage of motivation?
(cid:131) Departmental lines of (cid:131) Inhibits development of
Functional
communication are clear general management skills
Organisation
(cid:131) Good if project is contained (cid:131) Slow response / rate of
within one function change
(cid:131) Compromise solution for (cid:131) Little customer focus - single
organisations that do not point of contact?
undertake many projects
(cid:131) Strong commitment to the (cid:131) Highly visible - may upset
project - single purpose and a established organisation
high degree of autonomy
(cid:131) Duplication and inefficient
(cid:131) Integration of multiple resource usage therefore
disciplines increased cost
(cid:131) Develops general (cid:131) Reduced job security and
Project
management skills unclear career paths
Organisation
(cid:131) Clear management definition - (cid:131) May be prone to symptoms of
(Task Force)
team members know where ‘groupthink’
they stand
(cid:131) Sharing of lessons-learned
(cid:131) Can operate with informal can be problematic
communications
(cid:131) Team can become distracted
(cid:131) Precise budget including near end of project
transparent PM costs
(cid:131) Balance between projects and (cid:131) Individuals have two or more
business as usual bosses
(cid:131) Integration of projects within (cid:131) Project managers feel they
functional departments have inadequate authority
(cid:131) Specialist knowledge is (cid:131) Organisation structure is
Matrix
developed and not lost more complex
Organisation
(cid:131) Global priorities are visible (cid:131) Functional and project
resource problems
(cid:131) Flexible and efficient use of
resources (cid:131) Conflict and stress are likely
(cid:131) Constant change (forming,
storming etc.)

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