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 should be used as par t of your study prior to attending ILX’s ILX’s classroom course.
Projects in colour A revision guide for the APM PMQ syllabus topics
Take the time to listen t o the audio CD’s, and study the revisi on cards, we we are sure you’ll find them a useful addition to your pre course study.
The coloured zones We 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 - study cards
Guidance for learners - Audio - Audio CD’s
Use 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.
The six coloured zones are discussed in turn on the two CD’s. You’re You’re free to import i mport the th e CD’s and copy the files to your mp3 player, or mobile phone.
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APM PMQ revision pack Topic: Project Management
Topic: Programme Management
Topic: Portfolio Management
Key Points
Key Points
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
Programme Manager responsibilities: - Planning and controlling - Managing project interfaces - Defining governance - Managing the budget - Resource management - Managing communications, risks and issues
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Analysis of projects and programmes Prioritisation and/or selection of 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)
Topic: Methods and Procedures
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
- Planning - Monitoring and control - Risk - Quality - Change control - Configuration management - Issue management Benefits - Consistency of approach - Improved governance - Creates environment for continuous improvement - Common understanding and language - Increased chance of projects succeeding PRINCE2® is a method used globally
Constructed around the life-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
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.
The Green Zone: Getting going
APM PMQ revision pack 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: 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
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Key Points
Documents the justification Cost vs Benefits Provides basis upon which ongoing viability 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
Owned by Sponsor Input/Information from PM, Users, Suppliers, Financial experts Investment Appraisal - Payback Period - Discounted Cash Flow (DCF) - Net Present Value (NPV) - Internal Rate of Return (IRR)
Topic: Business Case
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 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...
Produced at the end of Concept Updated during Definition Reviewed for validity throughout Development Benefits reviewed during Operations Phase
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.
The Blue Zone: Background
APMP revision pack 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
Card 1 of 2 Topic: Teamwork Key Points
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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 avoid
Topic: Project Sponsorship
Topic: Organisational Roles
Key Points
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 to commit 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
Project Sponsor Project Manager Project Steering Committee (chaired by Sponsor) - User representative - Supplier representative - Other key stakeholders represented Team Manager Project Office - Configuration Manager/Librarian - Financial support - Specialists in software tools Project Assurance
www.ilxgroup.com Tel: 01270 611600
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.
The Pink Zone:
continued over...
People and projects
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
Card 1 of 2 - Disadvantages - Resources conflict between function and projects. Double reporting (line and project management) - Conflicting loyalties - Career path: functional department or 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
Topic: Stakeholder Management
Key Points
All those who have an interest or role in the project or are impacted by 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 actions Prepare communications plan Ongoing management (checking for changes to stakeholders, feedback on effectiveness)
POTENTIAL INFLUENCE
HIGH
INVOLVE/ ENGAGE
INVOLVE/ ENGAGE
MEDIUM
I NFOR M
C ON SULT
C ON SULT
LOW
INFORM
INFORM
CONSULT
MEDIUM
HIGH
LOW
The Pink Zone:
PARTNER
POTENTIAL INTEREST
People and projects
APM PMQ revision pack Topic: Conflict Management
Key Points
Conflict over project priorities Conflict over administrative procedures Conflict over technical opinions and performance trade-offs Conflict over manpower resources Conflict over cost Conflict over schedules Personality conflict
Extent of attempts to satisfy own concerns
Card 2 of 2
Competing
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Conflict Management Process Diagnose Discuss Achieve ownership Agree Reinforce Remove (from the team) Exit (from the organisation)
Collaborating Compromising
Avoiding
Accommodating
Extent of attempts to satisfy other’s concerns
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
- Communicate at the proper time - Use simple language - Say it in different ways Communication Plan - Stakeholder list and contact details - Information required by each stakeholder (group) - Source of information - Format of information - Frequency of information - Method of distribution
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.
continued over... www.ilxgroup.com Tel: 01270 611600
The Pink Zone:
People and projects
APM PMQ revision pack
Card 2 of 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 styl e - Low Task, High Relationship, links to M3 S4 - Delegating style - Low Task, Low Relationship, links to M4
Self actualisation Achievement, Leadership Companionship, Belonging Safety, Protection, Savings Sleep, Food, Shelter
Important to match style to maturity of follower.
Maslow Hierarchy of Needs
Change style as the situation demands.
Herzberg’s ‘Hygiene-Motivation’ Theory Motivators (Intrinsic factors) - Achievement - Recognition - Work content - Responsibility - Advancement - Personal growth Hygiene Factors (Extrinsic) - Company policy & administration - Supervision/management - Working conditions - Interpersonal relationships - Salary & status - Job security - Personal life
Maturity Levels M4 - High Competence and High Commitment M3 - High Competence and Variable Commitment M2 - Some Competence and Low Commitment M1 - Low Competence and Low Commitment
Success Recognition Of Effort Team Building Processes, Procedures, Safety Instructions Site Facilities, Welfare, Offices, Infrastructure
Project Hierarchy of Needs
The Pink Zone:
People and projects
APM PMQ revision pack Topic: Scope Management
Topic: Estimating
Topic: Time Scheduling
Key Points
Key Points
Key Points
Product Breakdown Structure (PBS) Work Breakdown Structure (WBS) Basis of schedule Advantages of Structures - Helps team think about the work - Gains agreement - Ensures all know what they are supposed to do - Reduces risk of overlooking something - Identifies deliverables - Makes workload allocation simpler - Relates costs to “cost centres” - Aids communication - Provides a numbering system - Provides basis for activity networks - Provides basis for Earned Value Analysis
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Subjective estimating Comparative estimating Parametric estimating Bottom-up (analytical) estimating 3 Point Estimating Lowest Highest Most Likely PERT Estimating Techniques Activity Breakdown Experience Phase Breakdown Experts Formulae Statistics Archives
Topic: Resource Scheduling Key Points
Earliest start time
Duration
Earliest finish time
Activity number/name Latest start time
Total float
Unlimited resources, fixed time - Use Time-limited Scheduling - Known as Resource Smoothing Limited resources, flexible time - Use Resource-limited Scheduling - Known as Resource levelling Resource Histogram Cumulative S Curve – basis of Earned Value – also known as Planned Cost
Network diagrams
Latest finish time
Critical Path – longest path through the network Total float – the amount of slippage a task/path has before the end date is affected. Free float the amount of time a task can slip without affecting the start of any subsequent task Milestone Charts Gantt Charts
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.
continued over... www.ilxgroup.com Tel: 01270 611600
The Purple Zone: Planning
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
Forecast out-turn costs = Actual costs + Commitments + Accruals + Work not yet started Cost Commitment Profile - Cumulative cost v cumulative revenue
Topic: Earned Value
Key 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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SPI/CPI greater than 1 - early or under budget 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
The Purple Zone: Planning
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
Card 1 of 2 - 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
Topic: Configuration Management
Key Points
Key Points
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-
-
-
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Gather in Concept High level view of “what” from stakeholders (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 associated with each requirement Priority - Stakeholders must agree the order Time - Business time imperatives may drive the order Process - The way solution is built may effect the order of requirements Testing Documented requirements still valid?
Planning - What level and how Identification - Specify and identify all components (items) of the final product Control - “Freeze” products and change only via Change Control Status Accounting - Recording and reporting current and historical data Verification - Review and audit actuals against records Close-out - Archive or disposal Configuration Item Configuration Librarian
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.
continued over...
The Red Zone:
Stop and think
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
Card 1 of 2 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: Project Quality Management Key Points
4 elements: - Quality Planning - Quality Assurance - Quality Control - Continuous Improvement Acceptance Criteria Techniques used in Control/Improvement
- Audits - Ishikawa diagrams (Cause & Effect Analysis) - Pareto Analysis - Sampling - 100% testing - Inspection - Control Charts Cost of Quality
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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
Minimum Cost
Cost of Failure t s o C
Cost of Control Low High
Number of Mistakes Standards
The Red Zone:
High Low
Stop and think
APM PMQ revision pack
Card 2 of 2
Topic: Health & Safety
Key Points
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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 fellow employees 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 safety representatives so request Duties of Employees While at work, all employees have a duty to: - take reasonable care - co-operate with employer
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HASAW Legislation Relevant to Projects Construction (Design & Management) Regulations These regulations and the Approved Code of Practice apply specifically to the construction industry. They apply if the work is greater than 30 days duration or require more that 500 person days and these projects must be reported to the HSE. The regulations also detail specific responsibilities for: Client, Designer, CDM Coordinator, Principal Contractor, Contractors The regulations require that a Health and Safety Plan is in place and a Health and Safety File should be kept which is handed to the client when the work is complete so that it can be referenced during the operational life of the products, for example, when maintenance work is being undertaken. 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 and update 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 will be 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
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The Red Zone:
The Basic Steps Establish user's need Survey market place Specify realistic requirement Seek tenders for supply Assess tenders and choose supplier 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 schedules
Stop and think
APM PMQ revision pack Topic: Change Control Key Points
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External Change to the project deliverables Client requested Internal Do not affect the project deliverables Correction of mistakes Updates following testing
Card 2 of 2 Topic: Issue Management
Topic: Governance of a Project
Key Points
Key Points
Identify need for change
Raise Request
Submit to Change Authority
Change Authority Review Change Authority Decide
PM Analyses
Communicate Decision
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?
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
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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 and implemented - Clearly defined reporting and escalation - Open and honest reviews and culture of improvement - Appropriate engagement of stakeholders
www.ilxgroup.com Tel: 01270 611600
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.
continued over...
The Red Zone:
Stop and think
APM PMQ revision pack - Project Office - Internal auditors Key Points - External auditors Stage Review - Used to provide objective evaluation and (regularly throughout the project) assessment of the management of the - Evaluate the processes being used project - Establish any lessons learned and Post Project Review actions arising - Part of handover, before closeout - Identify concerns and agree - Used to assess “did we do it right?” corrective action - Evaluate against success criteria - Establish likely technical success - Determine what went well, what went of the project badly, what could be done differently, - Validate progress against time, cost, separating cause from effect quality, scope and resources - Recognise individual and team - Consider s takeholder relationships performances and perceptions - Evaluate the project processes and any Gate Reviews tools or techniques used - Undertaken at the end of phase or Benefits Realisation Review stage - Undertaken some time after the products - Determines whether project should are in use proceed or not - Perhaps more than one? - Major decision point for senior - Have the benefits been realised? management - Have any unexpected benefits been Audits realised? - Undertaken by group outside the team - Any problems caused by the new products? - Responsibility of the sponsor Circulate reports of all reviews to key stakeholders
Topic: Project Reviews
www.ilxgroup.com Tel: 01270 611600
Topic: Information Management
Topic: Handover and Closeout
Key Points
Key Points
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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 by others
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Prepare a handover and closeout plan as part of the PMP Final testing against acceptance criteria Pass the deliverables to the sponsor and the user and obtain acceptance Handover to operational maintenance and support and obtain acceptance Prepare for benefits realisation and review PM Responsibilities Dispose of surplus materials, infrastructure and facilities Finalise contracts and purchase orders Finalise project accounts Complete and archive all documentation Undertake a post-project review Operational review on the way the project was managed Create and distribute lessons learned report Complete performance appraisals of project team staff as appropriate Recognise individual and team performance
The Orange Zone:
continued over...
Sunset
APM PMQ revision pack
Topic: Handover and Closeout 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.
Inform stakeholders of stage entry
Release
Brief project team
Complete project work scope Post Project Review
Finalise release preparations
Prepare for project closure
www.ilxgroup.com Tel: 01270 611600
Release decision
Handover & closure of project
END
PROJECT CLOSED
The Orange Zone:
Sunset
