APM BODY OF KNOWLEDGE - PDF document

1 APM BODY OF KNOWLEDGE Definintions Book
APM BODY OF KNOWLEDGE Definintions Book v2 10/2/06 4:02 pm Page C APM Body of Knowledgeto the discipline of managing projects. This information directly assists all those interested in project management in their work, studies and learning. The 5thEdition has a total of 52 topics divided amongst seven sections. Theof Knowledge 5thEdition - DefinitionsTh

2 e complete definitions of each topic, su
e complete definitions of each topic, suggested reading lists, a glossary, list of acronyms and anThe full is available in book formatfrom APMPublishing (www.apmpublishing.com) or as an exclusive APM members benefit onformat from the members area of the APM website (www.apm.org.uk) The fold out definitions guide can be found on the inside Definintions B

3 ook v2 10/2/06 4:02 pm Page 1 The pri
ook v2 10/2/06 4:02 pm Page 1 The primary structure of the text is well established in the following seven sections:Project management in contextTechniquesPeople and the professionThere is nothing absolutely fixed about this structure in its format or sequence; it does, however, have clarity and logic. Many of the topics addressed in each However, they

4 are treated separately due to their sign
are treated separately due to their significance and to aid in For example, project risk management and project quality management are The Structure Definintions Book v2 10/2/06 4:02 pm Page 2 Definintions Book v2 10/2/06 4:02 pm Page A Definintions Book v2 10/2/06 4:02 pm Page F Project management in context1.1 Project managementProject manageme

5 nt is the process by which projects are
nt is the process by which projects are defined, planned,realised. Projects are unique, transient endeavours undertaken to achieve adesired outcome. Projects bring about change and project management is1.2 Programme managementProgramme management is the co-ordinated management of related organisation. What constitutes a programme will vary across industrie

6 s 1.3 Portfolio managementPortfolio mana
s 1.3 Portfolio managementPortfolio management is the selection and management of all of an Portfolios can be managed at an organisational, programme or 1.4 Project contextProject context refers to the environment within which a project is undertaken. Projects do not exist in a vacuum and an appreciation of the Definintions Book v2 10/2/06 4:02 pm Page

7 3 1.5 Project sponsorshipProject sponso
3 1.5 Project sponsorshipProject sponsorship is an active senior management role, responsible foridentifying the business need, problem or opportunity. The sponsor ensuresresolving any issues outside the control of the project manager.1.6 Project office Definintions Book v2 10/2/06 4:02 pm Page 4 5 2.1 Project success and benefits managementProject suc

8 cess is the satisfaction of stakeholder
cess is the satisfaction of stakeholder needs and is measured 2.2Stakeholder management2.3 Value managementValue management is a structured approach to defining what value means optimal approach and solution.2.4 Project management planThe project management plan brings together all the plans for a project. The purpose of the project management plan (PMP)

9 is to document the for managing the proj
is to document the for managing the project. The project management plan is owned by theproject manager.2.5 Project risk managementProject risk management is a structured process that allows individual proactively, optimising project success by minimising maximisingopportunities. Definintions Book v2 10/2/06 4:02 pm Page 5 2.6 Project quality management

10 Project quality management is the discip
Project quality management is the discipline that is applied to ensure that2.7 Health, safety and environmental management 6 Definintions Book v2 10/2/06 4:02 pm Page 6 3.1 Scope managementand when activities and events are planned to happen. This includes of resources.3.3 Resource managementlevels of resources.3.4 Budgeting and cost management3.5 Chang

11 e controlbenefits are identified, evalua
e controlbenefits are identified, evaluated, approved, rejected or deferred. Definintions Book v2 10/2/06 4:02 pm Page 7 3.6Earned value management3.7 Information management and reporting3.8 Issue management 8 Definintions Book v2 10/2/06 4:02 pm Page 8 9 4.1 Requirements managementsatisfy, and should be comprehensive, clear, well structured, traceab

12 le The optimised solution is refined wit
le The optimised solution is refined with the stakeholders against 4.4 Technology managementTechnology management is the management of the relationship between4.5 Value engineeringValue engineering is concerned with optimising the conceptual, technicaland operational aspects of a projects deliverables. Value engineering utilisesTechniques Definintions Boo

13 k v2 10/2/06 4:02 pm Page 9 10 4.6 Mo
k v2 10/2/06 4:02 pm Page 9 10 4.6 Modelling and testingaspects of a deliverable. Testing is the process of determining how aspects4.7Configuration management Definintions Book v2 10/2/06 4:02 pm Page 10 11 5.1 Business caseThe business case provides justification for undertaking a project, in termsand approval for investment in the project. The busi

14 ness case is owned bythe sponsor.5.2 Mar
ness case is owned bythe sponsor.5.2 Marketing and salesand quality. Sales is a marketing technique used to promote a project.5.3 Project financing and fundingProject financing and funding is the means by which the capital to undertakeProjects may be financed externally, funded internally or a combination 5.4 ProcurementProcurement is the process by which

15 the resources (goods and services)procur
the resources (goods and services)procurement strategy, preparation of contracts, selection and acquisition 5.5 Legal awarenessLegal awareness provides project management professionals with an Definintions Book v2 10/2/06 4:02 pm Page 11 12 Definintions Book v2 10/2/06 4:02 pm Page 12 13 6.1 Project life cyclesProject life cycles consist of a number

16 of distinct phases. All projects follow
of distinct phases. All projects follow project is considered and a preferred solution identified. The business 6.5Handover and closeoutproject team. Definintions Book v2 10/2/06 4:02 pm Page 13 14 6.6Project reviewsProject reviews take place throughout the project life cycle to check the 6.7 Organisation structureThe organisation structure is the orga

17 nisational environment within whichthe p
nisational environment within whichthe project takes place. The organisation structure defines the reporting6.9Methods and proceduresProcedures cover individual aspects of project management practice 6.10Governance of project management Definintions Book v2 10/2/06 4:02 pm Page 14 15 information. Information can be conveyed verbally, non-verbally, activ

18 ely,passively, formally, informally, con
ely,passively, formally, informally, consciously or unconsciously.7.2 TeamworkTeamwork is when people work collaboratively towards a common goal as7.3 LeadershipLeadership is the ability to establish vision and direction, to influence andan environment of change and uncertainty.7.4 Conflict management7.6 Human resource managementthe project team and workin

19 g group. These policies include recruitm
g group. These policies include recruitment,People and the profession Definintions Book v2 10/2/06 4:02 pm Page 15 7.7 Behavioural characteristicsfunction of values, beliefs and identity. They can be used in assessment,7.8 Learning and developmentLearning and development involves the continual improvement of competencies in the organisation. The identif

20 ication and application of current and f
ication and application of current and future projects.7.9 Professionalism and ethicsProfessionalism and ethics both relate to proper conduct. Professionalism is Definintions Book v2 10/2/06 4:02 pm Page 16 150 West Wycombe RoadWebwww.apm.org.ukTelephoneInternationalFacsimileAssociation for Project Management Definintions Book v2 10/2/06 4:02 pm Page