APM Project Management · management including users, project team members and the project steering group/board 1.5 describe other roles within project management (including users,

APM ProjectManagementQualification (PMQ)

Syllabus: Changes from APM Body of Knowledge 6th edition to APM Body of Knowledge 7th edition

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APM Project Management Qualification

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The syllabus is based upon the APM Body of Knowledge 7th edition and provides an overview of the coverage of the qualification. The expanded syllabus content is provided in the form of learning outcomes and assessment criteria. These are structured to reflect teaching approaches in project management rather than the sequential chapters of the APM Body of Knowledge 7th edition.

Where the syllabus cites the term ‘including’, the information in brackets is topic coverage. All the cited terms within the brackets and after the term ‘including’ are expected to be known by candidates taking the examination. Where the syllabus cites the term ‘such as’, the information in brackets provides general topic coverage. This means that the assessment criteria are expected to be understood by candidates and examined, but the content in brackets is purely indicative of the range of areas that candidates may respond with. Therefore, the candidate may answer more widely than these specified items in the examination.

The examination questions will not require calculations to be performed.

This version of the syllabus includes a comparison of the changes from the APM Body of Knowledge 6th edition to APM Body of Knowledge 7th edition for ease of comparison. The changes have been categorised into “green” and “red” changes. The green changes are minor ones that typically do not require changes to teaching and learning materials, e.g. text is removed to avoid duplication or changed to increase clarity. Red changes are major changes that will typically require teaching and learning materials to be updated, e.g. the APM Body of Knowledge 7th edition. There is a clean version of APM Project Management Qualification syllabus on APM’s website.


Changes from APM Body of Knowledge 6th edition to APM Body of Knowledge 7th edition syllabus

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Command verbsCandidates must become familiar with the definition of different command verbs, which will be used in the syllabus and assessments. A command verb itself is simply an instruction to do something.

Verb Definition

Differentiate Recognise or determine what makes something different.

Describe Give an account, including all the relevant characteristics, qualities and events.

Explain Give an account of the purpose(s) or reason(s).

Interpret Translate information/data into another form to aid understanding, to demonstrate understanding or to inform a future action.

Outline Set out the main points/characteristics.

State Express the details without elaboration.

All questions for the PMQ assessment will be formed using the relevant command verbs. Please note that some differentiate questions may be formed as ‘explain the difference between…’


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APM Project Management Qualification Syllabus aligned to the APM Body of Knowledge 7th editionApproved v1.0

Learning Outcome Aligned to the APM Body of Knowledge 6th edition

Learning Outcome Aligned to the APM Body of Knowledge 7th edition

Justification for Change

Assessment Criteria Aligned to the APM Body of Knowledge 6th edition

Assessment Criteria Aligned to the APM Body of Knowledge 7th edition

Justification for Change

APM Body of Knowledge 7th edition References

1. Understand how organisations and projects are structured

1. Understand how organisations and projects are structured

No change 1.1 differentiate between types of organisation structures highlighting advantages and disadvantages of each (including functional, matrix, project)

1.1 differentiate between types of permanent and temporary organisation structures (including functional, matrix, and project)

Alignment to the APM Body of Knowledge 7th edition

1.1.5(Structural Choices)

1.3.1(Governance Principles)

1.3.5 (Sponsorship)

1.3.8 (Temporary Structures)

1.3.10 (Governance Boards)

2.2.1 (The PMO)

3.2.1 (Teams)

1.2 explain the way in which an organisational breakdown structure is used to create a responsibility assignment matrix

1.2 explain the way in which an organisational breakdown structure is used to create a responsibility assignment matrix

No change

1.3 explain the role and key responsibilities of the project manager

1.3 explain the role and key responsibilities of the project manager

No change

1.4 differentiate between the responsibilities of the project manager and project sponsor throughout the project life cycle

1.4 differentiate between the responsibilities of the project manager and the project sponsor throughout the project

Life cycle removed as not needed in the AC

1.5 describe other roles within project management including users, project team members and the project steering group/board

1.5 describe other roles within project management (including users, project team members, the project steering group/board and the product owner)


1.6 describe the functions and benefits of different types of project office (including project support office {PSO}, enterprise project management office {EPMO}, project services or centres of excellence)

1.6 describe the functions and benefits of different types of project office (including project/programme/portfolio management office (PMO), embedded PMO, central PMO and hub-and-spoke PMO)




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1.7 explain why aspects of project management governance are required (such as the use of: policies, regulations, functions, processes, procedures and delegated responsibilities)

Previously, AC 4.1 reworded to broaden and provide clarity within the AC and remove ambiguity

2. Understand project life cycles

2. Understand project life cycles

No change 2.1 define a project life cycle and project life cycle phases (including concept, definition, development, handover and closure and benefits realisation)

2.1 differentiate between linear, iterative and hybrid life cycles

To broaden the AC to include linear, iterative and hybrid life cycles

1.2.1 (Life Cycle Philosophy)

1.2.2 (Linear Life Cycles)

1.2.3 (Iterative Life Cycles)

1.2.4 (Hybrid Life Cycles)

1.2.5 (Extended Life Cycles)

1.2.6 (Product Life Cycles)

2.2.2 (Decision Gates)

2.2.3 (Information Management)

2.2.4 (Audits and Assurance)

2.2.5 (Knowledge Management)

2.3.4 (Unplanned Project Endings)

2.3.5 (Administrative Closure of Projects)

2.2 explain why projects are structured as phases (including the use of end of phase reviews, go/no-go decisions and high-level planning)

2.2 explain why projects are structured as phases in a linear life cycle

Removal of tools from the AC as these are tools and not reasons

2.3 explain the differences between a project life cycle and an extended life cycle

2.3 differentiate between a project life cycle and an extended life cycle

Changed to provide clarity and to align with qualification’s command verbs

2.4 outline processes for sharing knowledge and lessons learned throughout projects

2.4 outline the role of knowledge and information management to inform decision making


2.5 explain the benefits of conducting reviews throughout the project life cycle (including project evaluation reviews, gate reviews, post project reviews, peer reviews, benefits reviews and audits)

2.5 explain the benefits of conducting reviews throughout the life cycle (including decision gates, benefits reviews and audits)


2.6 explain why projects may close early

New AC added in order to cover off elements of the APM Body of Knowledge 7th edition

MANAGEMENT APM Project Management Qualification

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3. Understand contexts and environments in which projects can be delivered

3. Understand the situational context of projects

Alignment to the APM Body of Knowledge 7th edition and to remove ambiguity

3.1 distinguish between projects and business as usual {BAU}

3.1 differentiate between projects and business as usual (BAU)

To reduce confusion between differentiate and distinguish as they are similar verbs

1.1.1(Organisational Environment)

1.1.3 (Organisational Change)

1.1.5 (Structural choices)

2.1.1 (Project Shaping)

2.1.2 (Programme Shaping)

2.1.3 (Portfolio Shaping)

3.3.4 (Regulatory Environment)

3.2 differentiate between project management and portfolio and programme management

3.2 differentiate between project management, portfolio management and programme management

No change

3.3 outline the characteristics of programme management and its relationship with strategic change

3.3 outline the relationship between programmes, projects and strategic change

Changed in order to remove duplication and to better align the AC to the LO

3.4 explain the challenges a project manager may face working within a programme

3.4 describe situations where the use of programme management may be appropriate

Changed in order to align to the APM Body of Knowledge 7th edition and to better align the AC to the LO

3.5 describe where the use of portfolio management may be appropriate

3.5 describe situations where the use of portfolio management may be appropriate

Reworded in order to provide clarity

3.6 describe how environmental factors affect projects (including the sector, geography and regulation)

3.6 and 3.7 combined in new 3.6 and VUCA added

3.7 explain tools and techniques used to assess a project’s context (including PESTLE, SWOT)

3.6 explain tools and techniques used to determine factors which influence and impact projects (including PESTLE, SWOT and VUCA)

3.8 explain the importance of relevant legislation applicable to projects (such as health and safety, environmental, employment, contract, data protection, freedom of information)

3.7 explain the impact of the legal and regulatory environment on projects (such as the impact on working conditions, risk management, governance and sustainability)

To make the AC more suitable for an international market and to add clarity



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4. Understand governance of project management and the use of structured methodologies

N/A LO removed as methodologies and life cycles are now incorporated throughout.

4.1 describe the principles of governance of project management (such as policies, regulations, functions, processes, procedures and responsibilities)

4.1 moved to 1.7 and the remaining Assessment Criteria from Learning Outcome 4 are contained elsewhere within the qualification

4.2 explain how project management methodologies can be used to support the governance structure

4.3 explain the advantages of using standard project management methodologies across an organisation

5. Understand communication within project management

4. Understand communication within project management

No change 5.1 describe the key contents of a project communication plan

Removed duplication,covered in 4.1. The content would be explicit in understanding the benefits

3.1.1(Stakeholders)

3.1.3 (Engagement and Influence)

3.1.5 (Conflict Resolution)

3.3.1 (Communication)

3.3.2(Negotiation)

5.2 explain the benefits of a project communication plan

4.1 explain the benefits, to a project, of a communication plan

Adding context for the benefit

5.3 explain the importance of effective communication in managing different stakeholders

4.2 explain the relationship between stakeholder analysis and an effective communication management plan

Reworded in order to provide greater clarification

5.4 identify factors which can positively or negatively affect communication

4.3 state factors which can positively or negatively affect communication

Better verb for the AC

5.5 identify sources of conflict within the project life cycle and ways in which it can be addressed (such as Blake and Mouton, Thomas/Kilmann and Pruitt)

4.4 state sources of conflict within a project

5.5 has been split into 4.4 & 4.5 to apply more appropriate verbs (you need a context in order to identify)

4.5 explain ways in which conflict can be addressed (such as Thomas Kilmann Conflict Mode Instrument).

5.6 explain how to plan and conduct different negotiations (including formal, informal, competitive and collaborative)

4.6 explain how to plan and conduct negotiations (including ZOPA, BATNA and ‘Win Win’)

Reworded to align with APM Body of Knowledge 7th edition


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6. Understand the principles of leadership and teamwork

5. Understand the principles of leadership and teamwork

No change 6.1 describe typical leadership qualities

6.1 and 6.2 removed, as covered in other areas of LO 5.1 & 5.5

3.1.3(Engagement and Influence)

3.2 (Leading Teams)

3.2.1 (Teams)

3.2.2 (Virtual Teams)

3.2.3 (Team Development)

3.2.4 (Leadership)

6.2 explain the principles and importance of motivation

6.3 explain the impact of leadership on team performance and motivation (using models such as Maslow, Herzberg and McGregor)

5.1 explain how leadership impacts on team performance and motivation (using models such as Maslow, Herzberg and McGregor)

Changed to add clarity and to align the AC with the example models (which focus on individuals)

6.4 explain the benefits of adapting styles of leadership within a project (such as situational leadership, action centred leadership)

5.2 explain why it may be necessary to change leadership styles to effectively support the management of a project

Reworded to provide clarity and to remove duplication of learning

6.5 describe the characteristics and benefits of effective teams and teamwork

5.3 describe the characteristics and benefits of effective teams and teamwork

No change

5.4 explain factors which impact on the leadership of virtual teams

Alignment to the APM Body of Knowledge 7th edition to include more contemporary context

6.6 explain factors involved in the creation, development and management of teams (models such as Belbin, Margerison- McCann, Myers-Briggs, Tuckman, Katzenbach and Smith)

5.5 explain factors which influence the creation, development and leadership of teams (using models such as Belbin, Margerison- McCann, Myers-Briggs, Hackman, Tuckman, Katzenbach and Smith)

To add clarity and to align the AC closer to the LO.

Models changed to make them more contemporary

7. Understand planning for success

6. Understand planning for success

No change 7.1 explain the purpose of a business case and its importance during the project life cycle

6.1 explain the importance of a business case throughout the project life cycle

Reworded in order to add clarity

Purpose has been removed as it is implied through an understanding of importance

1.2.6(Product Life Cycle)

1.3 (Establishing Governance and Oversight)

1.3.6 (Investment Decisions)



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7.2 describe who has authorship and approval of the business case

Governance removed Roles and responsibilities and other aspects covered elsewhere within the new syllabus

1.3.7 (Business Case)

2.2.3(Information Management)

2.3 (Transition into Use)

2.3.1 (Business Readiness)

2.3.2 (Transition of Project Outputs)

2.3.3 (Adoption and Benefits Realisation)

3.1 (Engaging Stakeholders)

3.1.1 (Stakeholders)

3.1.3 (Engagement and Influence)

4.1.1 (Success and Benefits)

4.2 (Integrated Planning)

4.2.4(Estimation)

4.2.9(Contingency Planning)

4.2.10 (Deployment baseline)

4.3 (Controlling Deployment)

4.3.1 (Progress Monitoring and Reporting)

4.3.4 (Contingency Management)

7.3 explain benefits management (including success criteria and key performance indicators and their uses in measuring project success)

6.2 explain what is meant by benefits management (including identification, definition, planning, tracking and realisation)

Reworded to add clarity

7.4 explain the use of payback, Internal Rate of Return and Net Present Value as investment appraisal techniques. The examination questions will not require calculations to be performed

6.3 explain investment appraisal techniques used by a project manager (including Internal Rate of Return (IRR) and Net Present Value (NPV))

Reworded to provide clarity

7.5 explain an information management system (including collection, analysis, storage, dissemination, archiving, destruction of information

6.4 explain an information management process (including collection, storage, curation, dissemination, archiving and the destruction of information)

To align to and reflect the process within the APM Body of Knowledge 7th edition

7.6 explain a typical project reporting cycle including the gathering of data and dissemination of reports and the principles of reporting by exception

6.5 explain factors which would typically be reported on to help ensure successful project outcomes

To align the AC to the APM Body of Knowledge 7th edition

7.7 explain the purpose of the project management plan and its importance throughout the project life cycle

6.6 explain the relationship between the deployment baseline and the development of a project management plan in linear and iterative life cycles

7.7 split into 6.6 and 6.7 to align with the APM Body of Knowledge 7th edition and provide greater clarity

6.7 explain the importance of producing a project management plan


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7.8 describe the typical contents of a project management plan

6.8 describe the typical contents of a project management plan

No change

7.9 outline the authorship, approval and audience of a project management plan

7.9 removed, covered in roles and responsibilities and communications LOs

7.10 explain estimating techniques (including analytical, comparative, parametric, three-point, PERT formulae)

6.9 explain approaches to producing estimates (including parametric, analogous, analytical and Delphi)

Reworded to add clarity and methods updated in order to align to the APM Body of Knowledge 7th edition

7.11 explain the reasons for and benefits of re-estimating through the project life cycle and the concept of the estimating funnel

6.10 explain the reasons for and benefits of re-estimating throughout the project life cycle

Estimating funnel removed as a specific ac as it is implicit in 6.9

7.12 describe stakeholder management processes

6.11 explain the relationship between stakeholder analysis, influence and engagement

The AC now aligns to the APM Body of Knowledge 7th edition

7.13 explain the importance of managing stakeholder expectations

6.12 explain the importance of managing stakeholder expectations to the success of the project

Reworded to add clarity and focus

7.14 describe advantages and disadvantages of earned value management

6.13 explain why a project manager would use earned value management

Reworded to add clarity and focus

7.15 perform earned value calculations and interpret earned value data

6.14 interpret earned value data (including variances and performance indexes)

Re-worded to remove the need to perform calculations and re-focus the assessment on interpretation and benefits

6.15 explain the benefits of using the interpretation of earned value data

6.16 explain the role of contingency planning in projects

New AC to increase coverage of the APM Body of Knowledge 7th edition



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8. Understand project scope management

7. Understand project scope management

No change 8.1 define scope in terms of outputs, outcomes and benefits (including use of product breakdown and work breakdown structures)

7.1 explain how to define scope in terms of outputs, outcomes and benefits (including use of product, cost and work breakdown structures)

Reworded for alignment to the APM Body of Knowledge 7th edition

4.1.2 (Objectives and Requirements)

4.1.3 (Options and Solutions)

4.1.4 (Scope Definition)

4.3.6 (Change Control)

4.3.7 (Configuration Management)

8.2 explain how to manage scope through:■ requirements

management processes (such as capture, analysis, justifying requirements, and baseline needs)

■ configuration management processes (such as planning, identification, control, status accounting, audit and verification)

7.2 explain how to establish scope through requirements management processes (such as gather, analysis, justifying requirements, and baseline needs)

8.2 has been split into 7.2 and 7.3 to aid clarity and focus

7.3 explain how to manage scope through configuration management processes (such as planning, identification, control, status accounting, and verification audit)

8.3 explain the different stages of change control (such as request, review, assessment, decision, and implementation)

7.4 explain different stages of a typical change control process (such as request, initial evaluation, detailed evaluation, recommendation, update plans, and implement)

Reworded to align to the APM Body of Knowledge 7th edition

8.4 explain the relationship between change control and configuration management, and the concept of change freeze

Removed as included in 7.3 and covered in the APM Project Fundamentals Qualification

8.5 explain the advantages and disadvantages of a change control process

Removed as covered elsewhere in the syllabus


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9. Understand schedule and resource management

8. Understand schedule and resource optimisation


9.1 explain the process for creating and maintaining a schedule

8.1 describe ways to create and maintain a schedule (including critical path, and Gantt charts)

To add clarity and alignment to APM Body of Knowledge 7th edition

4.2.5 (Scheduling – Critical Path)

4.2.6 (Scheduling – Critical Chain)

4.2.7 (Resource Optimising)

4.2.8 (Cost Planning)

8.2 differentiate between critical path and critical chain as scheduling techniques

9.2 describe different techniques used for depicting a schedule (including network diagrams, critical path analysis, Gantt chart, and milestone chart)

Removed and combined with 8.1 to avoid duplication

9.3 state advantages and disadvantages of using software scheduling tools

Removed as no longer relevant

9.4 explain categories and types of resources (such as human resources, consumable and re-usable equipment, materials, and space)

8.3 describe how resources are categorised and allocated to a linear life cycle schedule

9.4 and 9.5 combined into new 8.3 and 8.4 to align with the APM Body of Knowledge 7th edition, covering off linear and iterative life cycles

9.5 describe how resources are allocated to a schedule

8.4 describe how resources are categorised and allocated to an iterative life cycle schedule

9.6 differentiate between resource smoothing and resource levelling

8.5 differentiate between resource smoothing and resource levelling

No change

9.7 explain what is meant by budgeting and cost control

8.6 differentiate between cost planning for iterative life cycles and cost planning for linear life cycles


10. Understand project procurement

9. Understand project procurement

No change 10.1 explain the purpose, typical content and importance of a procurement strategy

9.1 explain the purpose, typical content and importance of a procurement strategy

No change 2.1.4 (Procurement Strategy)

4.2.1(Contract Award)10.2 distinguish

between different methods of supplier reimbursement (including fixed price, cost plus fee, per unit quantity, and target cost)

9.2 differentiate between different methods of supplier reimbursement (including fixed price, cost plus fee, per unit quantity, and target cost)




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10.3 distinguish between different contractual relationships

9.3 differentiate between different contractual relationships


10.4 explain a supplier selection process

9.4 explain a supplier selection process

No change

11. Understand risk management and issue management

10. Understand risk and issue management in the context of project management

Removed duplication of the word management

11.1 explain each stage in a risk management process (such as initiate, identify, assess, plan, and implement responses)

10.1 explain each stage in a risk management process (such as identification, analysis, response, and closure)

Initiate removed to reflect the APM Body of Knowledge 7th edition

4.2.2 (Risk Identification)

4.2.3 (Risk Analysis)

4.3.3 (Risk Management)

4.3.5(Issue Management)

11.2 compare the responses to risk in terms of risk as a threat or opportunity (such as avoid, reduce, transfer or accept and exploit, enhance, share or reject)

10.2 explain proactive and reactive responses to risk (such as avoid, reduce, transfer or accept and exploit, enhance, share and reject)

Changed to add clarity

11.3 explain the benefits of project risk management

10.3 explain the benefits of risk management

Removal of the superfluous word project

11.4 distinguish between risks and issues

10.4 explain the key aspects of issue management

Old 11.4 covered in the APM Project Fundamentals Qualification and 10.4 created to ensure issue resolution is included in the syllabus

11.5 explain the advantages and disadvantages of risk and issue escalation

Removed as covered elsewhere in syllabus


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12. Understand project quality management

11. Understand quality in the context of a project

To provide greater clarity within the LO and the theme within the APM Body of Knowledge 7th edition that it is about quality within a project rather than Quality Management

12.1 define quality management

11.1 explain what is meant by quality planning

To bring in line with the LO and alignment to the APM Body of Knowledge 7th edition

4.1.5 (Quality Planning)

4.3.8 (Quality Control)

12.2 define quality planning, quality assurance, quality control and continual improvement

11.2 differentiate between quality control and quality assurance

To bring in line with the LO and alignment to the APM Body of Knowledge 7th edition

12.3 describe the benefits of the quality management process

Removed to avoid duplication

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APM Project Management · management including users, project team members and the project steering group/board 1.5 describe other roles within project management (including users,