APM Revision Cards

8/10/2019 APM Revision Cards

http://slidepdf.com/reader/full/apm-revision-cards 1/15

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



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.

www.ilxgroup.com

Tel: 01270 611600



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


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)

www.ilxgroup.com

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




section.






designed by ILX Group to assist lea

their exam preparation.



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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Tel: 01270 611





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





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


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


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

www.ilxgroup.com

Tel: 01270 611600




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





The Purple Zone: Plannin


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

www.ilxgroup.com

Tel: 01270 611600

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



The Red Zone: Stop and thi


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




section.





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

www.ilxgroup.c

Tel: 01270 611





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





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


ILX APM PMQ podcasts. Study its cand try to recall the key points und

section.






designed by ILX Group to assist lea

in their exam preparation.

continued

www.ilxgroup.c

Tel: 01270 611



The Orange Zone: Suns


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



The Orange Zone: Suns


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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