APM PMQ study guide
APM PMQ · Work through your exam, one topic at a time.
The APM Project Management Qualification (PMQ) is a project management qualification offered by the Association for Project Management (APM), the body that describes itself as "the only chartered membership organisation for the project profession in the world", with over 40,000 members and more than 480 corporate partners. This page is an independent study resource and is not affiliated with, endorsed by, or operated by APM. The APM PMQ study guide has 10 sections and about 3,011 words.
01Project Management and the Project Context
A project is a temporary endeavour, undertaken to deliver one or more defined outputs in line with an agreed business case, within a finite timeframe and with finite resources. Three tests distinguish it from business as usual: it is temporary (it ends, and the team disbands), unique (no two are identical), and business-case driven (it exists to deliver defined benefits).
308 words, about 2 min02Project Governance and Organisation
Governance is the framework of authority, accountability, decision rights and reporting within which the project operates. It typically includes a sponsor/executive who owns the business case and champions the project, a project board accountable for direction and for decisions beyond the project manager's delegated authority, tolerances (agreed limits on time, cost, scope, risk, quality and benefit variation), stage gates at which continuation is justified, independent assurance , and escalation routes.
306 words, about 2 min03Stakeholder Engagement and Communication
A stakeholder is anyone who can affect, be affected by, or perceives themselves to be affected by the project. Identify them broadly (including indirect and external parties), then analyse using the power/interest grid : high power–high interest = manage closely; high power–low interest = keep satisfied; low power–high interest = keep informed; low/low = monitor.
289 words, about 1 min04Scope, Schedule and Resource Management
Scope is defined and controlled through a scope statement (what is in and explicitly out), a product breakdown structure (what must be produced) and a work breakdown structure (deliverable-oriented decomposition into work packages). The WBS should be decomposed to a level where estimates and ownership are reliable - the 8/80 rule of thumb suggests packages between 8 and 80 hours.
293 words, about 1 min05Budgeting and Cost Control
Costs are structured through a cost breakdown aligned to the WBS, distinguishing direct from indirect, fixed from variable, and capital from operating cost. The approved time-phased budget forms the cost baseline against which performance is measured, usually displayed as an S-curve.
305 words, about 2 min06Risk and Issue Management
A risk is an uncertain event that, if it occurs, will affect objectives - it has not happened yet, and it has a probability. An issue has already happened and must be managed now.
290 words, about 1 min07Quality Management
Quality means conforming to defined requirements, not delivering the best possible product. Quality planning defines the standards to be applied, the acceptance criteria for each deliverable (measurable and testable), the reviews, tests and inspections to be performed, and the responsibilities - recorded in a quality plan and quality register.
307 words, about 2 min08Change Control and Configuration Management
Once baselines are approved (scope, schedule, cost), any alteration must go through formal change control: raise and log a change request → analyse impact on scope, schedule, cost, quality, risk and benefits - including the cost of not changing - → decide at the correct authority level → implement → update baselines and plans → communicate → close the request. Decisions are made against delegated authority: a change within the project manager's tolerances can be approved by the PM; a change breaching tolerance, or affecting the business case, escalates to the sponsor or change board.
317 words, about 2 min09Leadership and Team Management
Management provides order - planning, monitoring, controlling. Leadership provides direction and influence - vision, motivation, building commitment.
278 words, about 1 min10Procurement, Contracts and Benefits Management
Start with a make-or-buy decision, then follow the cycle: define requirements and specifications (output- or outcome-based) → evaluate options and sourcing strategy (single, dual, multi-source; framework agreements) → select and tender (ITT, RFQ, RFP) → evaluate bids using weighted criteria covering capability, capacity, price and whole-life cost - not lowest price alone → negotiate → award and manage the contract. The central idea is that risk should sit with the party best able to manage it.
318 words, about 2 min