APMP for Prince 2 which path to takeThe APMP for PRINCE2® Practitioners examination has been introduced by the APM as a way in which a project manager’s prior learning of PRINCE2® can be taken into account and provide some recognition of this previously obtained qualification.

The qualification is not a ‘poor mans’ APMP but it does have a slimmed down syllabus that effectively excludes all of those topic areas in the APM BoK that are considered to be similar enough in PRINCE 2® to mean that they need not be specifically examined again.

To qualify for the APMP through this route a delegate will need to have a CURRENT PRINCE 2® qualification and a training provider will require evidence of this before admitting them to the exam and the end of the project management course.

The exam is two hours with six questions to be answered from ten on the paper. The pass mark is the same 55% as the APMP by the normal route.

The following is a list of topics within the APMP and those areas exempted from the APMP for PRINCE2® identified IN EACH ROW, they are classed by the APM as ‘prior learning’.

You should note that this is still a preliminary syllabus and the whole concept is still being considered by the APM and a prospective launch date for the new examination is September 2010.

This syllabus assumes that candidates are able to define what is meant by the topic definitions relevant to the APMP as defined in the APM’s Body of Knowledge Definitions publication.

Contents of the APMP for PRINCE2® Exam

Project Management

  • Compare and contrast projects versus business-as-usual type activities within an organisation.
  • The benefits of using project management.
  • The challenges of using project management within an organisation.
  • The difference between project management processes as used throughout the project (such as starting, defining, monitoring and learning) and the phases of the project life cycle.

Programme Management

  • The characteristics of programme management.
  • The differences between project management and programme management.
  • Programme management and its links to strategic change.
  • The role and responsibilities of a programme manager.
  • The benefits of using programme management.
  • The challenges in using programme management within an organisation.
  • The differences between programme management and portfolio management.

Portfolio Management

  • How portfolio management assists in the prioritisation of projects.
  • The characteristics of portfolio management.
  • Risk versus return in relation to why projects are prioritised.
  • Recognise that the capacity of an organisation to undertake projects is linked to its available resources and how it forms part of portfolio management.
  • Situations where the use of portfolio management is appropriate.

Project Context

  • The need to understand a project’s context.
  • The need to consider the internal and external context (environment) of a project.
  • The use of tools and techniques such as PESTLE and SWOT.





Project Success and Benefits Management

  • Success criteria and key performance indicators (KPIs) and their uses in defining and measuring project success.
  • The importance of success factors to project management.
  • Benefits management and how benefits should be realised.

Stakeholder Management

  • A stakeholder management process (such as identification, analysis, communications planning, ongoing management).
  • Tools and techniques that can be used in stakeholder analysis such as suitably labelled axes on a 2×2 or 4×2 grid.
  • Why stakeholder management should be undertaken.

Project Management Plan CLASSED AS ‘PRIOR LEARNING’


Project Risk Management CLASSED AS ‘PRIOR LEARNING’


Project Quality Management CLASSED AS ‘PRIOR LEARNING’


Health Safety and Environmental Management

  • Purpose of health, safety and environmental (HSE) regulations.
  • Examples of generally applicable health and safety regulation/guidance such as COSHH, Management standards for tackling stress at work, Preventing slips and trips at work.
  • Duty of care for a project manager and team member in health and safety.
  • Responsibilities of a project manager regarding health and safety.
  • Health and safety risk assessment as applicable to project management.
  • Environmental legislation as applicable to project management such as noise and statutory nuisance and waste including pollution.

Scope Management

  • The need for effective scope definition and management.
  • Work Breakdown Structure (WBS).
  • Cost Breakdown Structure (CBS).
  • Organisational Breakdown Structure (OBS).
  • Responsibility Assignment Matrix (RAM) and how it is constructed.
  • Features of a work package.
  • The scope baseline.
  • The link between the WBS and project scheduling.


  • The scheduling process and the use of project schedules.
  • The precedence (activity-on-node) diagramming technique including different types of logical dependencies (links) such as finish to start, start to start and finish to finish.
  • Basic critical path analysis (only using finish to start dependencies).
  • The use of total and free float in scheduling.
  • The use of Gantt (bar) charts.
  • Durations estimating (overview).
  • Updating project schedules.
  • Program Evaluation and Review Technique (PERT) as a method for estimating activity durations. The PERT formula should be understood but there is no need to calculate values.
  • Milestones and milestone progress charts.
  • Software tools used to create and manage schedules. No particular software tools need to be known.

Resource Management

  • Types of resources such as replensihable and re-usable.
  • Resource estimating (overview).
  • Resource allocation.
  • Resource smoothing (time-limited scheduling) and resource levelling (resource-limited scheduling).
  • The concept of splitting activities to assist in resource smoothing and levelling.
  • Resource histograms and cumulative S curves.
  • Software tools used to manage resources. No particular software tools need to be known.

Budgeting and Cost Management

  • The link between cost estimating and budgeting and cost management (overview).
  • Planned expenditure.
  • Commitments and accruals.
  • Actual expenditure.
  • Cash flow forecasts.
  • Forecast out-turn cost.
  • Cost monitoring and control and cost reporting.



Earned Value Management

  • The principles of Earned Value Management (EVM).
  • Planned Value (PV) or Planned Budget or Budgeted Cost of Work Scheduled (BCWS)
  • Actual Costs (AC) or Actual Cost of Work Performed (ACWP)
  • Earned Value (EV) or Budgeted Cost of Work Performed (BCWP)
  • Cost Variances (CV) and Schedule Variance (cost) (SV). As defined in BS6079 2000:1.
  • Trends and Indices; Cost Performance Index (CPI) and Schedule Performance Index (cost) (SPI). As defined in BS6069 2000:1
  • CPI as a measure of efficiency.
  • Derive earned value curves from basic data.
  • Using earned value analysis to forecast out-turn costs and durations.
  • Why use EVM and what are its advantages and disadvantages.
  • The link between cumulative resource S curves and planned costs.

– Note examination candidates will not be required to provide definitions of Earned Value acronyms. Only the short acronyms will be used in examinations.

Information Management and Reporting CLASSED AS ‘PRIOR LEARNING’




Requirements Management

  • A requirements management process (such as capture, analysis & prioritisation, testing).
  • Factors used to structure requirements.
  • The importance of requirements management and link to scope management and project quality management.


  • Estimating through the project life cycle.
  • The changing accuracy of estimates through the project life cycle and the concept of the estimating funnel.
  • Estimating methods such as bottom up, comparative, parametric.
  • Estimating durations, resources and costs.
  • Importance and practical difficulties of estimating.
  • Three-point estimating and its links to PERT (see scheduling).

Configuration Management CLASSED AS ‘PRIOR LEARNING’


Business Case

  • The purpose of the business case.
  • The typical contents of the business case.
  • The business case as the ‘why’ for the project.
  • Authorship and ownership of the business case.
  • Importance and use of a business case during the project life cycle.
  • The use of investment appraisal techniques such as payback (using non-discounted figures), Internal Rate of Return (IRR), Net Present Value (NPV). Excludes the need to explain formulae or to calculate values.


  • Procurement in project management.
  • The purpose and content of a procurement strategy.
  • Processes for supplier selection.
  • Different methods of supplier reimbursement such as firm fixed price contract, contract target cost, contract target price, cost plus fixed fee contract, cost reimbursement type contract, cost plus incentive fee contract.
  • Types of contractual relationship such as partnering, alliancing, turnkey contract.

Project Life Cycles

  • The project life cycle.
  • Project phases such as Concept, Definition, Implementation, Handover and Close-out.
  • The relationship between phases and stages.
  • Why split projects into phases e.g. end of phase reviews, go/no go decisions, high level planning.
  • The extended life cycle.

Handover and Closeout CLASSED AS ‘PRIOR LEARNING’


Project Reviews

  • Different types of reviews including project evaluation reviews, gate reviews, audits, post-project reviews, benefits realisation reviews.
  • Importance of project reviews.
  • The need to learn lessons throughout the project.
  • Benefits of performing reviews.

Organisation Structure

  • Different types of organisation structure (functional, matrix, project).
  • The advantages and disadvantages of different types of organisational structure.
  • The types of projects suited to each type of organisation.
  • Links between organisation structure, the Organisational Breakdown Structure (OBS) and the Responsibility Assignment Matrix (RAM).

Organisational Roles CLASSED AS ‘PRIOR LEARNING’


Methods and Procedures CLASSED AS ‘PRIOR LEARNING’


Governance of Project Management

  • Use the APM’s Governance of Project Management SIG booklet as a guide to why governance of project management is important and what principles should be used.
  • The principles of the governance of project management.


  • The contents of a communication plan.
  • The importance of effective communication.
  • Methods and media that can be used for communication within a project.
  • The need for two-way communication.
  • Barriers to communication.
  • Links between the communication plan and information management and reporting.


  • Differentiate between groups and teams.
  • The concept of teamwork.
  • Team development models such as Tuckman or Katzenbach and Smith.
  • Features of a high performing team.
  • Social roles in teams such as Belbin or Parker.


  • Impact of leadership on team performance.
  • Leadership qualities of a project manager.
  • Motivational theories such as Maslow or Hertzberg.
  • A situational leadership model such as Hersey and Blanchard.

Conflict Management

  • Sources of conflict in the project life cycle
  • Conflict resolution models such as Thomas Kilmann or Russo and Eckler.


  • The process and stages of negotiation such as Preparation, Face-to-face meeting, Follow-up.
  • The importance of preparing for a negotiation.
  • When will a project manager need to negotiate including negotiations with suppliers or contractors, with users, with resource providers, with team members and with the project sponsor.