APM PFQ Essentials with Citivirtual: Fast-Track to Project Fundamentals

Project

A temporary organisation created to deliver one or more unique outputs, outcomes or benefits within agreed time, cost, quality, scope, risk and benefit parameters.

Project management

The application of processes, methods, skills, knowledge and experience to achieve project objectives according to acceptance criteria within agreed constraints.

Business-as-usual (BAU)

Ongoing, repetitive operational work that keeps the organisation running, typically following stable processes and standard procedures.

Programme

A temporary, flexible organisation created to coordinate, direct and oversee the implementation of a set of related projects and activities to deliver outcomes and benefits.

Portfolio

The totality of an organisation's investment (or a selected part of it) in the changes required to achieve its strategic objectives, including projects and programmes.

APM PFQ

The APM Project Fundamentals Qualification: an entry-level, knowledge-based assessment aligned with APM Body of Knowledge 7th edition, covering core project management concepts.

Project environment

The internal and external context in which a project operates, including organisational strategy, culture, resources and wider political, economic, social, technological, legal and environmental influences.

PESTLE analysis

A tool for scanning the external environment of a project across six dimensions: Political, Economic, Social, Technological, Legal and Environmental.

Business case

A document and ongoing justification that explains why a project is desirable, viable and achievable, summarising options, costs, benefits, risks and strategic fit.

Project sponsor

The role that owns the business case, ensures the project remains aligned with strategy and worth doing, and makes key investment decisions about starting, continuing or stopping the project.

Project success criteria

The measurable definitions of project success that answer 'How will we know if the project is successful?' such as time, cost, quality and benefit targets.

Project success factors

The conditions, capabilities or actions that increase the likelihood of meeting the success criteria, such as strong leadership, clear requirements and effective communication.

Project life cycle

The series of phases a project passes through from initial concept to final handover and closure, used to structure work, manage risk and support governance.

Concept phase

Early phase where the problem or opportunity is clarified, options are explored and an outline business case is created to support an initial go/no-go decision.

Definition phase

Phase where detailed requirements are gathered and a project management plan is developed, including scope, schedule, cost and risk plans, enabling controlled execution.

Development phase

Execution phase where the planned work is carried out to create project outputs, while monitoring progress and managing risks, issues and changes.

Handover and closure

Final phase where deliverables are accepted and transferred to business-as-usual, contracts and admin are closed, benefits are reviewed and lessons learned are captured.

Decision gate

A governance point between phases where senior stakeholders review progress, the business case and risks, and decide whether to continue, change or stop the project.

Project Sponsor

Senior role that owns the business case, provides direction and funding, and is ultimately accountable for project success and continuation decisions.

Project Manager

Role responsible for day-to-day planning, monitoring and control of the project to deliver agreed outputs within defined constraints.

Project Board / Steering Group

Group that provides strategic oversight and key decisions, representing business, user and supplier interests, and reviewing progress at control points.

Project Management Office (PMO)

Function that supports projects and programmes with standards, templates, reporting, tools and sometimes staff, improving consistency and governance.

Stakeholder

Any individual or group who can affect, be affected by, or perceive themselves to be affected by a project.

Power–Interest Grid

Simple analysis tool that classifies stakeholders by their level of power over the project and their level of interest in it, guiding engagement strategies.

Project Management Plan (PMP)

The integrated description of **how** the project will be managed, controlled and reported, kept consistent with the approved business case.

Business case

The justification for the project, explaining **why** it should be done and what benefits, costs and risks are expected.

Project scope management

Processes for **defining** what work and deliverables are included and **controlling changes** to that agreed scope.

Scope definition

Clarifying what is in and out of scope, usually by breaking the project into deliverables and work packages (WBS-style thinking).

Scope change control

Assessing and deciding on requests to change scope, including their impact on time, cost, quality and risk.

Work Breakdown Structure (WBS)

A hierarchical breakdown of the project into smaller, manageable pieces of work focused on deliverables and work packages.

Activity-based planning

A planning approach that breaks the project into specific activities (tasks) with clear starts, finishes, owners and durations, forming the basis of the schedule.

Dependency

A logical relationship between activities where one depends on another (for example, Finish-to-Start: one must finish before the next can start).

Milestone

A significant zero-duration point in the project, such as 'Contract signed' or 'Go-live', used as a key control and reporting point.

Critical path

The longest path through the network of activities, which determines the shortest possible project duration. Activities on it are critical.

Float (slack)

The amount of time an activity can be delayed without delaying the project finish date. Critical activities have zero total float.

Gantt chart

A bar chart schedule with time along the top and horizontal bars for activities, often used to show durations, dependencies and milestones.

Project risk

An uncertain event or set of events that, if it occurs, will have a positive or negative effect on one or more project objectives.

Issue

A current problem, query or concern that is already affecting the project or needs a decision now; there is no uncertainty about whether it has happened.

Risk management process (PFQ-level)

A continuous loop of identifying risks, analysing probability and impact, planning responses, and implementing and monitoring those responses.

Threat vs opportunity

A threat is a negative risk that could harm objectives; an opportunity is a positive risk that could improve them.

Change control

The formal process for requesting, evaluating, approving or rejecting, and implementing changes to project baselines such as scope, time, cost and quality.

Configuration management

The discipline of identifying configuration items, controlling their versions, recording status, and verifying that actual items match approved versions.

Project quality

Fitness for purpose: the extent to which project outputs conform to agreed and documented requirements, including functional, non-functional and compliance criteria.

Quality planning

Defining what quality means for the project and how it will be achieved and measured: standards, acceptance criteria, roles, methods and tools.

Quality assurance (QA)

Proactive activities that focus on processes to give confidence that quality requirements will be met, such as audits, training and process reviews.

Quality control (QC)

Reactive checks on actual deliverables to see if they meet quality criteria, such as testing, inspection and defect correction.

Resource types

Categories of resources used in projects: human, equipment, materials, facilities and budget/funding.

Resource scheduling

Assigning resources to tasks over time, taking into account availability and constraints, and adjusting the schedule where necessary.

Project communication plan

A document that defines who needs what information, when they need it, how it will be delivered, and who is responsible for sending it, so that information flows support project control and collaboration.

Status report

A regular, usually concise report summarising progress against plan, key risks and issues, and upcoming work, often using visual indicators such as RAG (Red/Amber/Green) status.

Dashboard

A visual display of key project information (such as progress, risks, and workload) often generated automatically from project tools and shared digitally with stakeholders.

Autocratic (directive) leadership

A leadership style where the leader makes decisions and tells others what to do, useful in time-critical situations but risky if overused because it can reduce engagement and creativity.

Democratic (participative) leadership

A leadership style where the leader involves the team in discussions and decisions, supporting buy-in and idea generation but sometimes slowing decision making.

Laissez-faire (delegating) leadership

A leadership style where the leader sets high-level goals and allows team members significant freedom in how to achieve them, effective with experienced, motivated teams.

Project closure

A planned phase at the end of a project where outputs are handed over, acceptance is confirmed, reviews are held, lessons are captured, resources are released, and the project is formally closed.

Handover

The process of transferring project outputs, knowledge, and responsibilities from the project team to business-as-usual (operations) so the organisation can use and support them.

Post-project review

A review held near or shortly after closure that examines how the project was managed and delivered, including performance against time, cost, quality, and the business case.

Benefits review

A review held after the project has ended to assess whether the expected benefits and value in the business case are being realised in practice.

Lessons learned

Actionable insights, based on project experience and evidence, that describe what should be repeated or changed in future projects to improve performance.

Business-as-usual (BAU)

The ongoing operational environment that takes ownership of project outputs and is responsible for realising benefits after the project closes.

Project

A temporary organisation created to deliver one or more business products or outputs according to an agreed business case.

Risk

An uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives.

Issue

A relevant event that has happened, was not planned, and requires management action (for example, a realised risk).

Project sponsor

The role that owns the business case, provides resources and support, and is ultimately accountable for project success.

Project manager

The role responsible for the day-to-day management of the project to deliver the required outputs within agreed constraints.

Handover

The process of transferring project outputs to the operational environment or users so they can start using them.