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BCS Updated ISEB-PM1 Exam Blueprint, Syllabus and Topics

BCS Foundation Certificate in IS Project Management

Last Update May 8, 2024
Total Questions : 625

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BCS ISEB-PM1 Exam Overview :

Exam Name BCS Foundation Certificate in IS Project Management
Exam Code ISEB-PM1
Actual Exam Duration 90 minutes
Expected no. of Questions in Actual Exam 40
Official Information https://www.bcs.org/qualifications-and-certifications/certifications-for-professionals/project-programme-management-certifications/bcs-foundation-certificate-in-is-project-management/
See Expected Questions BCS ISEB-PM1 Expected Questions in Actual Exam
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BCS ISEB-PM1 Exam Topics :

Section Weight Objectives
1. Projects and Project Work (3 hours)  
  • The definition of projects, as opposed to other types of work
  • Terms of reference for a project
  • The purpose of project planning and control
  • The typical activities in a system development life-cycle
  • System and project life cycles
  • Variations on the conventional project life cycle, such as the use of prototypes or an iterative approach (e.g. the creation and testing of a series of versions of a product that converge on the final deliverable) or incremental approach (i.e. the phased creation and delivery of a series of products to users)
  • Implementation strategies e.g. parallel running, ‘sudden death’, use of pilots
  • Purpose and content of business case reports; the use and significance of discounted cash flows in such reports (Note: knowledge of the method of calculation is NOT required)
  • Types of planning document: project initiation documents; project and stage plans, quality plan, communications plan, risk plan
  • Post implementation review
2. Project Planning (3 hours)   Note: candidates are expected to have an understanding of both the product and activity based approaches to planning
  • Project deliverables and intermediate products
  • Work and product breakdowns
  • Product definitions (including the identification of derived from, and component of relationships between products)
  • Relationship between products and activities in a project
  • Check points and milestones
  • Lapsed time and effort required for activities
  • Activity networks (using ‘activity on node’ notation)
  • Calculation of earliest and latest start and end dates of activities and resulting float
  • Identification and significance of critical paths
  • Resource allocation, smoothing and levelling, including the use of resource histograms
  • Work schedules and Gantt charts
3. Monitoring and Control (2 hours)  
  • The project control life cycle: including planning, monitoring achievement, identifying variances, taking corrective action
  • The nature of, and the purposes for which, information is gathered
  • Collecting progress information
- Timesheets,
- Team progress meetings
- Error and change reports etc
  • Presenting progress information
- Content of progress reports
- Graphical presentation of progress information e.g. accumulative resource charts (also known as S-curve charts)
- Use of earned value analysis, including where it would be applied in project life-cycle (Note: it is not expected that candidates be able to calculate and interpret earned value figures)
  • The reporting cycle
- Reporting structures in projects
- Timing, personnel and purpose of different types of reporting meetings
  • Corrective action
- Tolerance and contingency
- Exception reports and plans
- Management procedures involved in changing plans
- Options, including extending or staggering deadlines, increasing resources, reducing Functionality or quality requirements, cancelling the project etc.
4. Change Control and Configuration Management (1 hour)  
  • Reasons for change and configuration management
  • Change control procedures
- Role of change control boards
- Generation of change requests
- Change request evaluation (e.g. its impact on the business case)
- Change request authorisation
  • Configuration management
- Purpose and procedures
- Identification of configuration items
- Product baselines
- Configuration management databases: content and use
5. Quality (2 hours)  
  • Definitions of the term ‘quality’ e.g. ‘fitness for purpose’
  • Quality control versus quality assurance
  • Defining quality: definition and measurement
  • Detection of defects during the project life cycle
  • Quality procedures: entry, process and exit requirements
  • Defect removal processes, including testing and reviews
  • Types of testing (including unit, integration, user acceptance, and regression testing)
  • The inspection process, peer reviews
  • Principles of IS0 9001:2000 quality management systems
  • Supplier evaluation
6. Estimating (2 hours)  
  • Effects of over and under-estimating
  • Effort versus duration; relationship between effort and cost
  • Estimates versus targets
  • Use of expert judgement (advantages and disadvantages)
  • The Delphi approach
  • Top-down estimating
- Identification of size drivers (e.g. function points etc)
- Identification of productivity rates (e.g. function points per day)
- Need for past project data to establish productivity rates
- Factors affecting productivity rates (e.g. staff experience)
- Estimation of effort for new projects using productivity rates and size drivers
  • Bottom up approaches to estimating
  • Use of analogy in estimating
7. Risk (2 hours)  
  • Definition of the term ‘risk’; components of risk: risk events (or triggers), probability, impact
  • Ways of categorising risk, e.g. business versus project
  • Identification and prioritisation of risk
  • Assessment of risk exposure (i.e. combining consideration of potential damage and probability of loss)
  • Risk responses and actions: risk prevention, reduction, acceptance, transfer and contingency planning
  • Typical risks associated with information systems development
  • Assessment of the costs/benefits of risk reduction activities
  • Maintenance of risk registers and risk logs
8. Project Communications and Project Organisation (3 hours)  
  • Relationship between programmes and projects
  • Identifying stakeholders and their concerns
  • The project sponsor
  • Establishment of the project authority (e.g. project board, steering committee etc.)
  • Membership of project board/steering committee
  • Roles and responsibilities of project board, project manager, stage manager, team leader
  • Desirable characteristics of project manager
  • Role of project support office
  • The project team and matrix management
  • Reporting structures and responsibilities
  • Management styles and communication (including same time/same place; same time/different place, different time/same place, different time/different place)
  • Team building (including phases of team cohesion e.g. forming, storming, norming, performing, adjourning)
  • Team dynamics

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