IPMA Level D: Certified Project Management Associate syllabus
This syllabus provides the details of the learning outcomes and assessment criteria for the IPMA Level D: Certified Project Management Associate qualification. Both the learning
outcomes and assessment criteria are aligned to the IPMA Individual Competence Baseline (ICB4) document, but the presentation of the content better reflects teaching
approaches than the functional breakdown of the IPMA ICB4 structure
Where the syllabus cites the term ‘including’, the information in brackets is topic coverage. All the cited terms are expected to be known by candidates taking the examination
Where the syllabus cites the term ‘such as’, the information in brackets provides general topic coverage. This means that the assessment criteria are expected to be understood
by candidates and examined, but the content in brackets is purely indicative of the range of areas that candidates may respond with. Therefore, the candidate may answer more
widely than these specified items in the examination.
Unit 1 - The Organisational, Societal and Political Context of a Project
IPMA
Learning outcomes Assessment criteria
Competence Framework Reference
When awarded credit for this unit, a learner Assessment of this learning outcome may require a learner to demonstrate
will have developed knowledge of how to: that they understand:
1. Manage a project through an 1.1 how to align a project to an organisation’s mission and vision (use of 4.3.1
understanding of strategy and strategic diagnostic management control systems and formal tools, including
processes. critical success factors, success criteria, key performance indicators)
1.2 how to identify and exploit opportunities to influence organisational
strategy (implementing interactive control systems, including bottom up
approach and stretch goals)
1.3 how to develop and ensure the ongoing validity of the business/
organisational justification
1.4 how to determine, assess and review critical success factors
1.5 how to determine, assess and review key performance indicators
Unit 1 continued overleaf
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Unit 1 – continued
2. Participate in and manage the impact of 2.1 how the principles of project management are implemented (types of 4.3.2
governance, structures and processes on organisation setting, such as functional matrix and projectised
projects. organisation; maturity level of an organisation)
2.2 how the principles of programme management are implemented
(characteristics such as goals, inputs, outputs, outcomes, benefits)
2.3 how the principles of portfolio management are implemented
(characteristics such as critical success factors and key performance
indicators)
2.4 the role of supporting functions available to a project manager (such as a
project office or IT support)
2.5 how to align a project to an organisation’s decision making and reporting
structures
2.6 how to align a project to an organisation’s quality requirements
2.7 how to align a project with human resource processes and functions
2.8 how to align a project with finance and control processes and functions
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3. Influence and manage the alignment 3.1 how to identify and ensure a project complies with identified and 4.3.3
of a project to relevant standards and relevant legislation (including the legal policies of the organisation,
regulations. contract law, employment law, intellectual property)
3.2 how to identify and ensure a project complies with all relevant health,
safety, security and environmental regulations
3.3 how to identify and ensure a project complies with all relevant codes of
conduct and professional regulation
3.4 how to identify and ensure a project complies with relevant
sustainability principles and objectives
3.5 how to assess, use and develop professional standards and tools for a
project
Unit 1 continued overleaf
Unit 1 – continued
4. Use power and interest techniques to 4.1 how to assess the impact of personal ambitions and interests of others on 4.3.4
achieve stakeholder satisfaction and deliver the project (use of techniques such as stakeholder power and interest grid,
agreed project outcomes. personal development review, interview)
4.2 how to assess the impact of informal influence of individuals and groups
on a project (such as French and Raven Bases of Power)
4.3 how to assess and employ the personalities and working styles of others
for the benefit of a project (such as Belbin, Margerison McGann, Myers
Briggs)
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5. Recognise the influence of internal and 5.1 how to assess the culture and values of the society and their implications 4.3.5
external culture on a project and integrate for the project
this into a project’s approach, objectives
and processes. 5.2 how to align the project with the formal culture and corporate values of
an organisation (such as Corporate Social Responsibility)
5.3 how to assess the implications for a project of the informal culture and
values of an organisation
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Unit 2 - The Personal and Social Competences Required to Manage a Project
IPMA
Learning outcomes Assessment criteria
Competence Framework Reference
When awarded credit for this unit, a learner Assessment of this learning outcome may require a learner to demonstrate
will have developed knowledge of how to: that they understand:
1. Reflect on and understand the impact of 1.1 how to identify and reflect on the ways in which own values and 4.4.1
own emotions, behaviours, preferences experiences affect work
and values on the project.
1.2 how to build self-confidence of personal strengths and weaknesses
1.3 how to identify and reflect on personal motivations to set personal goals
and maintain focus
1.4 how to organise own work based on resource availability and the
situation
1.5 how to take responsibility for own personal learning and development
2. Maintain personal integrity through a 4.4.2
consistent approach to decision making, 2.1 how to take responsibility for own actions
actions and behaviours when managing a 2.2 how to act, take decisions and communicate in a consistent way
project.
2.3 why it is important to complete tasks thoroughly to build confidence with
others
3. Communicate efficiently and effectively in a 3.1 how to provide clear and structured information to others and verify 4.4.3
variety of situations, to different audiences understanding
and across cultures
3.2 how to facilitate and promote open communication
3.3 how to choose a communication channel and style to meet the needs of
an audience, situation and/or management level
3.4 how to communicate effectively with virtual teams (including language,
channel, content, time zones)
Unit 2 continued overleaf
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Unit 2 – continued
4. Build and maintain relationships, using 4.4.4
4.1 the importance of initiating and developing professional relationships
personal engagement as the basis for
collaboration. 4.2 the importance of building, facilitating and contributing to social networks
4.3 the behaviours required to encourage collaborative working for the
benefit of the project (understanding of motivational theories, including
Maslow, McGregror)
5. Lead, provide direction and motivate 5.1 how to provide direction, coaching and mentoring to improve individual 4.4.5
others to enhance individual and team and team performance
performance.
5.2 how to exert appropriate power and influence over others to achieve
goals
(models such as Blake and Mouton, Hersey Blanchard)
5.3 how to make, enforce and review decisions
6. Effectively lead a team. 4.4.6
6.1 how to select and build a team (models such as Belbin,
MargerisonMcCann, Myers Briggs, Tuckman)
6.2 how to promote co-operation and networking between team members
6.3 how to support, facilitate and review the development of the team and its
members
6.4 how to empower teams by delegating tasks and responsibilities
6.5 how to recognise errors and mistakes to facilitate learning
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7. Take effective action in conflict situations. 4.4.7
7.1 how to anticipate and possibly prevent conflicts and crises
7.2 how to analyse the causes and consequences of conflicts and crises
7.3 how to select appropriate responses to conflicts and crises (models such
as Thomas/Kilmann, Blake and Mouton)
7.4 how to mediate and resolve conflicts and crises
7.5 how to minimise the impact of conflict and crises
7.6 how to use learning from conflicts and crises to improve future practice
Unit 2 continued overleaf
Unit 2 – continued
8. Find alternatives to and resolutions for 8.1 how to stimulate and support an open and creative environment 4.4.8
uncertainty, problems, changes and
limitations. 8.2 the importance of conceptual and creative thinking to define solutions to
problems
8.3 the benefits of applying analytical techniques to situations and financial
and organisational data and trends
8.4 the benefits of taking into account multiple perspectives
9. Reach satisfactory agreements with others 9.1 how to identify and assess the interests of all parties involved in the 4.4.9
by using negotiation techniques. negotiation
9.2 how to develop and evaluate options and alternatives to meet the needs
of all parties
9.3 how to define a mutually acceptable negotiation strategy in line with own
objectives
9.4 how to reach negotiated agreements with other parties which are in line
with own objectives
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10. Focus on the agreed project outcomes 4.4.10
and drive towards making the project a 10.1 how to evaluate all decisions and actions against their impact on the
success of a project
success.
10.2 how to balance needs and means to optimise outcomes and success
10.3 how to promote and sell the project, its processes and outcomes
10.4 how to deliver results and get acceptance
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Unit 3 - The Organisational Influences and Demands on the Management of a Project
IPMA
Learning outcomes Assessment criteria
Competence Framework Reference
When awarded credit for this unit, a learner Assessment of this learning outcome may require a learner to demonstrate
will have developed a capability to: that they understand:
1. Successfully integrate all contextual and 1.1 how to acknowledge, prioritise and review success criteria 4.5.1
social aspects to determine the most
advantageous approach for a project to 1.2 how to review, apply and exchange lessons learned from and with other
ensure buy-in and success. projects (including use of strategic project office, knowledge base, internal
social network)
1.3 how to select and review the overall project management approach
(including waterfall, agile)
1.4 the benefits of producing a high-level project overview
2. Establish the relationship between 4.5.2
stakeholder expectations and project 2.1 how to define and develop the project goal hierarchy
outcomes. 2.2 how to identify and assess project stakeholder needs and requirements
2.3 how to prioritise and decide the requirements and acceptance criteria
3. Manage the scope of a project. 4.5.3
3.1 how to define the project deliverables (including Product Breakdown
Structure)
3.2 how to structure the project scope (including Work Breakdown Structure)
3.3 how to define the project’s work packages
3.4 how to establish and maintain scope configuration
Unit 3 continued overleaf
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Unit 3 – continued
4. Schedule project activities to achieve the 4.1 how to establish the activities required to deliver a project (such as use of 4.5.4
optimum time execution. a Work Breakdown Structure)
4.2 how to determine the work effort and duration of activities (estimating
techniques such as analytical, comparative, parametric, three-point, PERT
formulae)
4.3 how to decide on a schedule and stage approach (such as waterfall,
iterative)
4.4 how to sequence project activities and create a schedule
4.5 how to monitor progress against the schedule, adjusting if necessary
(such as earned value analysis)
5. How to implement, monitor and review the 5.1 how to define the structure, roles and responsibilities within a project 4.5.5
organisation of a project.
5.2 how to establish infrastructure, processes and systems for information
flow
5.3 the benefits of regularly reviewing the temporary organisation of a project
during the project life cycle
6. Establish and manage the quality of the 6.1 how to develop a quality management plan 4.5.6
deliverables.
6.2 how to monitor and revise a quality management plan
6.3 the importance of reviewing the project deliverables to ensure they meet
the requirements of the quality management plan
6.4 how to ensure quality throughout the project (such as Deming Cycle)
Unit 3 continued overleaf
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Unit 3 – continued
7. Ensure that financial resources are 7.1 how to estimate project costs (such as comparative, analytical, 4.5.7
budgeted, monitored, reported and parametric, three-point)
properly used during the project.
7.4 how to maintain a financial management and reporting system for the
project (such as cost to complete, earned value)
7.5 how to monitor project financials to identify and correct deviations from
plan (such as earned value management, Schedule Performance Indicator
(SPI), Cost Performance Index (CPI))
8. Ensure required resources are available and 8.1 how to develop a strategic resource plan to deliver a project 4.5.8
appropriately assigned.
8.2 how to define the quality and quantity of required resources
8.3 how to identify the potential sources of required resources
8.4 how to negotiate the acquisition of required resources
8.5 how to allocate and distribute resources to meet the requirement
8.6 how to evaluate the use of resources and take necessary corrective
actions
9. Obtain the best value possible from 9.1 how to agree procurement requirements, options and processes 4.5.9
suppliers and partners to meet project 9.2 how to contribute to the evaluation and selection of suppliers and
objectives. partners
9.3 how to contribute to the negotiation and agreement of contractual
terms and conditions (including fixed price, cost plus fixed fee, cost
plus percentage fee, target cost contracts)
9.4 how to supervise the execution of contracts, address issues and seek
redress where necessary
Unit 3 continued overleaf
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Unit 3 – continued
10. Establish and maintain a balanced and 4.5.10
integrated view over the management of 10.1 how to develop and get agreement on the project plan
a project. 10.2 how to initiate and manage the transition to a new phase of the project
10.3 how to control performance against the project plan and take remedial
action where necessary
10.4 how to report on progress
10.5 how to assess, get agreement on, and implement project changes
10.6 how to close and evaluate a project phase or project
11. Effectively manage risks and 11.1 how to develop and implement a risk management framework 4.5.11
opportunities.
11.2 how to identify project risks and opportunities
11.3 how to assess the probability and impact of risks and opportunities
11.4 how to select strategies and implement response plans to address risks
and opportunities
11.5 how to evaluate and monitor risks and opportunities and implement
responses
12. Engage with stakeholders to effectively 12.1 how to identify stakeholders 4.5.12
manage their influence, interests and 12.2 how to assess stakeholder interest and influences
expectations.
12.3 how to develop and maintain a stakeholder strategy and communication
plan
12.4 how to engage with the executive, sponsors and higher management to
gain commitment and manage interests and expectations
12.5 how to engage with users, partners, suppliers and other stakeholders to
gain their co-operation and commitment
Unit 3 continued overleaf
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Unit 3 – continued
12.6 how to organise and maintain networks and alliances
Unit 3 continued overleaf
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13. Achieve benefits and goals of the 4.5.13
project. 13.1 the impact of change from the delivery of project outcomes and possible
organisational resistance
13.2 the benefits of a change or transformation strategy
13.3 different approaches to overcoming resistance to change (including
innovators, early adopters, the majority, laggards)
Unit 3 – continued
Association for Project Management is incorporated v2 by Royal Charter RC000890 and a registered charity No.
1171112. Principal offi ce as shown above.
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