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Test Number : ISEB-PM1
Test Name : Foundation Certificate in Project Management
Vendor Name : ISEB
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ISEB-PM1 test Format | ISEB-PM1 Course Contents | ISEB-PM1 Course Outline | ISEB-PM1 test Syllabus | ISEB-PM1 test Objectives


Exam ID : ISEB-PM1
Exam Title : BCS Foundation Certificate in IS Project Management
Questions : 40
Pass Marks : 26
Duration : 1 hour
Exam Type : multiple-choice

This certificate is appropriate for anyone involved in or affected by IT projects; this extends to users, buyers and directors. Candidates will be able to demonstrate and execute an understanding of the principles of project management in their organisation, including an understanding of:

Project planning
Monitoring and control
Change control and configuration management
Effort estimation
Quality and risk management
Communication between project stakeholders

Objectives
Candidates who pass the Foundation Certificate should be able to demonstrate an understanding of the principles of project management, including those that relate to project planning, monitoring and control, change control and configuration management, effort estimation, quality and risk management and communication between project stakeholders.

1. Projects and Project Work
=> 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
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
=> 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
=> 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
=> 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
=> provider evaluation
6. Estimating
=> 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
=> 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
=> 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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Pears basis removes name from antisemitism institute | ISEB-PM1 PDF get and Questions and Answers

The Pears basis has withdrawn its name from the Institute for the examine of Antisemitism at Birkbeck.

a press release from the charitable trust confirmed that from can also 4 the Institute will no longer bear the groundwork’s identify – although it will proceed to be considered one of its funders.

The determination follows the book of article through the director of the Pears Institute for the look at of Antisemitism at Birkbeck, Professor David Feldman within the Guardian which brazenly criticised what become described because the “perplexing and divisive” IHRA definition of antisemitism.

while the foundation’ commentary did not directly discuss with December’s article or name the Professor, it did reference “challenging and divisive issues.” ​

Amongst these to criticise Professor Feldman over the difficulty turned into Dave wealthy, the neighborhood protection have confidence’s director of policy.

Mr wealthy attacked the tutorial’s criticism of IHRA asserting it was “the nuances in the definition’s language that make it so helpful.”

In an additional debate on the Limmud conference on the conclusion of December Lord Mann, the govt’s unbiased adviser on antisemitism, launched an outspoken attack on Professor Feldman.

He referred to Professor Feldman had again and again stated that IHRA “chills free speech”, which became “a fable”.

In 2010 Birkbeck, tuition of London and Pears foundation had collectively centered the Pears Institute for the examine of Antisemitism.

It become the primary tutorial institute of its variety within the UK.

however a March 23 remark from the basis proven: “as the Institute increasingly tackles challenging and divisive concerns in the public sphere, the groundwork’s Trustees have decided that continuing to be so closely associated with the Institute isn't any longer within the F​oundation’s premiere pastimes.

“The Trustees of Pears groundwork and Birkbeck have, therefore, agreed that going forward the Pears name will now not be directly associated with the Institute. The foundation will continue to guide its work as one among a few funders.”

The Goldsmiths tutorial and campaigner towards antisemitism David Hirsh instructed the Jewish news: “The institute hosts a limiteless debate between people who analyze antisemitism and those who confer tutorial legitimacy onto antisemitism.

David Hirsh

“individuals who libel the IHRA definition as a grimy trick to silence criticism of Israel cite the institute’s director as an authority. He supports a wrecking assertion which explicitly legitimises what are within the true world the important thing aspects of contemporary antisemitism, calling them ‘not in and of themselves’ antisemitic.

“If Pears wanted to guide the scholarly study of antisemitism, they’ve been losing their cash.”

but Yair Wallach, lecturer in Israel studies at SOAS, accused the groundwork of a “sharp departure” from the principle of no longer intervening in tutorial decisions.

Mr Wallach delivered it become “all but evident that the groundwork became displeased by means of a particular intervention of the Institute’s director, Prof David Feldman – his exact Guardian op-ed.”

The Jewish information has contacted the Pears groundwork for comment.


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