Course Introduction

The BCS Foundation Certificate in IS Project Management Foundation Certificate provides an understanding of the principles of project management, along with those that relate to project planning, monitoring and control, change control and configuration management. It also helps the delegates to understand effort estimation, quality and risk management and communication between project stakeholders.

  • Learn to Allocate Project Resources

  • Understand The Various Change Control Procedures

  • Define Quality and Learn The Various Terms Associated With it

  • Understand the Relationship between Programmes and Projects

  • Learn from Certified Instructors

  • Train at Globally Known Training Providers

What's included


Key Learning Points




Tutor Support


Training with a BCS accredited training provider is recommended.

What Will You Learn

By the end of the course the delegates will have become familiar with the following concepts:

  • Planning Projects and their purpose
  • Implementation Strategies
  • How Products and Activities are related
  • Resource Allocation
  • Work Schedules, Gantt Charts
  • How to Monitor and Control Projects
  • Change Control Procedures
  • What is Quality Control and Quality Assurance
  • Approaches to Estimating
  • Risk – Identification and Prioritisation
  • Relationship between Programmes and Projects

Who should take this course

Anyone who is directly or indirectly involved or affected by IT Projects is the intended audience of this program. This course is aimed at delegates who are new to project management and work within an IT project environment.


This course is a suitable addition for individuals who already hold the Prince qualification.

At a high level, PRINCE2 provides a framework for projects regarding what needs to be done, by whom and by when. The Foundation Certificate in IS Project Management helps to do things with a range of techniques of provided. An example would be that in PRINCE2, a critical step of creating a plan is estimating, but it does not say how estimating should be done as this would depend on the project type and context. The Foundation Certificate in IS Project Management provides an explanation and analysis of various estimating techniques that are available so that a Project Manager or Business Analyst can decide which would be most suitable to use.


The BCS Foundation Certificate in IS Project Management exam is taken on the afternoon of the last day of the course. The delegates are given a period of one hour to answer the 40 questions. They need to score 26 marks out of 40 to pass this multiple-choice closed book exam. Candidates passing the examination are awarded the BCS Foundation Certificate in IS Project Management.


Course Content

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 utilisation 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

Project 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
  • Checkpoints 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

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 development 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.

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


  • 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


  • 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


  • 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 chance 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

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


BCS Foundation Certificate in IS Project Management Schedules

Course Name Duration Dates Price
BCS Foundation Certificate in IS Project Management 3 days London
BCS Foundation Certificate in IS Project Management 3 days Virtual
BCS Foundation Certificate in IS Project Management 3 days Bristol
BCS Foundation Certificate in IS Project Management 3 days Birmingham
BCS Foundation Certificate in IS Project Management 3 days Reading
BCS Foundation Certificate in IS Project Management 3 days Cardiff
BCS Foundation Certificate in IS Project Management 3 days Virtual
BCS Foundation Certificate in IS Project Management 3 days Maidstone
BCS Foundation Certificate in IS Project Management 3 days Brighton
BCS Foundation Certificate in IS Project Management 3 days Dublin

Training Venues

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