Associate Project Manager

Targeted Job Roles

Our Associate Project Manager apprenticeships are designed for staff needing the skills to manage projects in a variety of contexts:

  • Team leaders with project responsibilities
  • Project management team members
  • Associate project managers

They are equally applicable in any number managerial roles in all sectors.

 The Course Structure

This apprenticeship is delivered through:

  • 1 masterclass
  • 1 drama-based learning event
  • 14 workshops
  • Fortnightly webinars
  • Quarterly workplace performance reviews
  • Online assessments


Read more about our innovative approach to teaching and learning on our Apprenticeship Training page.


Skills Coaching

Each of your apprentices is guided and mentored through the whole programme by their Skills Coach. Find out more about how this works.


 End Point Assessment (EPA)

This programme is continually assessed by our Tutors and Skills Coaches throughout. The final End Point Assessment (EPA) requires candidates to give a presentation to an assessment panel and answer questions on their work, and the completion of a work-based research project.

Read through the course content below…

Apprenticeship Levy Recovery Value: £9000


19 months



Qualifications Included

Upon successful achievement of the Exam, learners will also gain the APM Project Management Qualification (PMQ).


At your business address and/or our London HQ

Associate Project Manager Course Content


Project governance

Different types of organisational structures and responsibilities, functions and project phases on different types of project. How governance can control and manage the successful delivery of projects. The significance of the project management plan (PMP).

Project stakeholder management

Stakeholders: their perspectives, different interests and levels of influence upon project outcomes.

Project communication

Key contexts of a project communication plan, its effectiveness in managing different stakeholders. Factors which can affect communications, such as cultural and physical barriers.

Project leadership

The vision and values of the project and its links to objectives; the ways in which these can be effectively communicated and reinforced to team members and stakeholders. Leadership styles, qualities and the importance of motivation on team performance. Characteristics of the working environment which encourage and sustain high performance.

Consolidated planning

Purpose and formats for consolidated plans to support overall management, taking account of lessons learnt and how the plans balance fundamental components of scope, schedule, resources, budgets, risks and quality requirements.

Budgeting and cost control

Funding, estimating, overheads; direct costs, indirect costs, fixed costs, variable costs and an overall budget for a project; tracking systems for actual costs, accruals and committed costs; alternative cost breakdowns to provide for graphical representations, and performance management.

Business case and benefits management

Preparation and/or maintenance of business cases, including benefits management.

Project scope

Requirements management, and evaluation of alternative methods to learn from the past to improve delivery. Project scope change control, baseline change management, configuration management.

Project schedule

Scheduling and estimating for project activities including how they can be quality assessed. Progress monitoring and metrics to assess work performed against the schedule. Schedule management methods to evaluate and revise activities to improve confidence in delivery.

Resource management

Resource analysis, resource allocation and resource acceptance.

Project risk and issue management

The need for and implementation of a risk management plan. Risk management methods and techniques to identify and prioritise threats or opportunities. Mitigation actions to minimise risk impacts and to optimise benefits by managing opportunities.

Contract management and procurement

The nature of contracts, and their implications for contracting organisations. Procurement processes. Legal and ethical means for managing contracts.

Project quality

Quality management processes, assurance and improvements. Outcomes of a quality management plan, metrics for processes and quality standards.

Project context

The different contexts in which projects can be delivered, including health, safety, and environment management. The interdependencies between project(s), programme(s) and portfolio management. Project phases and key review points, across project life cycles.


Project governance

Project monitoring and reporting cycle to track, assess and interpret performance by the application of monitoring techniques to analyse status and manage information.

Stakeholder and communications management

Manage stakeholders, taking account of their levels of influence and particular interests. Manage conflicts and negotiations. Communicate to a variety of different audiences. Contribute to negotiations relating to project objectives.

Budgeting and cost control

Develop and agree project budgets, monitor forecast and actual costs against them and control changes. Support funding submissions. Tracking systems for actual costs, accruals and committed costs; structures for alternative cost breakdowns.

Business case

Contribute to the preparation or maintenance of a business case including achieving required outcomes.

Scope management

Determine, control and manage changes to the scope of a project, including assumptions, dependencies and constraints.

Consolidated planning

Consolidate and document the fundamental components of projects. Monitor progress against the consolidated plan and refine as appropriate, implementing the change control process where relevant.

Schedule management

Prepare and maintain schedules for activities aligned to project delivery.

Risk, and issue management

Identify and monitor project risk or opportunity, plan and implement responses to them, contribute to a risk management plan. Respond to and manage issues within a defined governance structure.

Contract management and procurement

Facilitate a procurement process, contribute to the definition of contractual agreements and contribute to managing a contract.

Quality management

Develop a quality management plan, manage project assurance, and contribute to peer reviews. Utilise an organisation’s continual improvement process including lessons learned.

Resource management

Develop resource management plans for project activities, acquire and manage resources including commitment acceptance, monitor progress against plans.


Collaboration and team work

Understands and is effective as part of an integrated team.


Communicates direction, and supports the vision for project delivery.

Effective and appropriate communication

Working effectively with and influencing others, taking account of diversity and equality. Influences and facilitates effective team performance.

Drive for results

Demonstrates clear commitment to achieving results and improving performance.

Integrity, ethics, compliance and professionalism

Promotes the wider public good in all actions, acting in a morally, legally and socially appropriate manner. Promotes and models the highest standards of professional integrity, ethics, trust and continued development.

Hawkins \ Brown Architects

“From the outset we were provided with clear information and the support we received from the team was excellent”

Anthea Corridon, HR Advisor, Hawkins \ Brown Architects

Pendragon Group

“LCoAT are Apprenticeship Levy experts and have helped us design, plan and implement an apprenticeship programme that delivers the skills we need as part of our wider workforce development strategy.”

Nigel Blackburn, Pendragon Group

DB Cargo

“The Apprenticeship College deliver training that is hugely beneficial to our business goals and ambitions. Their Continuous Improvement and Leadership and Management programmes are delivered by great trainers and we are beginning to see real changes in how our staff carry out their duties”

Josie Pugsley, Professional Development Manager, DB Cargo


From the moment LAC sourced and tailored the apprentice to suit the needs of our business through to the ultimate graduation and full time hiring of them, LAC have supported each part of the program at all key stages of their development. The mix of a broad yet detailed academic approach they take coupled with the learning in the real business environment is one of the most effective ways to grow young people within any industry.

Shaun Maroney, Operations Manager, Haworth UK Ltd

Hawkins\Brown Architects

We had a very positive experience working with The London Apprenticeship Company. From the outset we were provided with clear information and the support we received from the team was excellent. We found they had a wide range of well prepared and eager candidates and ultimately we found an apprentice who suited our needs very well. We are happy to report our apprentice has grown to be an integral part of business.

Anthea Corridon, HR Advisor, Hawkins\Brown