APM APM-PFQ APM Project Fundamentals Qualification (PFQ) Exam Practice Test

must be recorded but a risk does not.

is an uncertain event but a risk is not.

is a certain event but a risk is not.

always affects scope but a risk does not

Developing the project management plan.

Developing the business case.

Carrying out A. health check.

D Carrying out day-to-day resource management.

Concept

Definition

Deployment

Transition

Storming.

Forming.

Norming.

Performing

control in the implementation of changes to project schedules.

an organisation to review proposed changes to the project deliverables.

quality control of project deliverables and documentation.

creation, maintenance and controlled change of the project deliverables.

making unfair judgements.

able to bring expertise to the project team.

in a position to affect their careers.

for or against the project outcomes.

A. process which identifies activities that will need project resources.

A. process to assign roles to project resources.

A. process that identifies when resources are needed.

A. process to estimate the project resources.

Providers of both strategic and tactical direction to the project.

Those intended to receive benefits or operate outputs.

Facilitators of an appropriate issue resolution procedure.

Those providing full-time commitment to the project.

Define activity durations

Determine float

Determine the interdependencies of activities

Harmonise the activity to a calendar

Identifying resources.

Influencing resources.

Assigning resources to activities.

Matching resources to the schedule.

OBS and CBS.

OBS and WBS.

PBS and CBS.

WBS and CBS.

a clear stakeholder management plan.

respect, shared values and trust.

detailed project management processes.

important political alliances.

The cost to complete the project is greater than the value to be achieved.

The project is on schedule but spent less than expected

The is expected to yield greater value than stated in the business

The project manager has resigned and an immediate replacement is unavailable

Benefits

Stakeholder list

Contract pricing information

Specification of works

The project is more likely to finish on time.

There will be greater adherence to the organisation's governance and standards.

The project will be less susceptible to uncontrolled change.

There will be more focus on what benefits the project will be delivering.

Creating an exclusive environment.

Providing clear roles and responsibilities.

Promoting openness and honesty.

Developing a trusting relationship.

overall project duration.

project cost.

the project management plan.

sub-contractor's responsibilities

to be the sole source of expertise for estimating techniques on cost and time.

to deliver the project objectives to enable benefits to be realised.

to take ultimate accountability for the delivery of the business benefits.

to delegate all accountability for managing time, cost and quality to team leaders

Staff appraisals.

Management buy in.

Milestone achievement.

Master schedule.

An unplanned delay to the project.

A. current problem that will result in the project going over budget.

An uncertain event that if it occurs will have an effect on one or more of the project objectives,

A. current problem that will result in the project being delayed.

a hybrid.

an extended.

a reduced.

a combined.

Stakeholders may be for the change or against

Stakeholders may have little influence or lots

Stakeholders may be internal or external to your organisation

Stakeholders with high influence always have high interest in the project

Risk manager.

Sponsor.

Project sponsor.

Risk owner.

1, 2 and 4

2, 3 and 4

1, 3 and 4

1, 2 and 3

Work breakdown structure.

Organisational breakdown structure.

Product breakdown structure.

Responsibility assignment structure

ensure that everyone is copied On all emails.

insist on a lower level of paper documents.

train project staff in the most up-to-date communication techniques

develop a communication plan.

exchanged.

received.

clarified.

given.

The individual group members use a statistical relationship between historic data and other variables to calculate an estimate.

The task of producing the estimates will be delegated to those who are actually going to deliver the individual pieces of work or work packages.

The individual group members, who are tasked with providing the estimates, do this in isolation from each other.

The individual group members identify a previously delivered project of the same size. complexity and delivery method.

The issue owner is consulted,

A decision regarding the issue is deferred.

The issue is rejected and the owner is informed.

The issue needs to be progressed through change control.

The point in the life cycle where the estimate is being carried out.

The overall budgeted value of the project being estimated.

Whether the project is likely to proceed or not.

The amount of acceptable estimating tolerance that exists.

The development of a. strategy for the management of quality in the project.

Supplying the client with evidence of control to ISO 9000:2000.

A. review of whether underlying processes and way of working are leading towards product deliverables of the right quality.

The agreed methods of inspection, measurement and testing to verify that the project outputs meet acceptance criteria defined during quality planning.

Using APM's Body of Knowledge 6th edition as a guide to all projects.

Employing a project manager who has undertaken similar projects.

Utilising team members who can work on a project full time.

Application of processes and methods throughout the project life cycle.

A major problem that requires formal escalation.

A problem that the project manager has to deal with on a day-to-day basis.

An uncertain event that may or may not occur.

An opportunity that occurs through change control.

A technique to establish the best approach for obtaining the resources for the project

A group of interrelated resources and activities that transform inputs into outputs

The description of the purpose, form and components to support delivery of a product

The process by which products and services required for the project are acquired

ensure the traceability and integrity of the delivered product or products

minimise the impact of changes on the scope of the project

ensure that the final product meets the needs of the business as defined by key stakeholders.

maximise the impact of agreed enhancements to the project deliverables

How issues are to be escalated from project manager to project sponsor.

Understanding stakeholders' power and influence.

When project workshops are to be held.

Reference to higher level corporate policies.

An increase in project scope is likely to increase project cost.

A decrease in the project time is likely to increase project quality.

An increase in the project quality requirements is likely to decrease project cost.

A decrease in the project cost is likely to decrease project time.

People working collaboratively towards a common goal.

Developing skills that will enhance project performance.

Gathering the right people together to work on a project.

Establishing vision and direction towards a common purpose.

facilitate formal go/no-go decision making during the project.

balance the costs of work in each phase of project development.

mirror the major deployments of resources throughout the project.

chunk work into time periods of similar durations.

A linear life cycle is best for evolving projects whereas an iterative life cycle is better for more structured projects.

A linear life cycle is sequential whereas an iterative life cycle repeats one or more phases.

A linear life cycle is always longer in duration whereas an iterative life cycle is always shorter in its duration.

A linear life cycle is formally managed by A. dedicated project manager whereas management responsibility is shared in an iterative life cycle

A. positive result of stakeholder management.

The successful management of a project.

An improvement resulting from project deliverables.

The successful delivery of project reports and updates.

organisational strategy, policies and frameworks.

competitive positioning.

new legislation.

D business continuity.

The project outputs will have been delivered.

Conformance of the outputs and processes to requirements will result in a product that is fit for purpose.

The project management plan will have been followed

Customer expectations will have been exceeded with both outputs and processes

Deployment, Concept, Definition, Transition.

Concept, Transition, Definition, Deployment.

Concept, Definition, Deployment, Transition.

Transition, Definition, Deployment, Concept

managing responses to threats.

identifying and acknowledging threats and opportunities.

planning responses to threats.

minimising threats and maximising opportunities.

the project sponsor takes responsibility for planning all stakeholder communication from the outset.

email is the primary method used in order to get information to stakeholders in a speedy and efficient manner.

A. standard project communication format for reports is used to provide feedback to stakeholders.

the different communication needs of each stakeholder group are fully understood.

the project schedule.

the project definition and delivery report.

the project feasibility report.

the project management plan.

risks

resources

milestones

activities

proactive response.

reactive response.

proactive fallback.

reactive fallback.

Only transmitting information that stakeholders have requested, ensuring that any excess information is kept to a minimum.

Communication is carried out en-masse ensuring that all stakeholders get all information.

Communication is planned in advance and all messages delivered use the approved framework.

Communicating information on a one-way basis reducing the need for stakeholders to waste their time providing feedback

Evaluate the change.

Advise the sponsor.

Update the change log.

Update the project plan.

Uncertain events that may or may not occur.

Opportunities that occur through change control.

Problems that the project manager has to deal with on a day-to-day basis.

Threats to the project which cannot be resolved by the project manager.

It provides a documented account of the decisions that have been made and by whom in the planning of the project's finances, ensuring the project's compliance with recognized governance standards

It provides an overview of how the project will deliver the scheduled progress over the period agreed between the project manager, sponsor and other key stakeholders associated with the project.

It provides a means by which the sponsor can monitor the project manager's performance in relation to the plans documented in the business case and highlight points at which a change of project manager may be necessary.

It provides a recognized framework by which project spending proposals can be recorded, reviewed and audited to learn lessons about how efficiently the organisation is deploying funds to achieve its targeted returns.

Stakeholders communicate with each other.

The project management plan is established.

An effective communication plan is used.

All stakeholders are treated equally.

Cost breakdown structure

Procurement strategy

Business case

Project management plan

A major problem that was unexpected and now requires the attention Of the whole project team.

A major problem that can only be addressed by the project sponsor.

A major problem that may happen in the future.

A major problem that requires A. formal process of escalation

Verification.

Request.

Closure.

Justification

users.

A. governmental regulatory body.

functional managers within the sponsoring organisation.

the project team members.

minimise the impact of changes on the scope of the project.

ensure that the final product meets the strategic needs of the business.

provide control of the deliverables and avoid mistakes or misunderstandings.

maximise the impact of agreed enhancements on the project deliverables.

A statement of what the project will deliver in terms of products/deliverables and satisfaction.

The reasons why the project sponsor wants their project to proceed.

A statement on how the project fits into the long-term aims of the project sponsor.

Provides justification for undertaking the project, in terms of evaluating the benefits, cost and risks

1, 2 and 3

1, 2 and 4

2, 3 and 4

1, 3 and 4

Impact of change on baseline, risks and business case.

The number of extra people required to deliver the change.

How the change will be reported when it is implemented into the project.

The configuration requirements Of the change when implemented into the project,

Producing an exception report to communicate A. project issue to the project board.

Publicising the project benefits to the business organisation.

Notifying team members of the project's progress at the weekly team meeting.

Formally notifying the status of the project to the project's stakeholders.

The senior management team.

The project manager.

The project management office.

D The project team.

Evaluative estimating.

Risk based estimating.

Analogous estimating.

Analytical estimating.

Plan configuration management process and activities.

Create records and reports to demonstrate traceability.

Verify integrity of configuration before use.

Dissemination of each configuration item.

1, 2 and 4

1, 2 and 3

1, 3 and 4

2, 3 and 4

Business-as-usual activities cannot be improved.

Business-as-usual activities are more difficult to manage than projects.

Projects are transient endeavours that bring about change to business-as-usual.

A project is always the starting point for operation refinement.

risk assessment.

risk avoidance.

risk exposure.

risk identification.

Shaper.

Monitor evaluator.

Specialist.

Co-ordinator

The influence and interests of the key stakeholders of the project.

The technical difficulties that are anticipated when undertaking the project.

The circumstances within which the project is being undertaken.

D The relationship between the project manager and the project team.

Deciding on the approach to project risk management.

Evaluating the risk in terms of severity and relative importance.

Deciding on how to respond to the risk and who should implement the response.

Deciding if the risk is a threat or opportunity.

It allows the detailed execution plans, to be defined, that are likely to be developed in order to deliver the project.

It is the only way in which the scope of the project can be identified and detailed in plans.

It identifies the problems, opportunities or business needs which may require some degree of response.

D It is the only form of detailed planning that can be carried out in the earliest phases of the project life cycle.

The number of products contained in the PBS,

The boundaries and interfaces with adjacent projects.

Who is going to perform the work.

When the work is going to be performed.

the quality manager.

the key users,

the project manager.

the business sponsor.

3 and 4 only

1, 2 and 3

1 and 2 only

2, 3 and 4

Project sponsorship is the customer's role responsible for identifying the business need.

Project sponsorship is an active, senior management role responsible for identifying the business need, problem or opportunity.

Project sponsorship is an active, senior management role managing the customer's needs subject to an agreed cost.

Project sponsorship is the project manager's role responsible for delivering the business need and addressing any problems or opportunities.

quality is more important than cost.

quality is more important than scope.

scope is more important than time.

time is more important than cost.

Update change log.

Update the risk register.

Update the issue log.

Update lessons learned.

1, 2 and 3

1, 2 and 4

1, 3 and 4

2, 3 and 4

it allows learning from one phase of the project to be passed on to the next phase.

it stops projects that no longer meet the organisation's needs.

it allows procurement to be planned into the project life cycle.

it allows the project team to plan delivery of the next phase

Describe the improvement in accuracy in estimations over time.

Narrow down budgetary options.

Eliminate unnecessary costs.

Improve understanding of estimation methods over time.

To provide a clear and concise summary of tasks or deliverables and the specific. responsibilities defined.

To provide an outline of the reporting structure to assist in day-to-day management of the project.

To provide an outline of the scope of the project and the specific deliverables that have been agreed for the project.

To provide an outline of the specific costs of the project and which key deliverables they are allocated to.

Creating a project cost breakdown structure.

Authoring the project management plan.

Creating a project work breakdown structure.

Owning the project business case.

define the terms of reference of the project manager.

define the limits of the project sponsor's responsibilities.

allocate risk management response activities to project personnel.

allocate work packages to those responsible for project work.

To identify potential problems for the project team to solve.

To provide strategic direction and guidance to the sponsor.

To manage the project team in all daily activities.

To receive and consider daily reports from team members.

The process of evaluating overall project performance on a regular basis to provide confidence that the project will satisfy the relevant quality standards.

The fitness for purpose or the degree of conformance of the outputs of a process or the process itself to requirements.

A. discipline for ensuring the outputs, benefits and the processes by which they are delivered meet stakeholder requirements and are fit for purpose.

The satisfaction of stakeholder needs measured by the success criteria as identified and agreed at the start of the project.

when the Project Management Plan is initiated.

at the time the Work Breakdown Structure is developed.

at the start of the project.

once the project concept is understood.

For team members to reflect on their performance during a phase.

For the project manager to take a break between phases.

It creates a decision point for continuing the project.

In order for the plan to be updated regularly.

It records risks. their impact and the responses being adopted.

It records risk ownership and how issues are being managed.

It assesses the impact and probability of risks taking place.

It directs the team in how the management of risk in the project should be conducted.

A Gantt chart.

A critical path network.

A product flow diagram.

A Pareto chart.

the must have' requirements are given the top priority for delivery.

the scope is identified at a deeper level in the project.

all stakeholders get what they want from the project.

areas of the project that will be delivered are fully agreed

Project management office.

Change control board.

Project steering group.

Programme director.

Business as usual reporting

Strategic direction

Benefits management

Managing the project schedules

During the project

Post project

At project closure

Both during and after the project

a Gantt chart.

a critical path network.

a product flow diagram.

a Pareto chart.

Reinforcing positive relationships.

Inspiring the individual.

Maintaining constant tight control.

Promoting the project vision.

The use of a range of tools and techniques to produce forecasts of the probable time or cost of completing work

An educated guess that improves over time

A forecast of the probable time or cost of completing work

An estimate is an approximation of project time and cost targets that forms the basis of the contract

the deployment phase.

the definition phase

the concept phase.

the adoption phase

the project follows appropriate processes.

project outputs are delivered on time.

the project follows appropriate governance.

project outputs meet acceptance criteria.

Recommendation.

Justification.

Planning.

Continuous improvement

Who is going to be responsible for carrying out each of the projects activities.

How the benefits will be realised, measured and the stakeholders involved

What type of contract is going to be used to procure delivery of the project.

Which benefits should be realised first and then the subsequent order

Time

Political

Environmental

Technical

interests.

expectations.

influence.

engagement.

Whether to proceed with the project or recommend termination.

Whether the process being used is robust enough for the project being undertaken.

Whether to proactively invest to bring the exposure to risk within tolerable levels.

Whether to use brainstorming or a workshop to decide on the best response.

team members have similar skill sets.

project work can be distributed equally around the team.

all team members have the same access to project information.

people work collaboratively towards a common goal.

the process through which all requests to change the approved baseline of a project is captured. evaluated and then approved. rejected or deferred.

the system that ensures that all changes to configuration items are controlled and the interrelationships between items are identified.

the technical and administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work.

A report of the current status and history of all changes to the configuration, together with a complete record of what has happened to the configuration to date.

its significant environmental impact when compared to other forms of communication.

that no audit trail is available for review at a later date by project team members.

it is reliant on technology being available to all relevant members of the project.

that your body language may not reflect what you're saying when passing on information

An ongoing activity to maintain the company plant.

A. transient endeavour carried out to meet specificobjectives.

Continuous improvement of the company procedures.

Manufacturing components for a new technology.

Histogram.

Hierarchical.

Handover.

Historical.

Independent reviews and quality audits form part of quality assurance to ensure the project manager delivers on time and to budget.

Quality assurance provides confidence to stakeholders that requirements for quality will be exceeded.

Quality control verifies that the project deliverables conform to specification, are fit for purpose and meet stakeholder expectations.

Quality planning enables the project manager to manage the trade-off between customer expectations and budget.

1 and 2

1 and 3

2 and 3

2 and 4

The senior management of the organisation.

The project manager.

The sponsor.

D The end users.

It allows a thorough assessment of the factors that are most likely to affect the change.

It is A. means to justify to the customer variances from the original objectives.

It ensures that the delivered product most closely meets the needs of the customer.

It manages the impact of change to the project scope.

the acceptance of pertinent documentation relative to project deliverables.

the definition of acceptance criteria for project deliverables.

the transfer of responsibility for project deliverables.

the testing of project deliverables to demonstrate they work in their final operational mode.

identify and determine the relative importance of the project risks.

identify and describe all risks that might occur on the project.

identify and determine the responses to the project risks.

identify and describe risks that have occurred on previous projects

provide justification for undertaking the project in terms of evaluating the benefit, cost and risk of alternative options.

ensure the project sponsor has tight control of the project manager's activity.

document the outcomes of the planning process and provide the reference document for managing the project.

document the outcome of the risk, change and configuration management processes.

Business-as-usual activities cannot be improved.

Business-as-usual activities are more difficult to manage than projects.

Projects are transient endeavours that bring about change to business-as-usual.

A. project is always the starting point for operational refinement.

A group of projects and programmes carried out within an organisation.

A group of programmes carried out under the sponsorship of an organisation.

A group of projects carried out under the sponsorship of an organisation.

A range of products and services offered by an organisation.

The starting point for creating a resource histogram.

The basis for creating an organisational breakdown structure.

The starting point for the monitoring of project risks.

The basis for progress monitoring.

the response to a risk is valid.

a project is viable in line with the business case.

the project delivered against the success criteria.

lessons were effectively learned during the project.

In the Definition Phase

In the Transition Phase

In the Concept Phase

In the Deployment Phase