APM-PFQ APM Project Fundamentals Qualification (PFQ) Question and Answers

The management of a routine operation.

A functional team doing a repetitive task.

It has an agreed timescale.

No specific objectives for change.

the project team.

the project stakeholders.

the project board.

the project sponsor

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. group of related projects, which may include business-as-usual activities, that delivers change.

A. timetable of how project activities and project milestones are planned over a period of time.

A. group of projects that represent the delivery of all, or a discrete part of a new capability.

A. grouping of an organisation's projects, programmes and related business-as-usual activities.

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

1, 2 and 4

1, 2 and 3

1, 3 and 4

2, 3 and 4

processes and outputs.

standards and benefits.

managers and teams.

regulations and requirements.

Concept

Definition

Deployment

Transition

There are no suppliers that can meet our specification.

We may not be able to finish on time.

The project is going to be late.

A key phase of the project is taking longer than expected

Time

Political

Environmental

Technical

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.

decision gate.

feasibility study.

milestone review.

evaluation review.

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.

A project is a set of tools and techniques often used when delivering organisational change.

A project is the sum of activities needed to remove uncertainty from a unique piece of work.

A unique transient endeavour undertaken to achieve a desired outcome.

A project is a method of planning work.

Definition, concept, design, implementation, transition.

Concept. definition, deployment. transition.

Planning, deployment, closing, learning, review.

Feasibility, planning, deployment, handover. review.

accents are easier to interpret.

information is easier to understand.

discussions will be quicker.

there is less visual distraction.

They need to be given a special priority to ensure that they are definitely delivered.

They should have best resort to ensure they efficiently delivered.

The project could be If the delivery of these requirements were proving more difficult than expected

They would sacrificed if at any time Was to go over budget or be late

Work breakdown structure.

Organisational breakdown structure.

Product breakdown structure.

Responsibility assignment structure

find out who was responsible for problems on the project and why.

find out whether the business benefits were achieved and why.

find out who performed well on the project in order to support future resource allocations.

identify lessons learned to enable continuous improvement.

quality assurance.

quality planning.

quality control.

quality audit.

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.

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.

A Gantt chart.

A critical path network.

A product flow diagram.

A Pareto chart.

expected to change.

hard to change.

unimportant.

unstructured.

They offer tested methods for experimentation and risk reduction

They reduce stakeholders' expectations of how they benefit from the project.

Try allow the project to develop an extended life cycle.

They always deliver the project quicker than planned

2

1

0

4

It is a personal appraisal for each team member on completion Of the project.

It appraises the products of the project.

It considers all aspects of the management of the project.

D It involves only the project implementation team.

quality register.

issue register.

change register.

risk register.

It provides A. powerful way in which the most favourable financial returns are shown from the project options being considered.

It considers a number of options avoiding over reliance on a single idea, when there may be other more favourable options available.

It identifies which tools and techniques are necessary in order to arrive at the best group of projects to be considered as valid options.

D It shows which assets, capabilities, processes and functions are required to be included in the business case.

Increase risk budget.

Apply change control.

Escalate analysis to project sponsor.

Assign actions to relevant team member.

exchanged.

received.

clarified.

given.

1, 2 and 4

1, 2 and 3

1, 3 and 4

2, 3 and 4

Total and free float.

Earliest start time and latest finish time of activities.

Project completion time.

Cost-benefit analysis.

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

provide confidence the project will satisfy the relevant quality standards.

determine a set of procedures and standards for project management.

inspect, measure and test deliverables and processes.

define the scope and specifics of a project's deliverables

A. summary of all possible alternative resolutions of an issue.

A. summary of all the project issues, their analysis and status.

A. tool to ensure that a process is in place for capturing all issues.

A. tool to ensure that the issue management process is adhered to.

If it is positive or negative.

If it is regular or intermittent.

If it is influenced by the project.

If it is influenced by other stakeholders.

A. project sponsor is an advocate for the project and the change it brings about.

A. project sponsor writes and owns the project management plan.

A. project sponsor is able to work across functional boundaries within an organisation.

D A. project sponsor is prepared to commit sufficient time and effort to support the project.

estimating risk.

estimating funnel.

normal values.

parametric estimating.

By assessing its probability of occurrence.

By assessing its impact on project objectives,

By assessing both its probability of occurrence and its impact on project objectives.

By assessing its effect on the business case.

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.

Work Breakdown Structure.

Organisational Breakdown Structure.

Product Breakdown Structure.

Responsibility assignment structure.

All variance to the project scope is evaluated.

No reduction in the perceived quality of the project outcome.

Management costs of the project do not increase.

Any decrease in the scoped deliverable of the project is rejected.

scope verification.

change freeze.

consolidated baseline.

configuration control.

Evaluate the change.

Advise the sponsor.

Update the change log.

Update the project plan.

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

1, 2 & 3

1, 2 & 4

1, 3 & 4

2, 3 & 4

indicate how the stakeholder needs will be met.

ensure adequate resource allocation.

indicate what is important in supplier selection.

ensure comprehensive risk analysis.

A target for the project to receive zero change requests.

The date by which the project is to be completed.

Delivery of products that meet required specifications.

The awarding of bonuses to senior management.

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.

Design reviews

Project definition reports.

Quality audits.

Historical experience.

The business case is owned by the sponsor and is created during the concept phase of the project life cycle.

The business case is owned by the project manager and is created during the concept phase of the project life cycle.

The business case is owned by the sponsor and is created during definition phase of the project life cycle.

The business case is owned by the project manager and is created during the definition phase of the project life cycle.

Verified work breakdown structure.

Deployment baseline.

Configuration record.

Business case.

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.

1 and 2

1 and 3

2 and 3

2 and 4

the project follows appropriate processes.

project outputs are delivered on time.

the project follows appropriate governance.

project outputs meet acceptance criteria.

contribute to the project's procurement strategy.

help satisfy the project's resource requirements.

provide acceptance certificates based on quality of resources supplied.

determine the quality requirements of goods supplied.

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.

To consider if the change is feasible to evaluate at this stage.

To establish who might be the best stakeholders to be involved in the change.

To ensure that the change request is considered as soon as possible.

To implement the necessary actions to ensure the change has a smooth implementation.

users.

audits.

stakeholders.

assets.

A project sponsor is responsible for all communication methods and media.

Different stakeholders typically have different communication needs.

It is best to have a standard set of project reports used for every project.

Email is the only way to communicate with large numbers of people.

the qualitative or quantitative measures by which the success of the project is judged.

the factors that, when present in the project are most conducive to a successful outcome.

the measures that establish if project activities are ahead or behind schedule.

the activities or elements of the project which are considered to be critical to success

Plan the next project for the project team.

Make proposals for the operation of the project deliverables.

Improve future estimating accuracy.

Plan how to complete the objectives of the project.

Risk manager.

Sponsor.

Project sponsor.

Risk owner.

Foundations.

Pre-project.

Concept.

Initiation.

ensure the required materials are in stock when needed.

help the impact Of a change request to be fully assessed.

help configuration within IT projects.

ensure that a work breakdown structure can be completed.

understand the project's external operating environment.

prioritise requirements that should be included in the project.

periodically review the financial viability of the project.

determine the project team's strengths and weaknesses.

1, 2 and 3

1, 2 and 4

2, 3 and 4

1, 3 and 4

carry out earned value analysis.

allocate resources to the project.

analyse cost-benefit of the project.

plan project work packages

Allow the project to have extra time to ensure that that there is enough capacity to realise benefits.

Allow upfront planning for any supplemental activities and incorporate additional considerations for benefits realisation.

Allow time for stakeholders to decide how they will use the output to best effect that will realise benefits.

Allow extra funding to be applied to the project to ensure that sufficient resources exist to maximise benefits realisation.

product criteria.

acceptance criteria.

quality criteria.

success criteria.

Budget.

Stakeholder.

Resource.

Schedule

Evaluation.

Identification.

Registration.

Justification.

a hybrid.

an extended.

a reduced.

a combined.

The phases in the project life cycle are always the same size.

The same processes are used in each of the project life cycle phases.

The project life cycle has a number of distinct phases.

The project budget is divided equally between each phase of the project life cycle.

an activity on a network diagram.

A. Gantt chart.

A. plan for the programme.

an overall plan for the project.

configuration control.

change management.

change control.

scope management.

External stakeholders.

The end users.

The finance director.

The project manager

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.

1 and 4

1 and 3

1 and 2

2 and 4

the creation, maintenance, controlled change and the quality control of a scope of work.

a structured approach to move an organisation from a current state to a future desired state.

the safeguarding of stakeholder benefits, outputs and outcomes to requirements.

the identification of differences would affect successful completion of objectives.

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.

Scope is detailed in the business case.

Scope is the total work content of a project.

Scope is an outcome of the scheduling and estimating processes.

Scope defines what is NOT delivered by the project.

identify project risks and then manage them appropriately.

identify all project risks and transfer them immediately.

identify all the things that are threats or opportunities on a project.

satisfy the organisation's project management process.

Define outputs.

Identify outputs.

Share outputs.

Control outputs

The fitness for purpose of outputs and processes.

The value for money of a product.

The satisfaction of the stakeholders.

The thoroughness of the management plan.

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

definition and delivery.

time, cost and quality.

cost and scope.

budget, spend and contingency

validate overall progress to date against the budget and schedule.

capture learning and document it for future usage.

ensure acceptance of all permanent documentation, signed by the sponsor.

establish that project benefits have been identified.

Definition and delivery.

Time, cost and quality.

Budget, spend and contingency.

Cost and scope.

Cost Breakdown Structure (CBS) shows costs assigned to:

individual work packages using the Work Breakdown Structure (WBS).

individual resources using the Work Breakdown Structure (WBS).

individual resources using the Responsibility Assignment Matrix (RAM).

individual deliverables using the Responsibility Assignment Matrix (RAM)

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.

the project deliverables are ready for commissioning.

the project deliverables are ready for handing over to the users.

the project documentation must be disposed of.

the capability is now in place for the benefits to be realised

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

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

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.

users.

A. governmental regulatory body.

functional managers within the sponsoring organisation.

the project team members.

Costs associated with the change are evaluated and documented.

Risks associated with the change are monitored to avoid delays to the project.

The item is approved or declined in line with stakeholder expectations.

Documents are updated to include any approved changes.

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.

An approximation of project time and cost targets, refined throughout the project life cycle.

A prediction of a future condition or event based on information or knowledge available now.

The value of useful work done at any given point in a project to give a measure of progress.

A situation that affects or influences the outcome of the project expressed in time or cost term

Any major problem that the project team has to deal with.

A. problem that is the responsibility of the Project Manager.

An uncertain event that should it occur would have an effect on project objectives.

A. threat to project objectives that cannot be resolved by the Project Manager.

Skills of the team delivering the project.

Project objectives.

Amount of time allowed for risk identification to take place.

Location of the venue Where risk identification Will take place

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

Risk events always have beneficial effects on the project.

Risk events can have either beneficial or detrimental effects on the project.

Risk events always have detrimental effects on the project.

Risk events have neither beneficial nor detrimental effects on 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.

the quality manager.

the key users,

the project manager.

the business sponsor.

A complex process of supervising and managing the delivery of any time-bound deliverable.

Any change in management techniques in a company that achieves strategic objectives.

The application of processes, methods, knowledge, skills and experience to achieve specificobjectives for change.

The coordination of several projects alongside business as usual.

Start-up, feasibility, planning, execution and roll-out.

Concept, screening, implementation, handover and closeout.

Concept, definition, implementation, handover and closeout.

Start-up, definition, development and production closedown.

Provide assurance to the project sponsor that the project is going to finish

on time and within budget.

Provide feedback to the project manager with regard to their performance in managing the project.

Provide assurance to the sponsor that the project is being managed using the agreed governance and process.

Provide a report of the current status of the project regarding cost and schedule performance.

The accuracy of the estimate reduces and the level of contingency requirement increases.

The accuracy of the estimate increases and the level of contingency requirement reduces.

The accuracy and level Of contingency requirement both increase.

The accuracy and level of contingency requirement both reduce.

a Gantt chart.

a critical path network.

a product flow diagram.

a Pareto chart.

1, 3 and 4

1, 2 and 4

1, 2 and 3

2, 3 and 4

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.

2, 3 and 4

1 and 3

1, 2 and 3

2 and 3

Liaising with end users.

Managing suppliers.

Providing technical support.

Supporting the project sponsor.

components of each product.

budget of each product.

benefits of each product.

risks of each product.

overall project duration.

project cost.

the project management plan.

sub-contractor's responsibilities

gate review.

learning review.

handover review.

audit review.

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