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APMPMQ Flashcards

1
Q

Topic 1: Life Cycles

What are the three main types of project life cycles?

A

Linear
Iterative
Hybrid

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2
Q

Topic 1: Life Cycles

What is a linear life cycle?

A

The project progresses through sequential stages, each with defined outputs.

It is suitable for projects with well-defined requirements and minimal changes expected.

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3
Q

Topic 1: Life Cycles

What are the potential stages in a linear extended lifecycle?

A

Concept: Define the project’s purpose and scope
Definition: Develop detailed plans
Development: Execute the project plan and create the deliverables.
Transition: Deploy the deliverables and initiate implementatipon

Extended lifecycle…

Adoption/Benefits Realization: Ensure the change is embedded in the organization and the benefits are realized.
Closure: Formally close the project and evaluate its success

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4
Q

Topic 1: Life Cycles

What is an iterative life cycle?

A

The project involves repeating phases, allowing for evolving objectives or solutions.

It is suitable for projects with uncertain requirements or where flexibility is needed.

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5
Q

Topic 1: Life Cycles

What are the typical stages or phases in an iterative project lifecycle?

A

Initiation: The project’s vision and initial scope are defined, and the team is formed.

Iteration/Sprint Planning: The team plans the work to be completed in the upcoming iteration or sprint, typically with a fixed duration.

Development and Testing: The team works on the planned tasks, developing and testing the product incrementally.

Review and Feedback: The team demonstrates the completed work to stakeholders, gathers feedback, and incorporates it into the next iteration.

Deployment (if applicable): If the product increment is ready, it may be deployed to a production environment.

Closure: The project concludes when all iterations are complete, the product is fully developed, or the project is terminated.

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6
Q

Topic 1: Life Cycles

What is a hybrid life cycle?

A

It combines elements of both linear and iterative life cycles.

It is suitable for projects that require a balance of structure and flexibility.

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7
Q

Topic 1: Life Cycles

What factors influence the choice of a project life cycle?

A

The context and culture of the organization

The specific needs of the project

The level of uncertainty and complexity

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8
Q

Topic 2: Governance

What are the three main types of organizational structures?

A

Functional
Matrix
Project

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9
Q

Topic 2: Governance

What is a functional organizational structure?

A

The organization is structured around functional departments (e.g., marketing, finance, operations).

Project work is typically managed within these departments.

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10
Q

Topic 2: Governance

What is a matrix organizational structure?

A

The organization has a dual structure, with project teams reporting to both functional managers and project managers.

It allows for better resource sharing and coordination across departments.

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11
Q

Topic 2: Governance

What is a project organizational structure?

A

The organization is structured around projects, with project managers having full authority over their teams.

It is suitable for large, complex projects that require dedicated resources

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12
Q

Topic 2: Governance

What are the key roles in project governance?

A

Project sponsor
Project manager
Project steering group/board
Product owner (in iterative/Agile projects)
Users
Project team members

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13
Q

Topic 2: Governance

What is the primary responsibility of the project sponsor?

A

To define and realize the project benefits

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14
Q

Topic 2: Governance

What is the primary responsibility of the project manager?

A

To deliver the project outputs to time, cost, and quality

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15
Q

Topic 3: Sustainability

What are the four elements of sustainability?

A

Social
Economic
Environmental
Administrative

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16
Q

Topic 3: Sustainability

What are some examples of sustainability frameworks?

A

17 UN Sustainable Development Goals (SDGs)
B-Corp Certification
ESG (Environmental, Social, and Governance) criteria

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17
Q

Topic 3: Sustainability

How can sustainability be measured in a project?

A

Environmental impact assessment
Social impact assessment
Economic impact assessment
Consideration of administrative concerns

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18
Q

Topic 4: Business Case

What is the main purpose of the business case?

A

To justify the reason for the project (the “why”)

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19
Q

Topic 4: Business Case

What are the five dimensions of a business case (5-case model)?

A

Strategic context
Economic analysis
Financial case
Commercial approach
Management approach

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20
Q

Topic 4: Business Case

What are some tools and techniques used to determine factors that influence a project’s business case?

A

PESTLE analysis
SWOT analysis
VUCA analysis

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21
Q

Topic 4: Business Case

What is PESTLE analysis?

A

It is a tool used to analyze the external macro-environmental factors that can affect a project.

PESTLE stands for Political, Economic, Sociological, Technological, Legal, and Environmental.

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22
Q

Topic 4: Business Case

What is SWOT analysis?

A

It is a tool used to analyze the internal and external factors that can affect a project.

SWOT stands for Strengths, Weaknesses, Opportunities, and Threats.

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23
Q

Topic 4: Business Case

What is VUCA analysis?

A

It is a concept that describes the volatile, uncertain, complex, and ambiguous nature of the modern business environment.

It highlights the need for adaptability and resilience in project management.

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24
Q

Topic 5: Procurement

What is the purpose of a procurement strategy?

A

To outline the approach for acquiring goods and services from external suppliers

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25
Q

Topic 5: Procurement

What are the typical contents of a procurement strategy?

A

Make-or-buy decision
Supplier selection process
Use of single, integrated, or multiple suppliers
Negotiation plan
Contract conditions
Reimbursement terms

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26
Q

Topic 5: Procurement

What are the stages of a supplier selection process?

A

Research the market
Define requirements and review the number of potential suppliers
Pre-qualify suppliers
Issue an Invitation to Tender (ITT)
Respond to queries from bidders
Receive and evaluate bids
Award a contract to a successful bidder
Enter into contract and contract administration

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27
Q

Topic 5: Procurement

What are some common supplier reimbursement terms?

A

Fixed price
Cost plus fee
Time and materials (T&M) / per unit quantity
Target cost

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28
Q

Topic 5: Procurement

What are some key factors to consider when choosing a supplier reimbursement method?

A

Risk allocation
Scope definition and flexibility for change
Understanding of requirements
Urgency of work
Effort required to manage the supplier

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29
Q

Topic 6: Assurance

What is the purpose of assurance in a project?

A

To provide confidence to stakeholders that the project will achieve its objectives.

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30
Q

Topic 6: Assurance

What are some examples of assurance activities?

A

Risk assessments
Quality audits
Independent reviews
Internal/external audits

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31
Q

Topic 6: Assurance

What are the key criteria for an effective assurance plan?

A

Independent, objective, and proportionate
Targets the greatest risks
Identifies clear assurance accountabilities
Defines the timing of activities
Shows a clear governance route for reporting outcomes and issue resolution

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32
Q

Topic 7: Transition Management

What are the basic requirements for a successful transition?

A

Manage expectations from the outset
Align needs with outputs
Familiarize users with outputs
Clear communication

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33
Q

Topic 7: Transition Management

What is the purpose of change impact analysis?

A

To identify and evaluate the impact of the project’s outputs on different areas, such as processes, people, and culture.

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34
Q

Topic 7: Transition Management

What are the key elements of transition planning?

A

Formal deliverable acceptance
Transfer of ownership
Supporting information
Training and knowledge transfer

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35
Q

Topic 8: Benefits Management

What is benefits management?

A

The process of identifying, defining, planning, tracking, and realizing the benefits of a project.

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36
Q

Topic 8: Benefits Management

What are the stages of the benefits management life cycle?

A

Identification
Definition
Planning
Tracking
Realization
Review

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37
Q

Topic 8: Benefits Management

What is the difference between an output, an outcome, and a benefit?

A

Output: A tangible or intangible product delivered by a project.
Outcome: A changed circumstance or behavior resulting from the use of an output.
Benefit: A positive and measurable impact of change.

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38
Q

Topic 9: Stakeholder Engagement and Communication

What is the purpose of stakeholder analysis?

A

To identify and assess the needs and expectations of stakeholders.

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39
Q

Topic 9: Stakeholder Engagement and Communication

What are the key stages in the stakeholder engagement and communication process?

A

Identify Stakeholders
Analyse Stakeholders
Plan
Engage Stakeholders
Monitor and Review

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40
Q

Topic 9: Stakeholder Engagement and Communication

What are the benefits of a communication plan?

A

Tailored communications
Consistent approach
Clearly defined responsibilities
Better structure and clarity

41
Q

Topic 9: Stakeholder Engagement and Communication

What are some factors that can influence communication?

A

Location and time zone
Cultural diversity and language
Physical environment
Personal circumstances and personality traits

42
Q

Topic 10: Conflict Resolution

What are some sources of conflict within a project?

A

Unclear goals and objectives
Personality clashes
Resource constraints
Schedule pressures
Communication breakdowns

43
Q

Topic 10: Conflict Resolution

What are the five conflict resolution strategies according to the Thomas-Kilmann Conflict Mode Instrument?

A

Competing
Collaborating
Compromising
Accommodating
Avoiding

44
Q

Topic 10: Conflict Resolution

What are some tips for resolving conflict?

A

Anticipate conflict
Don’t ignore it
Look for resolution, not blame
Encourage discussions
Facilitate and remain neutral

45
Q

Topic 11: Leadership

What are some leadership models that can impact team performance and motivation?

A

Maslow’s Hierarchy of Needs
Herzberg’s Two-Factor Theory
McGregor’s Theory X and Theory Y

46
Q

Topic 11: Leadership

What are the five levels of Maslow’s Hierarchy of Needs?

A

Physiological needs (basic needs like food, water, shelter)
Safety needs (security, stability, freedom from fear)
Belongingness and love needs (social connection, affection)
Esteem needs (self-respect, recognition, achievement)
Self-actualization needs (fulfilling one’s potential, personal growth)

47
Q

Topic 11: Leadership

What are the two factors in Herzberg’s theory, and how do they affect job satisfaction?

A

Hygiene factors: These factors, when inadequate, cause dissatisfaction. However, improving them only removes dissatisfaction; it doesn’t necessarily create satisfaction. Examples include salary, job security, working conditions.

Motivators: These factors, when present, lead to job satisfaction and motivation. Examples include challenging work, recognition, responsibility, and growth opportunities.

48
Q

Topic 11: Leadership

Contrast McGregor’s Theory X and Theory Y assumptions about employees.

A

Theory X: Assumes employees are inherently lazy, dislike work, and need to be coerced and controlled. Leads to an autocratic leadership style.

Theory Y: Assumes employees are self-motivated, enjoy work, and seek responsibility. Leads to a participative leadership style.

49
Q

Topic 11: Leadership

What are the three main leadership styles?

A

Autocratic (directive)
Participative (democratic)
Delegating (laissez-faire)

50
Q

Topic 11: Leadership

What is emotional intelligence?

A

The ability to understand and manage your own emotions, as well as the emotions of others.

51
Q

Topic 12: Team Management

What are the stages of team development according to Tuckman’s model?

A

Forming
Storming
Norming
Performing
Adjourning

52
Q

Topic 12: Team Management

What are some characteristics of effective teams?

A

Clear roles and responsibilities
Skills and experience
Open, clear, and honest communication
Common goal
Sense of community

53
Q

Topic 12: Team Management

What are some challenges in managing virtual and hybrid teams?

A

Overcoming cultural differences
Establishing trust
Facilitating team contribution
Ensuring open and synchronous communication

54
Q

Topic 13: Diversity and Inclusion

What are the nine protected characteristics under UK law?

A

Age
Disability
Gender reassignment
Marriage and civil partnership
Pregnancy and maternity
Race
Religion or belief
Sex
Sexual orientation

55
Q

Topic 13: Diversity and Inclusion

What are the benefits of incorporating diversity into a project?

A

More perspectives
Greater adaptability
Wide-ranging skills
Resilient community
Higher performance

56
Q

Topic 13: Diversity and Inclusion

What is unconscious bias?

A

Deep-seated prejudices that lead to snap, automatic judgments.

57
Q

Topic 14: Ethics, Compliance, and Professionalism

What is Continuing Professional Development (CPD)?

A

The ongoing process of developing and maintaining knowledge, skills, and behaviors to ensure competence in a profession.

58
Q

Topic 14: Ethics, Compliance, and Professionalism

What are the five dimensions of professionalism?

A

Breadth
Depth
Achievement
Commitment
Accountability

59
Q

Topic 14: Ethics, Compliance, and Professionalism

What is the impact of the legal and regulatory landscape on projects?

A

It can affect working conditions, risk management, governance, and sustainability.

60
Q

Topic 15: Requirements Management

What is the purpose of requirements management?

A

To establish and manage the scope of a project through the identification, analysis, justification, and baselining of requirements.

61
Q

Topic 15: Requirements Management

What are the key stages in the requirements management process?

A

Gather: Collect requirements from stakeholders.

Analyze: Clarify, categorize, and prioritize requirements.

Justify: Requirements aligned with project objectives & benefits.

Baseline: Establish a formal agreement on the project scope.

Manage: Control changes and maintain traceability throughout

62
Q

Topic 15: Requirements Management

What is the MoSCoW prioritisation technique?

A

A method for prioritising requirements based on their importance:
Must have
Should have
Could have
Won’t have

63
Q

Topic 15: Requirements Management

What is configuration management?

A

The process of managing changes to the project’s deliverables and ensuring that they are consistent and controlled.

64
Q

Topic 15: Requirements Management

What are the key activities involved in configuration management?

A

Planning: Establish the configuration management system and processes.
Identification: Identify and define configuration items (CIs) that need to be controlled.
Control: Manage changes to CIs through a formal change control process.
Status Accounting: Maintain records of the status and history of CIs.
Verification and Audit: Conduct audits to ensure compliance with configuration management procedures.

65
Q

Topic 16: Solutions Development

What factors should be considered when evaluating and prioritising solutions?

A

Priority of objectives/requirements
Acceptance criteria
End-user priorities
Life cycle approach
Value of alternative solutions
Stakeholder pressure

66
Q

Topic 16: Solutions Development

What are some common prioritisation methods used in project management?

A

MoSCoW: Prioritizes requirements based on Must Have, Should Have, Could Have, and Won’t Have categories.

Investment Appraisal: Evaluates options based on financial metrics like Net Present Value (NPV) or Return on Investment (ROI).

Stakeholder Commitment: Considers the level of support and commitment from key stakeholders for each option.

Market Capability: Assesses the organization’s ability to deliver and support each solution in the marketplace.

Numerical Assignment: Assigns numerical scores or weights to options based on predefined criteria.

ABC Model: Categorizes items into three classes (A, B, C) based on their importance or value.

Five Whys: Repeatedly asks “why” to uncover the root cause of a problem or the underlying need behind a requirement.

67
Q

Topic 16: Solutions Development

What is the difference between an MVP and an MMP?

A

MVP (Minimum Viable Product): A version of a product with just enough features to attract early-adopter customers and validate a product idea early in the product development cycle.

MMP (Minimum Marketable Product): A version of a product with enough features to satisfy a broader market and be released to the public.

68
Q

Topic 17: Quality

What are the three main aspects of quality management?

A

Quality planning
Quality assurance
Quality control

69
Q

Topic 17: Quality

What is the focus of quality control?

A

Inspecting, measuring, and testing project outputs to verify that they meet the defined acceptance criteria.

70
Q

Topic 17: Quality

What is the focus of quality assurance?

A

Building in quality through the consistent use of standard processes and procedures.

71
Q

Topic 18: Integrated Planning

What is the Project Management Plan (PMP)?

A

A comprehensive document that outlines how the project will be executed, monitored, and controlled.

72
Q

Topic 18: Integrated Planning

What are the typical contents of a PMP?

A

Benefits (Why?)
Scope (What?)
Time (When?)
Resources (Who?)
Cost (How much?)
Delivery Logistics (Where?)
Management (How?)
Deployment Baseline (Schedule, Budget, Scope)
Management Plans (Risk, Communications, Change Control, etc.)

73
Q

Topic 18: Integrated Planning

What is the importance of producing an integrated PMP?

A

Provides a single source of truth for the project

Facilitates stakeholder communication and buy-in

Helps the team understand project expectations

Clarifies the project manager’s responsibilities

Establishes a baseline for progress measurement

74
Q

Topic 19: Scheduling

What are the three types of breakdown structures used in defining scope?

A

Product Breakdown Structure (PBS)

Work Breakdown Structure (WBS)

Cost Breakdown Structure (CBS)

75
Q

Topic 19: Scheduling

What is a Product Breakdown Structure (PBS)?

A

A hierarchical decomposition of the project’s deliverables or products.

Focuses on the “what” of the project.

Breaks down the final product into its constituent parts, sub-parts, and so on.

Helps to define the project scope and ensure all deliverables are identified.

76
Q

Topic 19: Scheduling

What is a Work Breakdown Structure (WBS)?

A

A hierarchical decomposition of the work to be executed to deliver the project’s products.

Focuses on the “how” of the project.

Breaks down the project work into manageable tasks or work packages.

Helps to plan, schedule, and assign resources to the project activities.

77
Q

Topic 19: Scheduling

What is a Cost Breakdown Structure (CBS)?

A

A hierarchical breakdown of the project’s costs.

Focuses on the “how much” of the project.

Organises costs into categories such as labor, materials, and equipment.

Helps to track and control project expenditures.

78
Q

Topic 19: Scheduling

What are the main estimating approaches?

A

Parametric
Analogous
Analytical (bottom-up)
Delphi (planning poker)

79
Q

Topic 19: Scheduling

What is the Parametric Estimating approach?

A

Uses a statistical relationship between historical data and other variables (e.g., square footage in construction) to calculate an estimate.

It is useful when there is a reliable historical database and a clear relationship between parameters and project work.

80
Q

Topic 19: Scheduling

What is the Analogous Estimating approach?

A

Uses the actual cost of a previous, similar project as the basis for estimating the cost of the current project.

It is relatively quick and easy but relies on the accuracy and relevance of the historical data.

81
Q

Topic 19: Scheduling

What is the Analytical (Bottom-Up) Estimating approach?

A

Involves estimating the cost of each individual work package or activity and then summing them up to get the total project estimate.

It is the most detailed and accurate approach but can be time-consuming.

82
Q

Topic 19: Scheduling

What is the Delphi Estimating approach?

A

Involves gathering estimates from a panel of experts anonymously and iteratively until a consensus is reached.

It helps to reduce bias and improve the accuracy of estimates, especially for complex or uncertain projects.

83
Q

Topic 19: Scheduling

What is the difference between critical path and critical chain scheduling?

A

Critical path assumes unlimited resources, while critical chain considers resource constraints.

Critical chain uses buffers to protect the critical path from delays.

84
Q

Topic 19: Scheduling

What is the critical path in a project schedule?

A

The longest sequence of dependent tasks that determines the project’s minimum duration.

85
Q

Topic 20: Resource Management

What factors are considered when determining resource requirements?

A

Life cycle approach
Activities/tasks (criticality)
Skill set and capability
Timeframes
Project need vs. BAU (Business as Usual)
External resources

86
Q

Topic 20: Resource Management

What is an Organisational Breakdown Structure (OBS)?

A

A hierarchical representation of the organization, showing reporting lines and responsibilities.

87
Q

Topic 20: Resource Management

What is the difference between resource smoothing and resource levelling?

A

Resource smoothing: Adjusts activities within their float to optimise resource utilisation without changing the project’s critical path.

Resource levelling: Adjusts the project schedule to balance resource demand, which may impact the critical path.

88
Q

Topic 21: Budgeting and Cost Control

What is a Cost Breakdown Structure (CBS)?

A

A hierarchical breakdown of the project costs, organized by categories such as labor, materials, and equipment.

89
Q

Topic 21: Budgeting and Cost Control

What are the different types of costs?

A

Fixed vs. Variable
Recurring vs. Non-recurring
Direct vs. Indirect

90
Q

Topic 21: Budgeting and Cost Control

What metrics can we use to look at the health of the project?

A

Planned Value (PV): The budgeted cost of work scheduled to be done.
Earned Value (EV): The budgeted cost of work actually performed.
Actual Cost (AC): The actual cost incurred for the work performed.

Cost Variance (CV = EV - AC): Measures cost performance.
Positive CV: Under budget
Negative CV: Over budget

Schedule Variance (SV = EV - PV): Measures schedule performance
Positive SV: Ahead of schedule
Negative SV: Behind schedule

Cost Performance Index (CPI = EV / AC): Measures cost efficiency
CPI > 1: Cost efficient (getting more value for money spent)
CPI < 1: Cost inefficient

Schedule Performance Index (SPI = EV / PV): Measures schedule efficiency
SPI > 1: Ahead of schedule
SPI < 1: Behind schedule

91
Q

Topic 21: Budgeting and Cost Control

What is Earned Value Management (EVM)?

A

A technique for measuring project performance by comparing the planned value, earned value, and actual cost of work.

92
Q

Topic 21: Budgeting and Cost Control

How do you interpret the results of Earned Value Management (EVM)?

A

CPI = Cost Performance Index (CPI = EV / AC)
SPI = Schedule Performance Index (SPI = EV / PV)

CPI > 1 and SPI > 1: Under budget and ahead of schedule (Good)
CPI < 1 and SPI < 1: Over budget and behind schedule (Bad)
CPI > 1 and SPI < 1: Under budget but behind schedule
CPI < 1 and SPI > 1: Over budget but ahead of schedule

93
Q

Topic 21: Budgeting and Cost Control

What are the key steps in closing down project finances?

A

Reassign resources
Formally close contracts
Update accounting and management systems
Return any surplus funding

94
Q

Topic 22: Risk and Issue Management

What are the benefits of risk and issue management?

A

Increased likelihood of on-time/budget delivery
Supports continuous learning
Builds stakeholder confidence
Prevents unsound projects
Enables efficient issue resolution

95
Q

Topic 22: Risk and Issue Management

What are the stages in the risk management process?

A

Identification
Analysis
Monitoring and Escalation
Response Planning
Closure

96
Q

Topic 22: Risk and Issue Management

What are the proactive and reactive risk responses?

A

Threats: Avoid, Transfer, Reduce, Accept
Opportunities: Exploit, Share, Enhance, Reject

97
Q

Topic 23: Change Control

What is the purpose of change control?

A

To ensure that all changes to the project are evaluated, approved, and implemented in a controlled manner.

98
Q

Topic 23: Change Control

What are the typical stages in a change control process?

A

Request
Initial Evaluation
Detailed Assessment
Recommendation
Update Plans
Implement

99
Q

Topic 23: Change Control

What factors are considered when assessing a change request?

A

Benefits
Scope
Schedule
Costs
Quality
Resources
Risks
Stakeholders

APMPMQ (1 decks)

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