APMQ Study Guide Quizzes Flashcards
PESTLE analysis covers the following areas:
A Political, Economic, Sociological, Technical, Legal,
Environmental.
B Personnel, Economic, Safety, Technical, Legal,
Ecological.
C Political, Ecological, Strategy, Technical, Life cycle,
Environmental.
D Personnel, Ecological, Sociological, Training, Life
cycle, Ecological.
A Political, Economic, Sociological, Technical, Legal, Environmental.
Which of the following best describes a project’s context?
A The environment in which the business operates.
B The geographic location in which the project is
undertaken.
C The external and internal business environments,
including stakeholder’s interests and influences.
D Industry and business sector practices.
C The external and internal business environments, including stakeholder’s interests and influences
When managing the internal context, the project manager
should especially be aware of:
A organisational strategy, policies and frameworks.
B competitive positioning.
C new legislation.
D business continuity.
A organisational strategy, policies and frameworks.
To be fully effective, the project manager:
A must take into consideration the internal and external
environments.
B need only deal with the internal environment since the
sponsor will deal with the external environment.
C should manage the external stakeholders and external
environment.
D must liaise with regulating bodies to ensure
requirements include the latest legislation.
A must take into consideration the internal and external environments.
Which type of projects needs to consider environmental
constraints?
A Construction projects only.
B Construction and petrochemical projects only.
C All but IT projects.
D All projects.
D All projects.
What is the main purpose of SWOT analysis?
A Evaluate the returns that each project may yield and
which option is most favourable.
B Provide an established framework for systematically
assessing project options.
C Consider which project can be completed in the
shortest duration.
D Provide an established framework to examine the
many different factors affecting an organisation and
the project.
B Provide an established framework for systematically assessing project options.
A potential change in national government considered
using a PESTLE analysis would be an example of a:
A political factor.
B economic factor.
C sociological factor.
D potential change of government would not be
considered in such an analysis.
A political factor.
What does the term VUCA relate to?
A Viability, uncertainty, complexity, acceptance.
B Validate, users, criticality, acceptance.
C Volatility, uncertainty, complexity, ambiguity.
D Variation, unique, consideration, analysis.
C Volatility, uncertainty, complexity, ambiguity.
Why might planning need to be carried out under VUCA
conditions?
A The new capabilities resulting from a project or programme need to be evaluated in a comprehensive
way.
B The value the project is planning to deliver is very uncertain to cost and analyse.
C There needs to be evidence that the deliverable will meet the full needs of the intended user.
D There is inherent uncertainty that makes it difficult to predict and plan with great accuracy.
D There is inherent uncertainty that makes it difficult to predict and plan with great accuracy.
When carrying out a VUCA analysis of project options,
which factors need to be considered to identify risks in
each option?
A Current knowledge, available data and level of
confidence in outcome.
B Expertise of current project team and amount of
available equipment.
C Amount of flexibility in the project budget and the
degree of estimating accuracy.
D VUCA analysis will not identify risks in project options.
A Current knowledge, available data and level of confidence in outcome.
Which of the following is a characteristic of a project rather
than BAU?
A Sustain the organisation to achieve its business
purpose and goals.
B Repetitive, non-unique product service or result.
C Formal line authority over functional unit personnel.
D Achieve objectives then terminate.
D Achieve objectives then terminate.
Which one of the following is a consideration of project
management?
A Making sure that operational management objectives
are maintained as projects are delivered.
B Planning and executing effective communications
within a project.
C Measuring business benefits of projects to ensure that
in retrospect they have been a worthwhile
consideration.
D Setting the organisation’s standards for excellence in
project delivery.
B Planning and executing effective communications within a project.
Which of the following illustrates why project management
is the most efficient way of managing change?
A It provides recommendations for the organisation to
follow for employing a consultancy firm who specialise
in change management.
B It provides a profile of the skills required when
employing project managers.
C It ensures that the head of the organisation will always
be accountable for achieving the benefits of all
projects undertaken by that organisation.
D It utilises resources as and when required under the
direction of a manager with single-point responsibility.
D It utilises resources as and when required under the direction of a manager with single-point responsibility.
Which of the following is not a characteristic of businessas-
usual?
A Recruitment of new project managers.
B Operating new production machinery.
C Training of operations staff to become more safety aware.
D Introducing change.
D Introducing change.
When delivering a project, the project manager must
balance which of the following constraints?
A Configuration and delivery.
B Time, cost and quality.
C Cost, scope and change.
D Budget, cost and risk.
B Time, cost and quality.
Programme management could be defined as:
A the line management of a team of programme
managers.
B the managing of a functional area of the business
serving several different projects.
C management of a programme of activities identified in
the project schedule.
D management of a group of projects with a common
business aim.
D management of a group of projects with a common business aim.
One of the key benefits of programme management is that:
A it enables every project to be covered by one allembracing
plan.
B it reduces the need to assign priorities to individual
projects within the programme.
C dependencies and interfaces between projects can be
managed to greater business advantage.
D management time can be saved by grouping projects
together under a single distinct programme.
C dependencies and interfaces between projects can be managed to greater business advantage.
Which of the following is a key part of programme management? A Benefits management. B Network analysis. C Work breakdown structures. D Operations management.
A Benefits management.
Portfolio management could be defined as:
A a group of projects brought together to form a strategic
programme.
B the development of expertise and competency
throughout the whole organisation.
C the strategic business plan that is developed to
achieve organisational goals.
D selection and management of an organisation’s
projects and programmes.
D selection and management of an organisation’s projects and programmes.
Which of the following would best justify the
implementation of portfolio management?
A When more projects that the organisation delivers
need to be delivered on time and on budget.
B The organisation needs to have a stronger focus on
realising the benefits from the projects that it delivers.
C Where there is a need for the organisation’s projects
and programmes to be more aligned with its key
business objectives.
D When there is a significant one-off project that needs
to be delivered that is critical to the organisations
business continuity
C Where there is a need for the organisation’s projects and programmes to be more aligned with its key business objectives.
What is the main reason why organisations may need to
consider a specific structure to deliver projects?
A Project management cuts across functional
boundaries.
B Project managers are unable to function within
traditional departments.
C There are not enough functional areas within most
organisations.
D The functional structure needs to be changed to a
project structure.
A Project management cuts across functional boundaries
What is a major strength of the functional structure to
deliver a project?
A Once the project is completed people leave the
organisation and are then replaced.
B It ensures that the project is visible to the whole
organisation.
C People with technical skills are delivering projects
requiring those skills.
D It is very much focused on the project.
C People with technical skills are delivering projects requiring those skills.
Which structure achieves greatest flexibility in the use of human resources? A Functional. B Project. C Matrix. D Departmental.
B Project.
In which structure would the project manager’s authority be lesser than the functional manager’s? A Functional. B Departmental. C Technical. D Matrix.
A Functional.
What is one of the most important risks an organisation
may face when using a product structure?
A When the project is completed there may not be
another project ready at that time to absorb the surplus
resources that now exist.
B When the project is completed that part of the
organisation may cease to exist and the people not
reintegrated into BAU.
C When the project is completed individuals may leave
the project en masse and the organisation will lose accumulated learning.
D When the project is completed individuals may return
to BAU and lose the chance to work together on another equally challenging project.C When the project is completed individuals may leave the project en masse and the organisation will lose accumulated learning.
C When the project is completed individuals may leave the project en masse and the organisation will lose accumulated learning.
In a matrix structure who is ultimately responsible for delivering the project benefits? A Line manager. B Project manager. C Project sponsor. D Functional manager.
A Projects may have their own service functions apart from BAU.
Which feature of a project structure may make it an
effective choice for project delivery?
A Projects may have their own service functions apart from BAU.
B Projects have very strong links and free access to BAU resources.
C Team members report to different managers for different aspects of their work.
D The head of a BAU functional area will take responsibility for work in that area.
A Projects may have their own service functions apart from BAU.
One commonly cited disadvantage of the matrix structure
is:
A it makes the project visible to the whole organisation,
which impacts confidentiality and trust.
B individuals moving from project to project become the
norm and so reduce overall motivation and morale.
C once individuals complete their work on the project,
they are returned to BAU even though they wish to
continue working on the project.
D individuals can experience a conflict of reporting
between line management and project management.
D individuals can experience a conflict of reporting between line management and project management.
For a very high-value, highly complex project, scheduled to
take a number of years to complete, the most likely
structure suitable to deliver such an initiative would be:
A project – because a project of this nature would need
lots of BAU support ensuring that resources switched
focus to this key initiative rather than day-to-day tasks.
B matrix – because due to its high complexity it would
need a pool of suitable resources and a mix of
technical specialists to become dedicated to this
initiative.
C project – because it would need clear project
management processes, roles and responsibilities so
that teams become technically proficient.
D functional – because this is the only way the project
could be passed from department to department,
utilising the skills and expertise already available.
C project – because it would need clear project management processes, roles and responsibilities so that teams become technically proficient.
A structure where the project manager and the functional
managers share responsibility for assigning priorities and
for directing the work would be best described as a:
A strong functional structure.
B matrix structure.
C balanced project structure.
D functional BAU structure.
B matrix structure.
Which of the following statements about the role of project
sponsor is false?
A A project sponsor is an advocate for the project and
the change it brings about.
B A project sponsor writes and owns the project
management plan.
C 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.
B A project sponsor writes and owns the project management plan.
Which statement best describes a responsibility of the
project sponsor?
A Monitoring progress and use of the project resources.
B Analysing the project team’s productivity.
C Ensuring the benefits of the project are realised.
D Planning project evaluation reviews for lessons
learned.
C Ensuring the benefits of the project are realised.
What is a key role of the project manager?
A Coordinating the development of the project
management plan.
B Conducting benefits realisation reviews.
C Reviewing progress against success criteria and
checking that the planned business benefits will be
achieved.
D Authorising any changes to the business case.
A Coordinating the development of the project management plan.
The group whose remit is to set the strategic direction of a project is commonly known as: A the project management team. B primary users. C steering group. D suppliers.
C steering group.
Which stakeholders are likely to form the main part of a
project steering group/board?
A Project sponsor, project manager and quality manager.
B Corporate management, project sponsor, quality
manager, project office.
C Sponsor, supplier representative, user representative.
D Sponsor, project manager and senior project team
members.
C Sponsor, supplier representative, user representative.
Who in the project is responsible for benefits realisation?
A The senior management of the organisation.
B The project manager.
C The sponsor.
D The end users.
C The sponsor.
Which of the following roles is primarily responsible for
defining goals and creating vision for the operability of the
project’s outputs?
A Project sponsor.
B Product owner.
C User.
D Business case owner.
B Product owner.
When the majority of PMO functions are delivered under
the control of the project/programme/portfolio manager, this
could be described as a:
A central PMO.
B embedded PMO.
C hub and spoke PMO.
D matrix PMO.
B embedded PMO.
When effectively implemented, what is one of the key roles
of governance?
A Provide confidence that the business case is the best
option for the current circumstances and that there will
be no changes as the project is being delivered.
B Provide confidence that the plans that have been
developed will guarantee that the project will be
delivered on time and to budget.
C Provide confidence to all stakeholders that projects are
being well managed and the most appropriate financial
and technical controls are being exerted.
D Provide confidence to all project team members that
their jobs are secure at least from the period of the
project start to the handover.
C Provide confidence to all stakeholders that projects are being well managed and the most appropriate financial and technical controls are being exerted.
Governance could best be defined as:
A the framework of authority and accountability that
defines and controls the outputs, outcomes and
benefits from projects, programmes and portfolios.
B the framework that structures a review of the project
and aids a decision to be made whether to continue
with the next phase or stage of the project.
C the framework that is used for selection, prioritisation
and control of an organisation’s projects and
programmes in line with its strategic objectives and
capacity to deliver.
D the framework used by the organisation and approved
by the project board at project initiation that allows the
definition of the terms of reference for the project.
A the framework of authority and accountability that defines and controls the outputs, outcomes and benefits from projects, programmes and portfolios.
Which of the following best describes a project’s business
case?
A The definition of why the project is required and the
desired benefits.
B A statement of what the project will deliver in terms of
products/deliverables.
C The reason why the project sponsor wants the project
to proceed.
D A statement as to how the project fits into the long
term aims of the project sponsor.
A The definition of why the project is required and the desired benefits.
What information would be expected as content for a
business case?
A A detailed schedule of the project.
B An outline of the project management team.
C An outline of the estimated costs of implementing the project.
D A detailed breakdown of the scope of the project.
C An outline of the estimated costs of implementing the project.
Which of the following statements about the business case
is true?
A The business case should always be referred to
throughout the project.
B The business case once written will never change.
C The business case becomes the project manager’s
responsibility once the project is in the implementation
phase.
D The business case contains key information on how
the project will be performed.
A The business case should always be referred to throughout the project.
The responsibility for development and production of the
business case rests primarily with:
A the project manager.
B jointly shared between the project manager and project sponsor.
C the project sponsor.
D the project steering group/committee.
C the project sponsor.
Which of the following would not be considered as part of the business case? A Safety plan for the project. B Implementation options. C Stakeholder identification. D Business benefits.
A Safety plan for the project.
What is the importance of having a business case?
A It allows the sponsor to use the document as a baseline to calculate project slippage.
B It provides an overview of the project team performance at each stage of delivery.
C It shows how the project manager is performing in delivering the project.
D It allows the sponsor to decide on project continuity when used at gate reviews.
D It allows the sponsor to decide on project continuity when used at gate reviews.
Which one of the following does not describe the prime
purpose of the business case?
A It defines the strategic direction for the project.
B It describes the operational impact of project delivery.
C It shows how the project tasks will be scheduled to
achieve the success criteria.
D It documents the benefits of the various options that
have been considered.
C It shows how the project tasks will be scheduled to achieve the success criteria.
Which of the following is most true of the business case?
A It provides details of the overarching approach to be
taken to move from the current to a future desirable
state using a coordinated and structured approach.
B It evaluates the benefit, cost and risk of alternative
project options and provides a rationale for the
preferred solution.
C It demonstrates the relationship between the costs of
undertaking a project, initial and recurrent, and the
benefits likely to arise from the changed situation,
initially and recurrently.
D It describes each major element in the work
breakdown structure (WBS), describing the work
content, resources required, the time frame of the work
element and a cost estimate.
C It demonstrates the relationship between the costs of undertaking a project, initial and recurrent, and the benefits likely to arise from the changed situation, initially and recurrently.
How does having a business case help an organisation?
A 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 projects compliance
with recognised governance standards.
B 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.
C 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.
D It provides a recognised 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.
D It provides a recognised 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.
The monetary value used to judge the value of an
investment at a particular discount rate is termed:
A net present value.
B internal rate of return.
C cost benefit analysis.
D residual profit.
A net present value.
Which of the following is true regarding differences
between linear and iterative life cycles?
A A linear life cycle is best for evolving projects, whereas
an iterative life cycle is better for more structured
projects.
B A linear life cycle is sequential, whereas an iterative
life cycle repeats one or more phases.
C A linear life cycle is always longer in duration, whereas
an iterative life cycle is always shorter in its duration.
D A linear life cycle is formally managed by a dedicated
project manager, whereas management responsibility
is shared in an iterative life cycle.
B A linear life cycle is sequential, whereas an iterative life cycle repeats one or more phases.
A generic linear project life cycle might include the
sequence:
A definition, concept, design, implementation, transition.
B concept, definition, deployment, transition.
C planning, deployment, closing, learning, review.
D feasibility, planning, deployment, handover, review.
B concept, definition, deployment, transition.
One of the main purposes of dividing a project into life
cycle phases is to:
A break the work into controllable blocks in terms of
effort and size.
B ensure the processes are properly maintained.
C ensure that the workforce is certain of their individual
roles.
D provide a means of producing overall project cost
estimates.
A break the work into controllable blocks in terms of effort and size.
The primary purpose of a gate review is to:
A decide if the project is on schedule and within budget.
B decide if the project manager and team are performing
well.
C decide whether to continue with the project.
D decide if stakeholders are satisfied.
C decide whether to continue with the project.
Which of the following might be a probable cause of early
project closure?
A The cost to complete the project is greater than the
value achieved so far.
B The project is on schedule but spent less than
expected.
C The project is expected to yield greater value than
stated in the business case.
D The project manager has resigned and an immediate
replacement is unavailable.
A The cost to complete the project is greater than the value achieved so far.
Which one of the following statements about the project life
cycle is true?
A The phases in the project life cycle are always the
same size.
B The same processes are used in each of the project
life cycle phases.
C The project life cycle has a number of distinct phases.
D The project budget is divided equally between each
phase of the project life cycle.
B The same processes are used in each of the project life cycle phases
What might be the most probable reason for a project to
close early?
A A formal gate review has just been performed.
B Stakeholders have asked for a post-project review
report.
C The project team must attend some formal project
management training.
D The project is no longer aligned to business strategy
D The project is no longer aligned to business strategy
Which of the following best describes the sequence of an
iterative life cycle?
A Definition, concept, evolutionary development,
implementation, transition.
B Feasibility, foundations, evolutionary development,
deployment.
C Planning, deployment, closing, learning, review.
D Feasibility, planning, deployment, handover, review.
B Feasibility, foundations, evolutionary development, deployment.
One benefit of a gate review process is:
A it allows learning from one phase of the project to be
passed on to the next phase.
B it stops projects that no longer meet the organisation’s
needs.
C it allows procurement to be planned into the project life
cycle.
D it allows the project team to plan delivery of the next
phase.
B it stops projects that no longer meet the organisation’s needs.
Which one of the following would best describe a postproject
review?
A It is a personal appraisal for each team member on
completion of the project.
B It appraises the products of the project.
C It considers all aspects of the management of the
project.
D It involves only the project implementation team.
C It considers all aspects of the management of the project.
A project stakeholder could best be described as:
A a member of the sponsoring organisation’s board of
directors.
B a key player who is seeking to maximise control over
the project outcome.
C a person or group who has an interest in or is
impacted by the project.
D a project team member who has the skills necessary
to deliver the project.
C a person or group who has an interest in or is impacted by the project.
Stakeholder analysis considers three aspects for each
stakeholder, which are:
A their interest in the project, whether or not they can
influence the project and whether their attitude to the
project is for or against.
B their level of technical knowledge, whether or not they
are able to act as sponsor and if they are available.
C experience, position in the organisational hierarchy
and number of resources managed.
D their interest in the project, whether or not they are a
member of the steering group and if they are likely to
resist changes.
A their interest in the project, whether or not they can influence the project and whether their attitude to the project is for or against.
An example of an external stakeholder group could be:
A users.
B a governmental regulatory body.
C functional managers within the sponsoring organisation.
D the project team members.
B a governmental regulatory body.
One benefit of stakeholder analysis is that:
A the communication plan becomes unnecessary.
B the stakeholders who oppose the project the most can
be ‘cut off’ to reduce their negative influence.
C the communication requirements for each stakeholder
can be established.
D the stakeholders can be removed from any of the
decisions that are being planned.
C the communication requirements for each stakeholder can be established
Understanding who stakeholders are and their needs is a key duty of: A the quality manager. B the key users. C the project manager. D the business sponsor.
C the project manager.
One of the main objectives of stakeholder engagement is to establish stakeholder: A interests. B expectations. C influence. D involvement.
D involvement.
What rule of thumb can be used for ensuring that key
stakeholders have been included in the process?
A Make use of widely available templates and predefined
structures to ensure a complete spectrum of
stakeholders are identified.
B Ask the most influential stakeholders to identify who
else they think should be involved in the project.
C Analyse other projects and who their stakeholders are
and include them by default.
D Question whose support or lack of it might significantly
influence the success of the project.
D Question whose support or lack of it might significantly influence the success of the project.
What is the most likely reason a stakeholder may object to
the project?
A They have a lack of interest in what the project is
trying to achieve as they feel it doesn’t really affect
them.
B They haven’t been involved in choosing what they
believe to be a suitable project manager from the
candidates available.
C They have misunderstood what the project is trying to
achieve and have had very little communication from
the project.
D They are a stakeholder in another project and don’t
have the time currently, to perform the stakeholder
role.
C They have misunderstood what the project is trying to achieve and have had very little communication from the project.
What is one of the most important aspects to establish
about a stakeholder’s interest in the project?
A If it is positive or negative.
B If it is regular or intermittent.
C If it is influenced by the project.
D If it is influenced by other stakeholders.
A If it is positive or negative.
What is essential for ensuring the level of stakeholder
engagement is maintained throughout the delivery of the
project?
A Stakeholders communicate to each other.
B The project management plan is established.
C An effective communication plan is used.
D All stakeholders are treated equally.
C An effective communication plan is used.
A project management plan could best be described as: A an activity on arrow network. B a Gantt chart. C a plan for the programme. D an overall plan for the project.
D an overall plan for the project.
You have been asked to assist in the development of a
project management plan for the project. As a minimum
what should this plan include?
A A summary of the project acceptance criteria.
B CVs of all the team members.
C Details of previous similar projects.
D Resourcing details for quality reviews.
A A summary of the project acceptance criteria.
During the consideration of when and how the
development of the project management plan should take
place, the objectives of carrying out such an exercise can
often appear to be uncertain. As a recommendation the
project management plan should be:
A assembled when all information is available.
B developed iteratively throughout the early stages of the project.
C completed in detail before the project is authorised.
D free from detailed schedule information.
B developed iteratively throughout the early stages of the project.
To effectively manage the project the range of
documentation may appear to be extensive. However, the
document that captures the why, what, where, when, how,
how much and who for the project is called:
A project schedule.
B project definition and delivery report.
C end of feasibility report.
D project management plan.
D project management plan.
Which one of the following statements about the project
management plan (PMP) is considered to be the most
important condition of compliance to ensure an effective
plan is produced:
A the project team should not contribute to the writing of
the PMP.
B the PMP should be agreed and signed off by both the
sponsor and the project manager as a minimum.
C the sponsor should maintain ownership of the PMP.
D the PMP is necessary for effective stakeholder
engagement.
B the PMP should be agreed and signed off by both the sponsor and the project manager as a minimum.
Which of the following would be considered as the main
purpose of a project management plan?
A To provide a documented account of the outcomes of
the planning process.
B To enable agreement between the project sponsor and
project manager with regard to project budget,
resource requirements and timescale.
C To provide a record of how the project was planned for
archiving in the organisation’s lessons learned.
D To identify and record the projects intended financial
spend over the period of project delivery.
B To enable agreement between the project sponsor and project manager with regard to project budget, resource requirements and timescale.
What is the agreed reference point that is communicated to
stakeholders prior to any work being started?
A Verified work breakdown structure.
B Deployment baseline.
C Configuration record.
D Business case.
B Deployment baseline.
Why is it important to produce a project management plan?
A It shows the benefits expected at the close of the
project and the specific stakeholders who are involved.
B It provides justification for undertaking the project and
provides a rationale for the preferred solution.
C It sets and clarifies the expectations of all stakeholders
who are involved in the project delivery.
D It identifies and establishes the most appropriate
means of procuring the component parts or services
for the project being delivered.
C It sets and clarifies the expectations of all stakeholders who are involved in the project delivery.
When in the project life cycle should the deployment baseline be formed? A Deployment phase. B Concept phase. C Definition phase. D Transition phase.
C Definition phase.
What information would you not expect to see in a project management plan? A Quality management plan. B Financial feasibility analysis. C Risk management plan. D Details of scope.
B Financial feasibility analysis.