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

The senior management of the organisation.

The project manager.

The sponsor.

D The end users.

It must result in a set tolerance being exceeded.

The project manager must be able to resolve it.

It must have happened because of an identified risk.

The project team must be able to deal with it internally.

2, 3 and 4

1 and 3

1, 2 and 3

2 and 3

Risk manager.

Sponsor.

Project sponsor.

Risk owner.

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

the project team.

the project stakeholders.

the project board.

the project sponsor

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.

They have a lack of interest in what the project is they feel it doesn't really affect them.

They haven't been involved in project manager from the candidates available

They have misunderstood what the project is trying to achieve and have had very little communication from the project.

They are a in another project and time to perform the stakeholder role

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.

A. summary of the project acceptance criteria.

CVs of all the team members.

Details Of previous similar projects.

Resourcing details for quality reviews.

organise management plans.

keep all stakeholders happy.

control change initiatives.

effect beneficial change.

The Project Management Plan is developed by the project manager and team and owned by the sponsor.

A. draft of the Project Management Plan is developed by the sponsor at the same time as the business case.

The Project Management Plan is developed by the sponsor and owned by the project manager.

The Project Management Plan is developed by the project manager and team and owned by the project manager

Ensure that stakeholders who oppose the project are not involved

Develop an environment where all stakeholder's needs are satisfied.

Develop ways of understanding the needs of stakeholders.

Ensure that the influence stakeholders have is reduced.

risks

resources

milestones

activities

It facilitates the review and monitoring of risks.

It facilitates the risk appetite.

It facilitates the recording of risk responses.

It facilitates the recording of risks.

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.

quality is more important than cost.

quality is more important than scope.

scope is more important than time.

time is more important than cost.

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

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.

indicate how the stakeholder needs will be met.

ensure adequate resource allocation.

indicate what is important in supplier selection.

ensure comprehensive risk analysis.

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

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.

To define the strategic direction for the project.

To describe the operational impact of project delivery.

To show how the project tasks will be scheduled to achieve success criteria.

To document the benefits of the various options that have been considered.

A. detailed schedule of the project.

An outline of the project management team.

An outline of the estimated costs of implementing the project.

detailed breakdown of the scope of the project.

definition and delivery.

time, cost and quality.

cost and scope.

budget, spend and contingency

3 and 4 only

1, 2 and 3

1 and 2 only

2, 3 and 4

Completer-Finisher.

Plant.

Monitor-Evaluator.

Specialist.

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.

informing stakeholders about the project.

storing and archiving of project information.

gathering stakeholder feedback.

collecting project information.

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.

current data from similar projects.

historic data from all projects.

historic data from similar projects.

current data from all projects.

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.

The project team should not contribute to the writing of the PMP.

The PMP should be agreed and signed off by both the sponsor and the project manager as a minimum.

The sponsor should maintain ownership of the PM P.

The PMP is necessary for effective stakeholder management.

1, 2 and 3

1, 2 and 4

2, 3 and 4

1, 3 and 4

identifying stakeholders with high levels of power and interest.

ensuring stakeholder acceptance of project deliverables.

justifying the preferred project option to stakeholders.

providing information to all stakeholders.

Business as usual reporting

Strategic direction

Benefits management

Managing the project schedules

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.

At the start of the concept phase.

At the start of the definition phase.

At the start of the development phase.

At the end of the handover stage.

overall project duration.

project cost estimating.

the project management plan.

sub-contractor's responsibilities

A member of the sponsoring organisation's board of directors.

A key player who is seeking to maximize control over the project

A person or group who has an interest in or is impacted by the project.

A project team member who has the skills necessary to deliver the project

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 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.

carry out earned value analysis.

allocate resources to the project.

analyse cost-benefit of the project.

plan project work packages

Evaluation.

Identification.

Registration.

Justification.

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.

It provides details of the overarching approach to be taken to move the current to a future desirable state using a coordinated and structured approach.

It evaluates the benefit, cost and risk of alternative project options and provides a rationale for the preferred solution.

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.

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.

Deadline and duration.

Time and cost.

Scope and quality.

Budget and resources.

the power and influence of stakeholders is understood.

that all communication is delivered face to face.

your message is understood.

clear reporting lines for the project.

comparative estimating.

parametric estimating.

bottom-up estimating.

strategic estimating.

A level of technological expertise is required.

Body language can reinforce the message.

It is harder to maintain concentration.

There are increased costs of getting to the meeting.

A group of projects collected together that have a common purpose.

A group of projects collected together for management convenience.

A group of projects collected together because of their use of common resources.

A group of projects collected together because of their relationship to business-as-usual.

Risk management.

Learning and closing.

Staff appraisal.

Quality management.

Benefits realisation review.

Final project review.

Deliverables accepted by sponsor.

Handover of relevant documentation

Use of body language.

Having formal meetings.

Attitudes, emotions and prejudices.

Use of informal communication channels

Initiating, identifying, assessing, planning, responding.

Planning, identification, controlling, status accounting, auditing.

Scheduling, baselining, controlling, responding, closing.

Planning. auditing. monitoring, controlling, closing.

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.

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.

Shaper.

Monitor evaluator.

Specialist.

Co-ordinator

Benefits

Stakeholder list

Contract pricing information

Specification of works

Definition and delivery.

Time, cost and quality.

Budget, spend and contingency.

Cost and scope.

projects and/or programmes that contribute directly to the organisation's strategic objectives.

projects with exceptionally high returns on investment.

projects and programmes over business as usual.

projects which maximise change over those which maximise investment

The life cycle phases.

The logical order of tasks.

The scope of the project.

Project costs.

increase the likelihood of a successful project.

ensure senior management support.

measure progress towards a successful conclusion.

ensure project completion.

OBS and CBS.

OBS and WBS.

PBS and CBS.

WBS and CBS.

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.

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.

configuration control.

change management.

change control.

scope management.

1, 2 & 4

1, 2 & 3

2, 3 & 4

1, 3 & 4

A Gantt chart.

A critical path network.

A product flow diagram.

A Pareto chart.

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

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

The type of organisation concerned with implementation.

The structured method used to control the project.

The context within which a project is undertaken.

An understanding of the risks involved in the project.

Recommendation.

Justification.

Planning.

Continuous improvement

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.

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

the work breakdown structure (WBS) with the organisational breakdown structure (OBS) to match resources to the tasks.

the organisational breakdown structure (OBS) with the cost breakdown structure (CBS) to assign A. cost to each resource.

the product breakdown structure (PBS) with the work breakdown structure (WBS) to assign activities to the products.

the organisational breakdown structure (OBS) with the product breakdown structure (PBS) to assign resources to deliverables.

Deployment phase.

Concept phase.

Definition phase.

Transition phase.

managing responses to threats.

identifying and acknowledging threats and opportunities.

planning responses to threats.

minimising threats and maximising opportunities.

A party who is concerned about the project going ahead.

A party with an interest or role in the project or is impacted by the project.

A party who has a vested interest in the outcome of the project.

A party who has a financial stake in the organisation managing the project.

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

A configuration management plan is produced

A configuration identification reference is allocated to the deliverable.

A configuration verification audit is performed.

A status accounting report is produced.

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.

proactive response.

reactive response.

proactive fallback.

reactive fallback.

Actively seeking some senior management support.

Measures by which the success of the project is judged.

Achievement of milestones.

A motivated project team.

stakeholder engagement.

funding for the project.

buy in from the project sponsor.

goods and services required for the project.

1, 2 and 3

1, 2 and 4

2, 3 and 4

1, 3 and 4

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.

email, paper, Voice.

tactile/visual, auditory, written.

telephone, computer. microphone.

reception, transmission, interruption.

accepted, rejected or deferred.

accepted and the project plan updated.

sent to the project sponsor for approval.

assessed to determine its potential impact.

prepare a high-quality management plan.

ensure that deliverables meet appropriate standards.

validate the use of consistent standards.

determine whether to accept change requests.

the management of multiple projects by one project manager.

the management of very large, complex projects.

the means of linking business strategy to projects within an organisation.

a fashionable term which means the same as Project Management.

The PMP acts as a contract between the Project Manager, the project team and the sponsor.

The PMP defines the baselines for the project upon which changes are considered.

The PMP, once defined, will remain unchanged throughout the project.

The PMP is used as a reference document for managing the project.

the project management team.

primary user group.

steering group.

D supplier group.

Work breakdown structure.

Organisational breakdown structure.

Product breakdown structure.

Responsibility assignment structure

decrease as a project progresses through its lifecycle.

increase as a project progresses through its lifecycle.

stay constant throughout the project.

vary independently of where the project is in its lifecycle

The time order in which the issues occurred.

The impact on success criteria and benefits.

The relative seniority of the issue owner.

The relationship with A. relevant risk.

The highlights of the change are communicated directly to the sponsor.

The actual impact of the change is assessed.

The next change requested should be reviewed as quickly as possible.

The related plans must be updated to reflect the change.

Available.

Authorised.

Accountable.

Acceptable.

The definition of why the project is required and the desired benefits.

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

The reason why the project wants the project to proceed.

D A. statement as to how the project fits into the long-term aims of the project sponsor

defined.

quantified.

realised.

conceived.

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 management of A. group of projects or activities that have a common business aim.

The line management of A. team of programme managers.

The management of A. functional are aused by a number of different projects.

The management of the programme of activities identified in the project plan

justifies undertaking the project.

describes the success criteria for the project.

focuses primarily on time related issues.

describes the success factor for the project.

defining which operational systems to put in place.

identifying routine tasks.

ensuring ongoing operations are maintained.

planning to achieve defined objectives.

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)

works with the project sponsor.

has no involvement.

must develop it themself.

works with the end user.

Analogous.

Analytical

Parametric.

Statistical

Total and free float.

Earliest start time and latest finish time of activities.

Project completion time.

Cost-benefit analysis.

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.

decrease as a project progresses through its life cycle.

increase as a project progresses through its life cycle.

stay constant throughout the project life cycle.

vary independently of where the project is in its life cycle

manager.

sponsor.

steering group (board).

senior user.

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

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.

all those responsible to the project manager who are working towards the project objectives.

the members of staff who are allocated full time to the project.

the members of staff who report to the project manager and who carry out work on the project.

all project stakeholders.

Defines the sequence of activities.

Considers work calendars and time contingency.

Provides a baseline for safety considerations.

Quantifies the required resources.

Reduced schedule time.

increased cost.

Increased efficiency and flexibility.

Reduced risk

change management committee,

change authority,

change control board.

change implementation group.

the project completion date as agreed between the project sponsor, other stakeholders and the project manager.

the agreement between the project sponsor, other stakeholders and the project manager.

the key project milestones as agreed between the project sponsor, other stakeholders and the project manager.

the project start date as agreed between the project sponsor, other stakeholders and the project manager

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.