APM-PFQ Practice Exam Questions with Answers APM Project Fundamentals Qualification (PFQ) Certification

political factor.

economic factor.

sociological factor.

D A. potential change of government would not be considered in such an analysis.

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.

justifies undertaking the project.

describes the success criteria for the project.

focuses primarily on time related issues.

describes the success factor for the project.

An approved omission from the agreed project scope.

The potential for agreed resources to be removed from the project.

A. requirement for extra expenditure to cover increased supplier costs.

The removal of work packages from the agreed project scope.

estimating risk.

estimating funnel.

normal values.

parametric estimating.

2

1

0

4

whether the project manager and team are performing well.

if the project is on schedule and within budget.

if stakeholders are satisfied.

whether to continue with the project.

current data from similar projects.

historic data from all projects.

historic data from similar projects.

current data from all projects.

Define outputs.

Identify outputs.

Share outputs.

Control outputs

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

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

For the project manager to take a break between phases.

It creates a decision point for continuing the project.

In order for the plan to be updated regularly.

The agreed end date for the project.

A list of possible stakeholders.

The number of project phases necessary.

D The size of the project team required.

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.

users.

A. governmental regulatory body.

functional managers within the sponsoring organisation.

the project team members.

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.

1, 2 and 4

1, 2 and 3

1, 3 and 4

2, 3 and 4

risks

resources

milestones

activities

The start of deployment.

The end of deployment.

The end of the concept phase prior to handover

The extended life cycle.

Significant cost savings in the organization’s business as usual activities.

Guaranteed increased profitability and market share from successful projects.

Use of resources and greater likelihood of achieving a successful project.

Having qualified and trained project managers in the organization.

Stakeholders may be for the change or against

Stakeholders may have little influence or lots

Stakeholders may be internal or external to your organisation

Stakeholders with high influence always have high interest in the project

Deciding on the approach to project risk management.

Evaluating the risk in terms of severity and relative importance.

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

Deciding if the risk is a threat or opportunity.

It allows the sponsor to use the document as a baseline to calculate project slippage.

It provides an overview of the project team performance at each stage of delivery.

It shows how the project manager is performing in delivering the project

It allows the sponsor to decide on project continuously when used at gate review

Issues must be escalated to the project sponsor.

Risks must be escalated to the project sponsor.

Issues must be dealt with by the governance board.

Risks must be dealt with by the governance board.

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

1 and 2

1 and 3

2 and 3

2 and 4

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

2 and 3 only

1 and 4 only

1 and 3 only

2 and 4 only

structured process for risk identification.

record of the ownership of risk and issue management actions.

means of assessing the likelihood and impact of all of the risks.

record of risks, their impact and the actions taken to manage them.

Project sponsor, project manager and quality manager.

Corporate management, project sponsor, quality manager and project office.

Sponsor, supplier representative and user representative.

D Sponsor, project manager and senior project team members.

ensure a simpler critical path.

enable the tracking of project deliverables.

ensure stakeholder acceptance of project deliverables.

provide an increased total float.

A means of stakeholder identification.

It provides a statement of the stakeholder communications plan.

To understand a stakeholder's position in relation to the project.

It presents an action plan for stakeholder management.

Creating an exclusive environment.

Providing clear roles and responsibilities.

Promoting openness and honesty.

Developing a trusting relationship.

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

The technical difficulties that are anticipated when undertaking the project.

The circumstances within which the project is being undertaken.

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

Recommendation.

Justification.

Planning.

Continuous improvement

Risk manager.

Sponsor.

Project sponsor.

Risk owner.

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.

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.

the cost of a do-nothing option.

an analytical estimate.

high-level project costs.

a comparative estimate.

1, 2 and 4

1, 2 and 3

1, 3 and 4

2, 3 and 4

Adjusting resource requirements.

Controlling project progress.

Scheduling payments for deliverables.

Setting major deadlines.

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 project will be much more economically viable.

The business case is justified to a greater degree.

Overall project duration is reduced.

Reduction in contingency reserves are achieved.

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 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.

Reinforcing positive relationships.

Inspiring the individual.

Maintaining constant tight control.

Promoting the project vision.

proactive response.

reactive response.

proactive fallback.

reactive fallback.

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.

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

Criteria

Compliance

Quality

Benefits

Safety plan for the project.

Implementation options.

Stakeholder identification.

Business benefits.

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

A. process to assign roles to project resources.

A. process that identifies when resources are needed.

A. process to estimate the project resources.

Concept

Definition

Deployment

Transition

team members have similar skill sets.

project work can be distributed equally around the team.

all team members have the same access to project information.

people work collaboratively towards a common goal.

The 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.

gate review.

feasibility study.

milestone review.

evaluation review

It utilises resources as and when required under direction of a project manager.

It advocates employing A. consultancy firm which specialises in managing change.

It recommends using only highly skilled people in the project team.

It ensures that the chief executive is accountable for the achievement of the defined benefits.

the project team.

the project stakeholders.

the project board.

the project sponsor

mitigate all possible risks to the project.

identify and mitigate factors that may affect the project.

control technological change during the project.

consider team social roles in early stages of the project

reporting.

control.

assurance.

planning.

Initiating, identifying, assessing, planning, responding.

Planning, identification, controlling, status accounting, auditing.

Scheduling, baselining, controlling, responding, closing.

Planning. auditing. monitoring, controlling, closing.

Once agreed the business case will become the baseline by which the project will be deployed,

It will act as a reference for the project team regarding the specific. processes to be used forproject delivery.

It will determine which stakeholders are most eligible to become members of the steering group,

It will be referred to throughout the project in order to make decisions about the continuing viability of the project.

Business as usual reporting

Strategic direction

Benefits management

Managing the project schedules

In the Definition Phase

In the Transition Phase

In the Concept Phase

In the Deployment Phase

The management of a routine operation.

A functional team doing a repetitive task.

It has an agreed timescale.

No specific objectives for change.

quality is more important than cost.

quality is more important than scope.

scope is more important than time.

time is more important than cost.

A. record of all risks, their impact and the actions taken to manage them.

A. record of the ownership of risk and issue management actions.

A. means of assessing the likelihood and impact of risks.

A. structured process for risk management.

A benefit to the project if potential opportunities are realised

The cost of dealing with a risk should it occur is usually greater than the cost of managing that risk.

Risk management in the project facilitates team building.

It allows the organisation to assure stakeholders of project compliance with regard to risk management.

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

Quality alignment.

Quality control.

Quality assurance.

Quality improvement.

Transition.

Concept

Deployment.

Definition.

Analytical.

Comparative.

Parametric.

Strategic.

Deployment, Concept, Definition, Transition.

Concept, Transition, Definition, Deployment.

Concept, Definition, Deployment, Transition.

Transition, Definition, Deployment, Concept

the reporting structure and current availability of all individuals in the project.

technical ability and line of communication for all individuals in the project.

lines of communication and responsibility for all the individual managers in the project.

the reporting structure and lines of communication for all individuals in the projects.

the project management team.

primary user group.

steering group.

D supplier group.

accents are easier to interpret.

information is easier to understand.

discussions will be quicker.

there is less visual distraction.

Definition and delivery.

Time, cost and quality.

Budget, spend and contingency.

Cost and scope.

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.

assembled when all information is available.

developed iteratively throughout the early stages of the project.

completed in detail before the project is authorised.

free from detailed schedule information.

The project not using compliant management processes.

The customer refusing to take delivery of the finished product.

The failure of a quality assurance audit.

The project finishing over budget.

starting, planning, control and closing.

concept, definition, development, handover and closure.

initiation, definition, planning, monitoring and operations.

concept, definition, implementation and operations.

to schedule activities within the limits of their float.

to minimise the use of overtime and weekend working.

not to exceed the limits of resource available.

to increase the resource availability

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

Uncertain events that may or may not occur.

Opportunities that occur through change control.

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

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

Impact of change on baseline, risks and business case.

The number of extra people required to deliver the change.

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

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

Budget.

Stakeholder.

Resource.

Schedule

It shows the benefits expected at the close of the project and the specific stakeholders who are involved.

It provides justification for undertaking the project and provides a rationale for the preferred solution.

It sets and clarifies the expectations of all stakeholders who are involved in the project delivery.

It identifies and establishes the most appropriate means of procuring the component parts or services for the project being delivered.

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.

their interest in the project. whether or not they Can influence the project and whether their attitude to the project is for or against.

their level Of technical knowledge. whether or not they are able to act as sponsor and if they are available.

their experience. position in the organizational hierarchy and number Of resources managed

their interest in the project. whether or not they are a member Of the steering group and if they are likely to resist changes.

Quality control is about fitness for purpose whilst quality assurance is about management confidence.

Quality control is about testing whilst quality assurance is about planning.

Quality control is about fitness for purpose whilst quality assurance is about testing.

Quality control is about management whilst quality assurance is about controlling change.

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.

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 organisation would know what political change is most likely and therefore the impacts on objectives considered.

The organisation would most likely have a number of options available as to how the desired objectives could be achieved.

The organisation would have an understanding of the necessary skills required to deliver the objectives required.

D The organisation would be able to develop an accurate estimate of the costs and time frame forthe objectives to be achieved.

Benefits realisation review.

Final project review.

Deliverables accepted by sponsor.

Handover of relevant documentation

A problem which is now or is about to breach delegated tolerances for work on a project or programme.

A problem which occurs on a day-to-day basis which could have an immediate impact on a project.

A problem which has the potential to impact on the achievement of specific project objectives.

A problem which can only be resolved by a project manager and within the project team

Update change log.

Update the risk register.

Update the issue log.

Update lessons learned.

define the terms of reference of the project manager.

define the limits of the project sponsor's responsibilities.

allocate risk management response activities to project personnel.

allocate work packages to those responsible for project work.

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

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.

The project is more likely to finish on time.

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

The project will be less susceptible to uncontrolled change.

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

Construction projects only.

Construction and petrochemical projects only.

All but IT projects.

All projects.

To ensure compliance.

To ensure quality standards are met.

To ensure the required process needs of stakeholders are met.

To ensure both the project outputs and the processes meet the required needs of stakeholders.

Time

Political

Environmental

Technical

Foundations.

Pre-project.

Concept.

Initiation.

Project manager,

Risk manager.

Quality manager.

The project team.

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.

documented traceability between versions of each configuration item.

that the project is most likely to meet its success criteria.

documented evidence of all project changes: proposed. authorised, rejected or deferred.

an agreed point after which no further changes to scope will be considered.

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

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.

The potential of a situation or event to impact on the achievement of specific objectives.

A problem that is now or is about to breach delegated tolerances for work on a project or programme.

Scope creep within an uncontrolled project.

The use of estimation to determine costs, resources and activities.

Work Breakdown Structure.

Organisational Breakdown Structure.

Product Breakdown Structure.

Responsibility assignment structure.

To increase the chances of achieving effective engagement.

To comply with the structure of the project management plan.

To identify the skills necessary to deliver a project.

To increase the likelihood of benefits realisation.

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.

the deployment phase.

the definition phase

the concept phase.

the adoption phase

comparative estimating.

parametric estimating.

bottom-up estimating.

strategic estimating.

is the sole author of.

represents.

implements.

is not involved with.

communication management plan.

stakeholder mapping grid.

document distribution schedule.

responsibility assignment matrix.

the communication plan becomes unnecessary.

the stakeholders who oppose the project the most can be "cut off' to reduce their negative influence.

the communication requirements for each stakeholder Can be established.

the stakeholders can be removed from any of the decisions that are bang planned.