APM APM-PFQ APM Project Fundamentals Qualification (PFQ) Exam Practice Test

There are no suppliers that can meet our specification.

We may not be able to finish on time.

The project is going to be late.

A key phase of the project is taking longer than expected

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.

Evaluation.

Identification.

Registration.

Justification.

Use of body language.

Having formal meetings.

Attitudes, emotions and prejudices.

Use of informal communication channels

The project team.

The chief executive.

The project manager.

The project support office

provide justification for undertaking the project in terms of evaluating the benefit, cost and risk of alternative options.

ensure the project sponsor has tight control of the project manager's activity.

document the outcomes of the planning process and provide the reference document for managing the project.

document the outcome of the risk, change and configuration management processes.

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 operational refinement.

A major problem that was unexpected and now requires the attention Of the whole project team.

A major problem that can only be addressed by the project sponsor.

A major problem that may happen in the future.

A major problem that requires A. formal process of escalation

the project management team.

primary user group.

steering group.

D supplier group.

An action or set of actions to reduce the probability or impact of a threat, or to increase the probability or impact of an opportunity.

The plan of the response to risks.

An uncertain event or set of circumstances that if realised would have an effect on project objectives.

A risk identification workshop.

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.

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.

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.

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.

The issues and areas that matter to stakeholders.

Technical, social or political considerations.

The environment in which the project is being carried out.

The sequence and dependencies of activities.

3 and 4 only

1, 2 and 3

1 and 2 only

2, 3 and 4

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

starting, planning, control and closing.

concept, definition, development, handover and closure.

initiation, definition, planning, monitoring and operations.

concept, definition, implementation and operations.

The issue owner is consulted,

A decision regarding the issue is deferred.

The issue is rejected and the owner is informed.

The issue needs to be progressed through change control.

Available.

Authorised.

Accountable.

Acceptable.

1, 2 and 4

1, 2 and 3

1, 3 and 4

2, 3 and 4

risk assessment.

risk avoidance.

risk exposure.

risk identification.

the project follows appropriate processes.

project outputs are delivered on time.

the project follows appropriate governance.

project outputs meet acceptance criteria.

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 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.

overall project duration.

project cost.

the project management plan.

sub-contractor's responsibilities

technical specification.

day-to-day requirement.

detailed timetable.

high-level approach.

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

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.

Total and free float.

Earliest start time and latest finish time of activities.

Project completion time.

Cost-benefit analysis.

A. summary of the project acceptance criteria.

CVs of all the team members.

Details Of previous similar projects.

Resourcing details for quality reviews.

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.

the must have' requirements are given the top priority for delivery.

the scope is identified at a deeper level in the project.

all stakeholders get what they want from the project.

areas of the project that will be delivered are fully agreed

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

quality assurance.

quality planning.

quality control.

quality audit.

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.

estimating risk.

estimating funnel.

normal values.

parametric estimating.

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

gate review.

feasibility study.

milestone review.

evaluation review

the process through which all requests to change the approved baseline of a project is captured. evaluated and then approved. rejected or deferred.

the system that ensures that all changes to configuration items are controlled and the interrelationships between items are identified.

the technical and administrative activities concerned with the creation, maintenance, controlled change and quality control of the scope of work.

A report of the current status and history of all changes to the configuration, together with a complete record of what has happened to the configuration to date.

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.

that nonverbal signals can have an impact on discussions.

it's easy to detect signs of conflict within the project team.

access to a wider resource pool for the project.

that the project team will always be co-located.

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.

the project manager

jointly shared between the project manager and project sponsor.

the project sponsor.

the project steering group/committee.

Independent reviews and quality audits form part of quality assurance to ensure the project manager delivers on time and to budget.

Quality assurance provides confidence to stakeholders that requirements for quality will be exceeded.

Quality control verifies that the project deliverables conform to specification, are fit for purpose and meet stakeholder expectations.

Quality planning enables the project manager to manage the trade-off between customer expectations and budget.

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

Storming.

Forming.

Norming.

Performing

By assessing its probability of occurrence.

By assessing its impact on project objectives,

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

By assessing its effect on the business case.

Risk is always beneficial to the project.

Risk is neither beneficial or detrimental to the project

Risk can be beneficial or detrimental to the project.

Risk is always detrimental to the project.

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

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

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.

Keeping resource usage to a minimum to help reduce costs.

Supporting the production of comparative estimates.

Identifying where costs can be minimised when preparing a budget.

Representing increasing levels of estimating accuracy achieved through the life cycle

2 and 3 only

1 and 4 only

1 and 3 only

2 and 4 only

validate overall progress to date against the budget and schedule.

capture learning and document it for future usage.

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

establish that project benefits have been identified.

works with the project sponsor.

has no involvement.

must develop it themself.

works with the end user.

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 development of a. strategy for the management of quality in the project.

Supplying the client with evidence of control to ISO 9000:2000.

A. review of whether underlying processes and way of working are leading towards product deliverables of the right quality.

The agreed methods of inspection, measurement and testing to verify that the project outputs meet acceptance criteria defined during quality planning.

defined.

quantified.

realised.

conceived.

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.

1, 2 & 3

1, 2 & 4

1, 3 & 4

2, 3 & 4

Project team getting to know each other better.

utilization of learning and experience.

Project scope increasing in cost.

use of a linear life cycle

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.

Within the end phase.

Within the initial phases.

Within the deployment phase.

Within each phase.

To define the hierarchy of deliverables that are required to be produced on the project

To define how the products are produced by identifying derivations and dependencies

To establish the extent of work required prior to project commissioning and the handover

To identify the health and safety strategies and procedures to be used on the project

Project sponsor

Product owner.

User.

D Business case owner.

Contingency budget for remedial work.

Equipment required for quality testing.

Staff qualified to undertake inspections.

Processes to obtain stakeholder approvals.

Cost breakdown structure

Procurement strategy

Business case

Project management plan

expected to change.

hard to change.

unimportant.

unstructured.

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.

an approach that adds operational and termination phases to a linear life cycle.

an approach that adds adoption and benefits realisation phases to a linear life cycle.

a framework for conducting a cost-benefit analysis once a project has closed.

a framework for ensuring the re-deployment of assets post project.

Stakeholders communicate with each other.

The project management plan is established.

An effective communication plan is used.

All stakeholders are treated equally.

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.

Safety plan for the project.

Implementation options.

Stakeholder identification.

Business benefits.

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.

Actively seeking some senior management support.

Measures by which the success of the project is judged.

Achievement of milestones.

A motivated project team.

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.

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.

Progress monitoring and implementation of change control.

Benefits realisation.

Identify options for deployment.

Prepare users for delivery of the output into operation.

Steering group.

Risk owner.

Project sponsor.

Project manager

Evaluative estimating.

Risk based estimating.

Analogous estimating.

Analytical estimating.

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.

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

Quality alignment.

Quality control.

Quality assurance.

Quality improvement.

Planned communication will help to establish the level of interest and power a stakeholder is likely to possess.

Planned communication will increase the number of stakeholders who are likely to have an interest in the project.

Planned communication will reduce the power of stakeholders who are likely to have an interest in the project.

Planned communication is likely to reduce the number Of valid stakeholders who have an interest in the project.

Deadline and duration.

Time and cost.

Scope and quality.

Budget and resources.

How issues are to be escalated from project manager to project sponsor.

Understanding stakeholders' power and influence.

When project workshops are to be held.

Reference to higher level corporate policies.

an activity on a network diagram.

A. Gantt chart.

A. plan for the programme.

an overall plan for the project.

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.

To provide a documented account of the outcomes of the planning process.

To enable agreement between the project sponsor and project manager with regard to project budget, resource requirements and timescale.

To provide A. record of how the project was planned, for archiving in the organisation's lessons learned.

To identify and record the projects intended financial spend over the period of project delivery.

Estimating.

Engagement of external suppliers.

Definition of items to be acquired.

Bidding.

risks

resources

milestones

activities

ensure the traceability and integrity of the delivered product or products

minimise the impact of changes on the scope of the project

ensure that the final product meets the needs of the business as defined by key stakeholders.

maximise the impact of agreed enhancements to the project deliverables

the quality manager.

the key users,

the project manager.

the business sponsor.

1, 2 and 4

2, 3 and 4

1, 3 and 4

1, 2 and 3

The environment in which the business operates.

The geographic location in which the project is undertaken.

The external and internal business environments including stakeholder's interests and influences.

D Industry and business sector practices.

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

Introducing a new information technology system.

Operating a national rail network.

Organising ongoing catering in the armed forces.

Managing day-to-day security for senior politicians

Defines the sequence of activities.

Considers work calendars and time contingency.

Provides a baseline for safety considerations.

Quantifies the required resources.

To establish formal reporting procedures for project progress.

To assess the progress of their work against the strategic objectives.

To ensure that work assigned to them by the Project Manager is performed.

To identify and resolve project issues affecting the work delegated to them

change management committee,

change authority,

change control board.

change implementation group.

Requests for change are realised.

Requests for change are mitigated.

Requests for change are evaluated.

Requests for change are resolved.

Initiating, identifying, assessing, planning, responding.

Planning, identification, controlling, status accounting, auditing.

Scheduling, baselining, controlling, responding, closing.

Planning. auditing. monitoring, controlling, closing.

it allows learning from one phase of the project to be passed on to the next phase.

it stops projects that no longer meet the organisation's needs.

it allows procurement to be planned into the project life cycle.

it allows the project team to plan delivery of the next phase

provide confidence the project will satisfy the relevant quality standards.

determine a set of procedures and standards for project management.

inspect, measure and test deliverables and processes.

define the scope and specifics of a project's deliverables

The start of deployment.

The end of deployment.

The end of the concept phase prior to handover

The extended life cycle.

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.

We have never done a project of this kind before.

We might not have sufficient people with the right experience to undertake the project.

We always find that design verification takes longer than planned.

We have never worked in that country before.

identification, escalation. action, resolution.

assessment, escalation, closure, resolution.

assessment, planning, action, response.

identification, planning, response, resolution.

stakeholder engagement.

funding for the project.

buy in from the project sponsor.

goods and services required for the project.

a hybrid.

an extended.

a reduced.

a combined.

carry out earned value analysis.

allocate resources to the project.

analyse cost-benefit of the project.

plan project work packages

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

Evaluation of the benefits of the project.

Identification of the problems that arose and their likely causes.

Review of the project's performance against the success criteria.

Review of how the team worked together to solve problems and issues.

Political, Economic, Sociological, Technical, Legal, Environmental.

Personnel, Economic, Safety, Technical, Legal, Ecological.

Political, Ecological, Strategy, Technical, Life cycle, Environmental.

D Personnel, Ecological, Sociological, Training, Life cycle, Ecological.

communication management plan.

stakeholder mapping grid.

document distribution schedule.

responsibility assignment matrix.

deliver the benefits.

define the requirements.

sign off the business case.

implement the project plan

ensure a simpler critical path.

enable the tracking of project deliverables.

ensure stakeholder acceptance of project deliverables.

provide an increased total float.

An unplanned delay to the project.

A. current problem that will result in the project going over budget.

An uncertain event that if it occurs will have an effect on one or more of the project objectives,

A. current problem that will result in the project being delayed.

An event that may or may not occur

An opportunity that occurs through change control

A problem that the project manager has to deal with on a day-to-day basis

A problem that must be escalated to the appropriate level of management for resolution

Project management office.

Change control board.

Project steering group.

Programme director.

decision gate.

feasibility study.

milestone review.

evaluation review.