APMP FOUNDATION CERTIFICATION END
OF COURSE STUDY GUIDE LATEST
UPDATED ACTUAL TESTED QUESTIONS
AND CORRECT ANSWERS
⩥ program.
Answer: a group of related projects Pg 13
⩥ project.
Answer: an activity or group of activities to generate a new,
unique product, service, or results to support that program Pg 13
⩥ charter.
Answer: a document that, like a contract, is agreed upon by the
sponsor and key stakeholders. It defines the project and
authorizes the resources, roles, responsibilities, authorities, and
scope for the project Pg 13
⩥ Specific, measurable, attainable, relevant, timely.
Answer: Criteria of specific objectives that are unique to a
project are referred to as SMART which stands for what Pg 15
,⩥ triple constraint.
Answer: cost (budget), schedule (time), and scope (deliverables)
Pg 17
⩥ stakeholder analysis.
Answer: analysis to define the relevant stakeholders, their
interests, and their communication needs Pg 19
⩥ Change Control Board (CCB).
Answer: a group of people who track changes in a project and
can be used as a governance tool Pg 19
⩥ Work Breakdown Structures (WBS).
Answer: a key tool so that people understand what is expected
of them and how they will be held accountable Pg 21
⩥ Project Management Institute (PMI).
Answer: Founded in 1969, it's headquartered in Newton, PA,
and has member chapters on every continent (except Antarctica).
Publishes foundational and practice standards and is the largest
in the world. Pg 22
,⩥ Association for Project Management (APM).
Answer: A UK-based charter organization that is the largest
professional body of its kind in Europe. Formed in 1972, it's
membership is primarily limited to the United Kingdom. Pg 22
⩥ International Project Management Association (IPMA).
Answer: the world's first project management association,
founded in 1965. The leading authority on competent project,
programme, and portfolio management (PPPM) Pg 22
⩥ AXELOS, Ltd.
Answer: a joint venture between the government of the United
Kingdom and Captia PLC. It was formed to manage and grow a
number of standards and associated certifications developed by
the Cabinet office, including ITIL (Information Technology
Infrastructure Library), PRINCE2, and Managing Successful
Programs (MSP). Pg 22
⩥ Functional (Departmentalized) Organization pros/cons.
Answer: Pros: Lines of authority are clear; work is easily
prioritized by identified departmental authority
, Cons: Utilizing resources across functions can be difficult;
project is not managed holistically
⩥ Projectized Organization pros and cons.
Answer: Pros: Clear lines of authority; project is managed
holistically; gain historical data from prior projects.
Cons: Approach is expensive because of the duplication of
personnel; SME assigned may not have the most appropriate
knowledge or expertise for the project
⩥ Matrix Organization pros and cons.
Answer: Pros: Central focus is the project; issues are responded
to quickly.
Cons: Requires cooperation and coordination between and
among functional departments and project managers; resource
balancing between projects can lead to friction.
⩥ project management office (PMO).
Answer: A process for determining if the level of documentation
and best practices followed in project execution. Pg 26
OF COURSE STUDY GUIDE LATEST
UPDATED ACTUAL TESTED QUESTIONS
AND CORRECT ANSWERS
⩥ program.
Answer: a group of related projects Pg 13
⩥ project.
Answer: an activity or group of activities to generate a new,
unique product, service, or results to support that program Pg 13
⩥ charter.
Answer: a document that, like a contract, is agreed upon by the
sponsor and key stakeholders. It defines the project and
authorizes the resources, roles, responsibilities, authorities, and
scope for the project Pg 13
⩥ Specific, measurable, attainable, relevant, timely.
Answer: Criteria of specific objectives that are unique to a
project are referred to as SMART which stands for what Pg 15
,⩥ triple constraint.
Answer: cost (budget), schedule (time), and scope (deliverables)
Pg 17
⩥ stakeholder analysis.
Answer: analysis to define the relevant stakeholders, their
interests, and their communication needs Pg 19
⩥ Change Control Board (CCB).
Answer: a group of people who track changes in a project and
can be used as a governance tool Pg 19
⩥ Work Breakdown Structures (WBS).
Answer: a key tool so that people understand what is expected
of them and how they will be held accountable Pg 21
⩥ Project Management Institute (PMI).
Answer: Founded in 1969, it's headquartered in Newton, PA,
and has member chapters on every continent (except Antarctica).
Publishes foundational and practice standards and is the largest
in the world. Pg 22
,⩥ Association for Project Management (APM).
Answer: A UK-based charter organization that is the largest
professional body of its kind in Europe. Formed in 1972, it's
membership is primarily limited to the United Kingdom. Pg 22
⩥ International Project Management Association (IPMA).
Answer: the world's first project management association,
founded in 1965. The leading authority on competent project,
programme, and portfolio management (PPPM) Pg 22
⩥ AXELOS, Ltd.
Answer: a joint venture between the government of the United
Kingdom and Captia PLC. It was formed to manage and grow a
number of standards and associated certifications developed by
the Cabinet office, including ITIL (Information Technology
Infrastructure Library), PRINCE2, and Managing Successful
Programs (MSP). Pg 22
⩥ Functional (Departmentalized) Organization pros/cons.
Answer: Pros: Lines of authority are clear; work is easily
prioritized by identified departmental authority
, Cons: Utilizing resources across functions can be difficult;
project is not managed holistically
⩥ Projectized Organization pros and cons.
Answer: Pros: Clear lines of authority; project is managed
holistically; gain historical data from prior projects.
Cons: Approach is expensive because of the duplication of
personnel; SME assigned may not have the most appropriate
knowledge or expertise for the project
⩥ Matrix Organization pros and cons.
Answer: Pros: Central focus is the project; issues are responded
to quickly.
Cons: Requires cooperation and coordination between and
among functional departments and project managers; resource
balancing between projects can lead to friction.
⩥ project management office (PMO).
Answer: A process for determining if the level of documentation
and best practices followed in project execution. Pg 26
