APM PFQ Exam Questions and answers
2025
Which .of .the .following .is .not .a .stage .in .an .issue .resolution .process? .
a. .Share .the .issue .with .stakeholders.
b. .Track .the .issue .to .closure. .c. .Escalate .to .the .sponsor. .
d. .Apply .change .control. .- .ANS✓✓-A
Which .of .the .following .are .challenges .for .a .project .manager .developing .and .leading .a
.project .team? .
1) .Issues .and .incompatibility .amongst .team .members .
2) .Getting .the .right .skills .and .attributes .amongst .team .members .
3) .Co-location .of .team .members .in .the .same .geographic .area .
4) .Lack .of .accountability .of .team .members
a. .1, .2 .& .3 .
b. .1, .2 .& .4 .
c. .1, .3 .& .4 .
d. .2, .3 .& .4 .- .ANS✓✓-C
Which .of .the .following .is .an .activity .in .a .typical .change .control .process?
a. .Recommendation. .
b. .Justification. .
c. .Planning. .
d. .Continuous .improvement .- .ANS✓✓-A
The .purpose .of .quality .assurance .is .to: .
a. .provide .confidence .the .project .will .satisfy .the .relevant .quality .standards.
.b. .determine .a .set .of .procedures .and .standards .for .project .management. .
c. .inspect, .measure .and .test .deliverables .and .processes. .
d. .define .the .scope .and .specifics .of .a .project's .deliverables .- .ANS✓✓-A
A .project .manager .might .use .a .PESTLE .analysis .in .order .to:
.a. .mitigate .all .possible .risks .to .the .project. .
b. .identify .and .mitigate .factors .that .may .affect .the .project. .
c. .control .technological .change .during .the .project. .
d. .consider .team .social .roles .in .early .stages .of .the .project .- .ANS✓✓-B
Which .of .the .following .are .phases .in .an .iterative .project .life .cycle? .1) .Concept .2) .Fea
sibility .3) .Deployment .4) .Development .
a. .3 .and .4 .only .
b. .1, .2 .and .3 .
c. .1 .and .2 .only .
d. .2, .3 .and .4 .- .ANS✓✓-D
,Which .of .the .following .is .the .responsibility .of .a .project .manager? .
a. .Ensuring .a .project .is .aligned .to .the .organisation's .strategy. .
b. .Focusing .on .project .benefits .and .aligning .priorities. .
c. .Achieving .the .project's .success .criteria. .
d. .Improving .process, .tools .and .techniques .used .in .a .project .- .ANS✓✓-C
To .develop .and .establish .a .proper .communication .plan .within .a .project, .the .project .m
anager .needs .to .consider .which .type .of .analysis? .
a. .Budget. .
b. .Stakeholder. .
c. .Resource. .
d. .Schedule .- .ANS✓✓-B
Which .of .the .following .is .a .responsibility .of .the .project .sponsor? .
a. .Creating .a .project .cost .breakdown .structure. .
b. .Authoring .the .project .management .plan. .
c. .Creating .a .project .work .breakdown .structure. .
d. .Owning .the .project .business .case. .- .ANS✓✓-D
Portfolio .management .includes .prioritising: .
a. .projects
.and/or .programmes .that .contribute .directly .to .the .organisation's .strategic .objectives.
.b. .projects .with .exceptionally .high .returns .on .investment. .
c. .projects .and .programmes .over .business .as .usual. .
d. .projects .which .maximise .change .over .those .which .maximise .investment .- .ANS✓✓-
A
Which .of .the .following .actions .would .not .help .a .team .leader .influence .the .performanc
e .of .their .team? .
a. .Creating .an .exclusive .environment. .
b. .Providing .clear .roles .and .responsibilities. .
c. .Promoting .openness .and .honesty. .
d. .Developing .a .trusting .relationship. .- .ANS✓✓-A
One .difference .between .a .project .and .business .as .usual .is: .
a. .projects .achieve .specified .benefits .but .business .as .usual .has .only .vague .benefits. .
b. .projects .drive .change .whereas .business .as .usual .continues .existing .activities. .
c. .projects .have .tightly .controlled .budgets .whereas .business .as .usual .does .not. .
d. .projects .have .unclear .deadlines .but .business .as .usual .has .multiple .milestones .- .A
NS✓✓-B
The .purpose .of .project .progress .reporting .is .to: .
a. .ensure .a .simpler .critical .path. .
b. .enable .the .tracking .of .project .deliverables.
.c. .ensure .stakeholder .acceptance .of .project .deliverables. .
d. .provide .an .increased .total .float. .- .ANS✓✓-B
Which .of .the .following .is .the .purpose .of .an .estimating .funnel? .
a. .Keeping .resource .usage .to .a .minimum .to .help .reduce .costs. .
b. .Supporting .the .production .of .comparative .estimates. .
c. .Identifying .where .costs .can .be .minimised .when .preparing .a .budget. .
,d. .Representing .increasing .levels .of .estimating .accuracy .achieved .through .the .life .cyc
le .- .ANS✓✓-D
One .advantage .of .virtual .communications .is: .
a. .that .nonverbal .signals .can .have .an .impact .on .discussions. .
b. .it's .easy .to .detect .signs .of .conflict .within .the .project .team. .
c. .access .to .a .wider .resource .pool .for .the .project. .
d. .that .the .project .team .will .always .be .co-located. .- .ANS✓✓-C
Which .technique .could .be .used .by .a .project .manager .when .resources .are .limited? .
a. .Resource .aggregation.
.b. .Resource .estimation. .
c. .Resource .levelling. .
d. .Resource .expansion .- .ANS✓✓-C
The .main .aim .of .quality .management .is .to: .
a. .prepare .a .high-quality .management .plan. .
b. .ensure .that .deliverables .meet .appropriate .standards. .
c. .validate .the .use .of .consistent .standards. .
d. .determine .whether .to .accept .change .requests. .- .ANS✓✓-B
Which .of .the .following .is .a .purpose .of .issue .management? .
a. .To .stop .issues .occurring .within .the .project. .
b. .To .address .and .resolve .the .issues .that .occur. .
c. .To .address .and .resolve .uncertainty. .
d. .To .reschedule .activities .to .reduce .costs .- .ANS✓✓-B
Product .breakdown .structures .illustrate .the .required .scope .of .work .by .a .hierarchical .s
tructure .itemising .the: .
a. .components .of .each .product. .
b. .budget .of .each .product. .
c. .benefits .of .each .product. .
d. .risks .of .each .product. .- .ANS✓✓-A
The .definition .of .benefits .management .includes .which .key .activities? .
a. .Planning, .analysis .and .integration .of .project .benefits. .
b. .Justification, .validation .and .acceptance .of .project .benefits. .
c. .Identification, .tracking .and .realisation .of .project .benefits. .
d. .Realisation, .acceptance .and .integration .of .project .benefits .- .ANS✓✓-C
Which .of .the .following .statements .about .scheduling .is .false? .
a. .Defines .the .sequence .of .activities. .
b. .Considers .work .calendars .and .time .contingency. .
c. .Provides .a .baseline .for .safety .considerations. .
d. .Quantifies .the .required .resources. .- .ANS✓✓-C
Which .of .the .following .defines .the .term .'deployment .baseline'? .
a. .The .starting .point .for .creating .a .resource .histogram. .
b. .The .basis .for .creating .an .organisational .breakdown .structure. .
c. .The .starting .point .for .the .monitoring .of .project .risks. .
d. .The .basis .for .progress .monitoring. .- .ANS✓✓-D
Which .of .the .following .is .an .activity .in .a .typical .configuration .management .process? .
, a. .Evaluation. .
b. .Identification. .
c. .Registration. .
d. .Justification. .- .ANS✓✓-B
Stakeholder .analysis .supports .effective .stakeholder .engagement .by: .
a. .identifying .stakeholders .with .high .levels .of .power .and .interest. .
b. .ensuring .stakeholder .acceptance .of .project .deliverables. .
c. .justifying .the .preferred .project .option .to .stakeholders. .
d. .providing .information .to .all .stakeholders. .- .ANS✓✓-A
Which .of .the .following .is .a .project? .
a. .Introducing .a .new .information .technology .system. .
b. .Operating .a .national .rail .network. .
c. .Organising .ongoing .catering .in .the .armed .forces. .
d. .Managing .day-to-day .security .for .senior .politicians .- .ANS✓✓-A
One .purpose .of .a .typical .project .business .case .is .to: .
a. .carry .out .earned .value .analysis. .
b. .allocate .resources .to .the .project. .
c. .analyse .cost-benefit .of .the .project. .
d. .plan .project .work .packages .- .ANS✓✓-C
One .disadvantage .of .physical .communication .is: .
a. .its .significant .environmental .impact .when .compared .to .other .forms .of .communicati
on. .
b. .that .no .audit .trail .is .available .for .review .at .a .later .date .by .project .team .members. .
c. .it .is .reliant .on .technology .being .available .to .all .relevant .members .of .the .project. .
d. .that .your .body .language .may .not .reflect .what .you're .saying .when .passing .on .infor
mation .- .ANS✓✓-A
One .of .the .benefits .of .developing .communication .plans .in .projects .is .that .this .ensure
s: .
a. .the .power .and .influence .of .stakeholders .is .understood. .
b. .that .all .communication .is .delivered .face .to .face. .
c. .your .message .is .understood. .
d. .clear .reporting .lines .for .the .project. .- .ANS✓✓-C
A .project .life .cycle .which .combines .approaches .from .the .linear .and .iterative .life .cycle
s .is .known .as ._________ .project .life .cycle. .
a. .a .hybrid. .
b. .an .extended. .
c. .a .reduced. .
d. .a .combined. .- .ANS✓✓-A
The .purpose .of .project .management .is .to: .
a. .organise .management .plans. .
b. .keep .all .stakeholders .happy. .
c. .control .change .initiatives. .
d. .effect .beneficial .change. .- .ANS✓✓-D
Which .of .the .following .statements .refers .to .how .scope .is .managed .in .a .linear .project .
but .not .an .iterative .project? .
2025
Which .of .the .following .is .not .a .stage .in .an .issue .resolution .process? .
a. .Share .the .issue .with .stakeholders.
b. .Track .the .issue .to .closure. .c. .Escalate .to .the .sponsor. .
d. .Apply .change .control. .- .ANS✓✓-A
Which .of .the .following .are .challenges .for .a .project .manager .developing .and .leading .a
.project .team? .
1) .Issues .and .incompatibility .amongst .team .members .
2) .Getting .the .right .skills .and .attributes .amongst .team .members .
3) .Co-location .of .team .members .in .the .same .geographic .area .
4) .Lack .of .accountability .of .team .members
a. .1, .2 .& .3 .
b. .1, .2 .& .4 .
c. .1, .3 .& .4 .
d. .2, .3 .& .4 .- .ANS✓✓-C
Which .of .the .following .is .an .activity .in .a .typical .change .control .process?
a. .Recommendation. .
b. .Justification. .
c. .Planning. .
d. .Continuous .improvement .- .ANS✓✓-A
The .purpose .of .quality .assurance .is .to: .
a. .provide .confidence .the .project .will .satisfy .the .relevant .quality .standards.
.b. .determine .a .set .of .procedures .and .standards .for .project .management. .
c. .inspect, .measure .and .test .deliverables .and .processes. .
d. .define .the .scope .and .specifics .of .a .project's .deliverables .- .ANS✓✓-A
A .project .manager .might .use .a .PESTLE .analysis .in .order .to:
.a. .mitigate .all .possible .risks .to .the .project. .
b. .identify .and .mitigate .factors .that .may .affect .the .project. .
c. .control .technological .change .during .the .project. .
d. .consider .team .social .roles .in .early .stages .of .the .project .- .ANS✓✓-B
Which .of .the .following .are .phases .in .an .iterative .project .life .cycle? .1) .Concept .2) .Fea
sibility .3) .Deployment .4) .Development .
a. .3 .and .4 .only .
b. .1, .2 .and .3 .
c. .1 .and .2 .only .
d. .2, .3 .and .4 .- .ANS✓✓-D
,Which .of .the .following .is .the .responsibility .of .a .project .manager? .
a. .Ensuring .a .project .is .aligned .to .the .organisation's .strategy. .
b. .Focusing .on .project .benefits .and .aligning .priorities. .
c. .Achieving .the .project's .success .criteria. .
d. .Improving .process, .tools .and .techniques .used .in .a .project .- .ANS✓✓-C
To .develop .and .establish .a .proper .communication .plan .within .a .project, .the .project .m
anager .needs .to .consider .which .type .of .analysis? .
a. .Budget. .
b. .Stakeholder. .
c. .Resource. .
d. .Schedule .- .ANS✓✓-B
Which .of .the .following .is .a .responsibility .of .the .project .sponsor? .
a. .Creating .a .project .cost .breakdown .structure. .
b. .Authoring .the .project .management .plan. .
c. .Creating .a .project .work .breakdown .structure. .
d. .Owning .the .project .business .case. .- .ANS✓✓-D
Portfolio .management .includes .prioritising: .
a. .projects
.and/or .programmes .that .contribute .directly .to .the .organisation's .strategic .objectives.
.b. .projects .with .exceptionally .high .returns .on .investment. .
c. .projects .and .programmes .over .business .as .usual. .
d. .projects .which .maximise .change .over .those .which .maximise .investment .- .ANS✓✓-
A
Which .of .the .following .actions .would .not .help .a .team .leader .influence .the .performanc
e .of .their .team? .
a. .Creating .an .exclusive .environment. .
b. .Providing .clear .roles .and .responsibilities. .
c. .Promoting .openness .and .honesty. .
d. .Developing .a .trusting .relationship. .- .ANS✓✓-A
One .difference .between .a .project .and .business .as .usual .is: .
a. .projects .achieve .specified .benefits .but .business .as .usual .has .only .vague .benefits. .
b. .projects .drive .change .whereas .business .as .usual .continues .existing .activities. .
c. .projects .have .tightly .controlled .budgets .whereas .business .as .usual .does .not. .
d. .projects .have .unclear .deadlines .but .business .as .usual .has .multiple .milestones .- .A
NS✓✓-B
The .purpose .of .project .progress .reporting .is .to: .
a. .ensure .a .simpler .critical .path. .
b. .enable .the .tracking .of .project .deliverables.
.c. .ensure .stakeholder .acceptance .of .project .deliverables. .
d. .provide .an .increased .total .float. .- .ANS✓✓-B
Which .of .the .following .is .the .purpose .of .an .estimating .funnel? .
a. .Keeping .resource .usage .to .a .minimum .to .help .reduce .costs. .
b. .Supporting .the .production .of .comparative .estimates. .
c. .Identifying .where .costs .can .be .minimised .when .preparing .a .budget. .
,d. .Representing .increasing .levels .of .estimating .accuracy .achieved .through .the .life .cyc
le .- .ANS✓✓-D
One .advantage .of .virtual .communications .is: .
a. .that .nonverbal .signals .can .have .an .impact .on .discussions. .
b. .it's .easy .to .detect .signs .of .conflict .within .the .project .team. .
c. .access .to .a .wider .resource .pool .for .the .project. .
d. .that .the .project .team .will .always .be .co-located. .- .ANS✓✓-C
Which .technique .could .be .used .by .a .project .manager .when .resources .are .limited? .
a. .Resource .aggregation.
.b. .Resource .estimation. .
c. .Resource .levelling. .
d. .Resource .expansion .- .ANS✓✓-C
The .main .aim .of .quality .management .is .to: .
a. .prepare .a .high-quality .management .plan. .
b. .ensure .that .deliverables .meet .appropriate .standards. .
c. .validate .the .use .of .consistent .standards. .
d. .determine .whether .to .accept .change .requests. .- .ANS✓✓-B
Which .of .the .following .is .a .purpose .of .issue .management? .
a. .To .stop .issues .occurring .within .the .project. .
b. .To .address .and .resolve .the .issues .that .occur. .
c. .To .address .and .resolve .uncertainty. .
d. .To .reschedule .activities .to .reduce .costs .- .ANS✓✓-B
Product .breakdown .structures .illustrate .the .required .scope .of .work .by .a .hierarchical .s
tructure .itemising .the: .
a. .components .of .each .product. .
b. .budget .of .each .product. .
c. .benefits .of .each .product. .
d. .risks .of .each .product. .- .ANS✓✓-A
The .definition .of .benefits .management .includes .which .key .activities? .
a. .Planning, .analysis .and .integration .of .project .benefits. .
b. .Justification, .validation .and .acceptance .of .project .benefits. .
c. .Identification, .tracking .and .realisation .of .project .benefits. .
d. .Realisation, .acceptance .and .integration .of .project .benefits .- .ANS✓✓-C
Which .of .the .following .statements .about .scheduling .is .false? .
a. .Defines .the .sequence .of .activities. .
b. .Considers .work .calendars .and .time .contingency. .
c. .Provides .a .baseline .for .safety .considerations. .
d. .Quantifies .the .required .resources. .- .ANS✓✓-C
Which .of .the .following .defines .the .term .'deployment .baseline'? .
a. .The .starting .point .for .creating .a .resource .histogram. .
b. .The .basis .for .creating .an .organisational .breakdown .structure. .
c. .The .starting .point .for .the .monitoring .of .project .risks. .
d. .The .basis .for .progress .monitoring. .- .ANS✓✓-D
Which .of .the .following .is .an .activity .in .a .typical .configuration .management .process? .
, a. .Evaluation. .
b. .Identification. .
c. .Registration. .
d. .Justification. .- .ANS✓✓-B
Stakeholder .analysis .supports .effective .stakeholder .engagement .by: .
a. .identifying .stakeholders .with .high .levels .of .power .and .interest. .
b. .ensuring .stakeholder .acceptance .of .project .deliverables. .
c. .justifying .the .preferred .project .option .to .stakeholders. .
d. .providing .information .to .all .stakeholders. .- .ANS✓✓-A
Which .of .the .following .is .a .project? .
a. .Introducing .a .new .information .technology .system. .
b. .Operating .a .national .rail .network. .
c. .Organising .ongoing .catering .in .the .armed .forces. .
d. .Managing .day-to-day .security .for .senior .politicians .- .ANS✓✓-A
One .purpose .of .a .typical .project .business .case .is .to: .
a. .carry .out .earned .value .analysis. .
b. .allocate .resources .to .the .project. .
c. .analyse .cost-benefit .of .the .project. .
d. .plan .project .work .packages .- .ANS✓✓-C
One .disadvantage .of .physical .communication .is: .
a. .its .significant .environmental .impact .when .compared .to .other .forms .of .communicati
on. .
b. .that .no .audit .trail .is .available .for .review .at .a .later .date .by .project .team .members. .
c. .it .is .reliant .on .technology .being .available .to .all .relevant .members .of .the .project. .
d. .that .your .body .language .may .not .reflect .what .you're .saying .when .passing .on .infor
mation .- .ANS✓✓-A
One .of .the .benefits .of .developing .communication .plans .in .projects .is .that .this .ensure
s: .
a. .the .power .and .influence .of .stakeholders .is .understood. .
b. .that .all .communication .is .delivered .face .to .face. .
c. .your .message .is .understood. .
d. .clear .reporting .lines .for .the .project. .- .ANS✓✓-C
A .project .life .cycle .which .combines .approaches .from .the .linear .and .iterative .life .cycle
s .is .known .as ._________ .project .life .cycle. .
a. .a .hybrid. .
b. .an .extended. .
c. .a .reduced. .
d. .a .combined. .- .ANS✓✓-A
The .purpose .of .project .management .is .to: .
a. .organise .management .plans. .
b. .keep .all .stakeholders .happy. .
c. .control .change .initiatives. .
d. .effect .beneficial .change. .- .ANS✓✓-D
Which .of .the .following .statements .refers .to .how .scope .is .managed .in .a .linear .project .
but .not .an .iterative .project? .
