APM PMQ RATED CERTIFICATION EVALUATION QUESTIONS AND
ANSWERS
✔✔Risk Reduction - ✔✔Involves taking steps to reduce the likelihood of the risk turning
into an issue by implementing preventive measures.
✔✔Risk Transfer - ✔✔Involves transferring the responsibility of a risk to another party
such as purchasing insurance.
✔✔Risk Acceptance - ✔✔Organisations may accept risks when they are minor or the
cost of mitigation outweighs the potential impact such as a virtual machine locking itself
after 30 minutes of inactivity.
✔✔Reactive Risk Responses - ✔✔Exploit
Enhancement
Sharing / collaboration
Rejection / ignore
✔✔Risk Exploitation - ✔✔Focuses on maximising opportunities of risks.
✔✔Risk Enhancement - ✔✔Involves taking action to further increase the probability and
impact of positive risks such as helping push for a new piece of technology to be
installed.
✔✔Risk Sharing - ✔✔Involves partnering with other parties to manage and distribute
risks.
✔✔Risk Rejection - ✔✔Involves organisations rejecting / ignoring a risk due to its
insignificance or if it's outside of the organisations control. This approach should be
taken cautiously as ignoring risks without proper Assesment is dangerous.
✔✔Programme Management - ✔✔The coordinated management of projects and BAU
activities to achieve beneficial change.
✔✔When to use programme management - ✔✔Large scale transformation (acquisition)
Over a large portfolio of projects which are aiming to deliver a similar goal (site builds)
Infrastructure projects
In sectors with a emphasis on compliance
Resource optimisation
✔✔Negotiation Process - ✔✔Planning / Preparation
Discussing
Bargaining
Agreement
Review
, Important to note negotiation is an iterative process and earlier steps may be revisited if
required.
✔✔NP: Planning - ✔✔Gather info
Set goals and tolerances
Identify BATNA and ZOPA
Clarify escalation route
Agree logistics for a meeting
✔✔NP: Discussing - ✔✔Introduce members of each team
Agree an agenda and key issues to be resolved
Listen carefully, be clear and concise, ask clarifying questions and see both sides
perspective
✔✔NP: Bargaining - ✔✔Make formal proposals and counter offers
Prioritise the issues blocking agreement
Listen to all parties
Consider negotiation tactic
✔✔NP: Agreement - ✔✔Summarise outcomes
Clarify the agreement via review to insure it reflects the negotiated terms
Revisit any actions with owners and timescales
Close the deal
✔✔NP: Review - ✔✔Distribute written record of meeting
Make sure actions are included in the plan
Discuss any lessons learned
✔✔BATNA - ✔✔best alternative to a negotiated agreement
✔✔ZOPA - ✔✔Zone of possible agreement
✔✔BATNA : Assesment - ✔✔It is vital to understand your and the other parties BATNA
so you can asses your fall back option and your strength in the negotiation.
If your BATNA is strong you may have leverage and be in a position where you can
walk away from a negotiation.
✔✔BATNA : Negotiation Strat - ✔✔Understanding your BATNA informs your negotiation
strategy by setting your priorities and determining your bottom line.
Weak BATNA = more concessions
Strong BATNA = assertive stance
ANSWERS
✔✔Risk Reduction - ✔✔Involves taking steps to reduce the likelihood of the risk turning
into an issue by implementing preventive measures.
✔✔Risk Transfer - ✔✔Involves transferring the responsibility of a risk to another party
such as purchasing insurance.
✔✔Risk Acceptance - ✔✔Organisations may accept risks when they are minor or the
cost of mitigation outweighs the potential impact such as a virtual machine locking itself
after 30 minutes of inactivity.
✔✔Reactive Risk Responses - ✔✔Exploit
Enhancement
Sharing / collaboration
Rejection / ignore
✔✔Risk Exploitation - ✔✔Focuses on maximising opportunities of risks.
✔✔Risk Enhancement - ✔✔Involves taking action to further increase the probability and
impact of positive risks such as helping push for a new piece of technology to be
installed.
✔✔Risk Sharing - ✔✔Involves partnering with other parties to manage and distribute
risks.
✔✔Risk Rejection - ✔✔Involves organisations rejecting / ignoring a risk due to its
insignificance or if it's outside of the organisations control. This approach should be
taken cautiously as ignoring risks without proper Assesment is dangerous.
✔✔Programme Management - ✔✔The coordinated management of projects and BAU
activities to achieve beneficial change.
✔✔When to use programme management - ✔✔Large scale transformation (acquisition)
Over a large portfolio of projects which are aiming to deliver a similar goal (site builds)
Infrastructure projects
In sectors with a emphasis on compliance
Resource optimisation
✔✔Negotiation Process - ✔✔Planning / Preparation
Discussing
Bargaining
Agreement
Review
, Important to note negotiation is an iterative process and earlier steps may be revisited if
required.
✔✔NP: Planning - ✔✔Gather info
Set goals and tolerances
Identify BATNA and ZOPA
Clarify escalation route
Agree logistics for a meeting
✔✔NP: Discussing - ✔✔Introduce members of each team
Agree an agenda and key issues to be resolved
Listen carefully, be clear and concise, ask clarifying questions and see both sides
perspective
✔✔NP: Bargaining - ✔✔Make formal proposals and counter offers
Prioritise the issues blocking agreement
Listen to all parties
Consider negotiation tactic
✔✔NP: Agreement - ✔✔Summarise outcomes
Clarify the agreement via review to insure it reflects the negotiated terms
Revisit any actions with owners and timescales
Close the deal
✔✔NP: Review - ✔✔Distribute written record of meeting
Make sure actions are included in the plan
Discuss any lessons learned
✔✔BATNA - ✔✔best alternative to a negotiated agreement
✔✔ZOPA - ✔✔Zone of possible agreement
✔✔BATNA : Assesment - ✔✔It is vital to understand your and the other parties BATNA
so you can asses your fall back option and your strength in the negotiation.
If your BATNA is strong you may have leverage and be in a position where you can
walk away from a negotiation.
✔✔BATNA : Negotiation Strat - ✔✔Understanding your BATNA informs your negotiation
strategy by setting your priorities and determining your bottom line.
Weak BATNA = more concessions
Strong BATNA = assertive stance
