Page 1 of 101
APM PMQ EXAM QUESTIONS WITH CORRECT AND
ALREADY VERIFIED ANSWERS TWO DIFFERENT
VERSIONS 2O24-2025
VERSION 1
1.1 differentiate between types of permanent and temporary organisation structures (including
functional, matrix, and project) - CORRECT ANSWER✔✔Intro
Func: Best for small projs close to BAU ops.
Matrix: Best for balancing change initiatives with BAU. Good if more project process is needed.
Proj: Best larger, complex projs with multi parties involved.
Authority
Func: Func Man overall responsibility for proj delivery. Someone from department plasy role of
PM.
Matrix: PM respons for delivery proj. Func Man respons for line management, wellbeing. Avoid
conflicting priorities with effective, reg comms.
Proj: PM full respons over work as proj structure made up of different projs. A projectised
structure will provide a more variable amount of work than a functional structure as it involves
many change initiatives as opposed majority bau in func.
Teams/ resourcing
Func: work divided into BAU functional workstreams. Work either carried out in functional areas
or passed between teams. Projects close BAU skillset.
1
SUCCESS!
,Page 2 of 101
Matrix: pull staff from func teams or contract or from PMO.
Proj: staff assigned full time. Permanent mix skills to specific projs. Parts of orgs end with the
project.
Strength/weakness
Funct: team not used to proj enviorn. Poor split of time equally proj & BAU. Teams reluctant to
share resource.
Matrix: projects more visible to organisation, more collab working unlike functional.
Proj: full focus on proj, Routine ops dont exit or support func only. Poor job security, retention
of knowledge, can become siloed like functional so not sharing resource due to poor comms.
1.2 explain the way in which an organisational breakdown structure is used to create a
responsibility assignment matrix - CORRECT ANSWER✔✔When OBS (Hierarchical structure
showing the breakdown of work teams and relationships between roles) is combined WBS
(Hierarchical decomposition of the work to be executed by the project team to accomplish the
project objectives) it clarifies roles against tasks.
Then put through RACI Matrix to assign work to individuals with varying levels of respons
depending on how involved they need be.
1.3 explain the role and key responsibilities of the project manager - CORRECT
ANSWER✔✔Delivering the project to time, cost and quality priorities
Making timely decisions to ensure project success
Inform Sponsor of progress and seeking direction when necessary to aid success
2
SUCCESS!
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Managing sponsor and user expectations
Defining and planning the project through the creation of PMP
Monitoring and controlling project progress
Building, leading and motivating proj team throughout delivery
Work packages are allocated and responsibilities defined
Keeping the sponsor and senior management informed of any blockers/issues
Initiating reviews and assisting the sponsor in decisions to terminate the project if justified
Communicating and acting as prime point of contact with team members, other orgs,
contractors, suppliers and operations representatives
1.4 differentiate between the responsibilities of the project manager and the project sponsor
throughout the project. - CORRECT ANSWER✔✔-Strategy/action
Defining and planning the project through the creation of PMP
Monitoring the project's business environment and reviewing the business case at gate reviews
-Iron triangle
Delivering the project to time, cost and quality/performance priorities
Determining the relative priority of time cost and quality
-BC
Responsible for delivering Business Case outputs
Owns the Business Case
3
SUCCESS!
, Page 4 of 101
-Escalating issues
Escalates issues to the sponsor
Monitoring high-level project progress and making control decisions when necessary and when
escalated by the project manager.
-Relationships and influence
Manages and motivates the project team
Interface between programme/project & the business / senior users and stakeholders
-Benefits
Ensures outputs are delivered to achieve outcomes and therefore benefits
Responsible for benefits realisation, evaluating projects success as completion
-Closure
Drafting project closure report
Sponsor signs-off that it's complete
-Reviews and termination
Initiating reviews and assisting the sponsor in decisions to terminate the project if justified
Terminating the project if necessary, after a gate review
1.5 describe other roles within project management (including users, project team members,
the project steering group/board and the product owner) - CORRECT ANSWER✔✔-Users
specifying operational requirements and accepting and deliverables to achieve benefits.
4
SUCCESS!
APM PMQ EXAM QUESTIONS WITH CORRECT AND
ALREADY VERIFIED ANSWERS TWO DIFFERENT
VERSIONS 2O24-2025
VERSION 1
1.1 differentiate between types of permanent and temporary organisation structures (including
functional, matrix, and project) - CORRECT ANSWER✔✔Intro
Func: Best for small projs close to BAU ops.
Matrix: Best for balancing change initiatives with BAU. Good if more project process is needed.
Proj: Best larger, complex projs with multi parties involved.
Authority
Func: Func Man overall responsibility for proj delivery. Someone from department plasy role of
PM.
Matrix: PM respons for delivery proj. Func Man respons for line management, wellbeing. Avoid
conflicting priorities with effective, reg comms.
Proj: PM full respons over work as proj structure made up of different projs. A projectised
structure will provide a more variable amount of work than a functional structure as it involves
many change initiatives as opposed majority bau in func.
Teams/ resourcing
Func: work divided into BAU functional workstreams. Work either carried out in functional areas
or passed between teams. Projects close BAU skillset.
1
SUCCESS!
,Page 2 of 101
Matrix: pull staff from func teams or contract or from PMO.
Proj: staff assigned full time. Permanent mix skills to specific projs. Parts of orgs end with the
project.
Strength/weakness
Funct: team not used to proj enviorn. Poor split of time equally proj & BAU. Teams reluctant to
share resource.
Matrix: projects more visible to organisation, more collab working unlike functional.
Proj: full focus on proj, Routine ops dont exit or support func only. Poor job security, retention
of knowledge, can become siloed like functional so not sharing resource due to poor comms.
1.2 explain the way in which an organisational breakdown structure is used to create a
responsibility assignment matrix - CORRECT ANSWER✔✔When OBS (Hierarchical structure
showing the breakdown of work teams and relationships between roles) is combined WBS
(Hierarchical decomposition of the work to be executed by the project team to accomplish the
project objectives) it clarifies roles against tasks.
Then put through RACI Matrix to assign work to individuals with varying levels of respons
depending on how involved they need be.
1.3 explain the role and key responsibilities of the project manager - CORRECT
ANSWER✔✔Delivering the project to time, cost and quality priorities
Making timely decisions to ensure project success
Inform Sponsor of progress and seeking direction when necessary to aid success
2
SUCCESS!
,Page 3 of 101
Managing sponsor and user expectations
Defining and planning the project through the creation of PMP
Monitoring and controlling project progress
Building, leading and motivating proj team throughout delivery
Work packages are allocated and responsibilities defined
Keeping the sponsor and senior management informed of any blockers/issues
Initiating reviews and assisting the sponsor in decisions to terminate the project if justified
Communicating and acting as prime point of contact with team members, other orgs,
contractors, suppliers and operations representatives
1.4 differentiate between the responsibilities of the project manager and the project sponsor
throughout the project. - CORRECT ANSWER✔✔-Strategy/action
Defining and planning the project through the creation of PMP
Monitoring the project's business environment and reviewing the business case at gate reviews
-Iron triangle
Delivering the project to time, cost and quality/performance priorities
Determining the relative priority of time cost and quality
-BC
Responsible for delivering Business Case outputs
Owns the Business Case
3
SUCCESS!
, Page 4 of 101
-Escalating issues
Escalates issues to the sponsor
Monitoring high-level project progress and making control decisions when necessary and when
escalated by the project manager.
-Relationships and influence
Manages and motivates the project team
Interface between programme/project & the business / senior users and stakeholders
-Benefits
Ensures outputs are delivered to achieve outcomes and therefore benefits
Responsible for benefits realisation, evaluating projects success as completion
-Closure
Drafting project closure report
Sponsor signs-off that it's complete
-Reviews and termination
Initiating reviews and assisting the sponsor in decisions to terminate the project if justified
Terminating the project if necessary, after a gate review
1.5 describe other roles within project management (including users, project team members,
the project steering group/board and the product owner) - CORRECT ANSWER✔✔-Users
specifying operational requirements and accepting and deliverables to achieve benefits.
4
SUCCESS!
