APM PMQ EXAM TEST QUESTIONS AND
ANSWERS VERIFIED 100% CORRECT
2.2 explain why projects are structured as phases in a linear life cycle - ANSWER
Improved planning: Breaking proj into phases, work packages and activities= more
visible way to plan & assign tasks. Can plan near future in detail and future stages in an
outline, subject to change.
-Focus on priorities: Phases make you focus on what's important for that stage which is
less overwhelming and ensures you're using resource wisely to progress important
matters.
-Continual assessment of risk: review and analyse risks at end of each stage to support
go/no-go decision. Focus on critical areas of risk.
-Estimating accuracy: If proj broken into phases, enables a more granular estimate for
future stages. Can ensure nothing is overestimated in future phases.
Performance: regular slots for celebrating success and feedback, not just at end of
project. Also, reviewing processes.
-Improve control: a chance to check feasibility, objectives, tolerences, consider early
termination if necessary or any changes to baseline.
Stakeholder comms: more regular check in with stakeholders, good to realign
objectives and recieve feedback, also informative for them.
2.3 differentiate between a project life cycle and an extended life cycle - ANSWER An
extended lifecycle consists of two additional phases to the standard project Lifecyle ,
'Adoption' and 'Benefits realisation' This is used when a project includes benefits
realisation that proceeds up until the achievement of the BC.
The adoption phase is where outputs are made available to the users to operate in
order to enable the acceptance and realisation of the project benefits. You can measure
the benefits from the adoption of the project outputs to make sure you've delivered
them effectively.
By adding these additional phases, the usual concept and definition phases will now
require further consideration and upfront planning for the supplementary phases
including the income and operational costs to connect the additional activities as well as
capital expenditure considerations.
Unlike the standard lifecycle, the extended lifecycle ensures accountability and
governance for outputs stays within the investing organisation's control for a longer
period. A standard lifecycle would have deployment, handover and transition of the
outputs and the responsibility, to the user and then close the project. An extended
,lifecycle therefore prevents silos between knowledge sharing between the project
teams and operations.
Delivering the project within its lifecycle will demonstrate how the project manager has
performed in relation to the objectives of time, cost & quality.
Change within an extended lifecycle is to show how benefits are going to be realised
and where processes, such as benefit management apply.
In terms of the life cycle, it is now said to be extended to show that there will be a time
period where various operational activities will be undertaken to ensure that users will
interact with the output and benefits realised.
2.4 Outline the role of knowledge and information management to inform decision
making. - ANSWER Knowledge Management
- Not starting planning from scratch. Using experience and knowledge that exists from
previous, similar projects to make decisions.
-Managing knowledge in a way that can benefit project teams in making decisions
based on accurate, reliable and timely data.
-Developing tools and processes to build existing knowledge as org assets. e.g. toolkit,
day in a life.
-Seeks to formalise the process of harvesting, maintaining and formatting knowledge to
make the best decisions.
Communicating & sharing experience, lessons learned. Discuss and find a way to
proceed.
-Compared to information, knowledge provides a more rounded explanation and has a
better flow that stockpiling info.
-Helps decision making by filling gaps information does not.
-Utilises people and their unique and varied skillsets.
-Includes, in-house knowledge portals, special interest groups, workshops, project
reviews and guest speakers.
Info Management
-Enables proj team to make best use of time, resources and expertise to effectively
make decisions.
-Capture high quality, reliable info that can be shared with team wider stakeholders to
improve comms and promote a shared realistic vision for proj.
-Store and pull upon accessible previous info as a tool. Analyse previous experience
(lessons) and use to estimate and make decisions.
-Ensure project management approach is suitable and project is following regulations.
Information management will satisfy audit - documentary evidence.
,-Change control and promoting comms of change to team & stakeholder. Up to date
info available to inform decisions. Archive superseded info as an audit trail of changes.
2.5 Explain the benefits of conducting reviews throughout the life cycle (including
decision gates, benefits reviews and audits). - ANSWER Overall, assures:
-Quality of outputs
-Performance of management
processes -Ongoing viability of the work
Decision Gates:
-Usually end of a phase go/no go decision
-Confirm proj viability and terminate if needed if major issues with scope, timelines,
costs, change in enviornment/market to avoid waste of resources/ damage to rep.
-Focus attention and reflect on what's needed for next phase, attentive planning. -
Review against org strategy - ensure it is still benefitting investing org interests and
mission.
-Confirm alignment of stakeholder interest before proceeding. Is there scope creep, can
adjust before large issues materialise.
-Increased senior involvement & interest which is good for buy in, escalate and address
high-level issues, ask for representation/sponsorship with senior management.
Benefit reviews
-Usually 6-12 months after handover during benefits realisation, may be repeated
throughout operational life of a project.
-Establish if project benefits have or are being realised. Has proj been successful? -May
identify lessons or opportunities, further action or new initiatives - feed into portfolio
planning.
-can identify any unanticipated benefits or disbenefits - meaning you have better
understanding of negative change = help org maturity, comms planning and future
project planning.
Audits
-Undertaken by independent body from porj internally or externally
-To assure sponsor that project is being managed to standard
-Can be the PMO that undertakes
-Assurance to stakeholders that proj will achieve benefits and agreed outputs
-Opportunity for unbiased opinion
-Measure conformance with standards & regs
-Can offer suggestions for improvement
Stage review
-Reflect on performance to date (retros)
-Focus attention, plan next stage
-Undertaken by PM or assurance function, regular part of monitoring
, -PMP a base reference and referred to to eval progress
-post proj reviews will use info from this to evaluate overall performance
-reviews risk, quality, cost, performance
Post project
-Pm hosts at transition stage or if terminated early, at that point
-Lessens learnt for future maturity of org & business teams & projects
-Ensure success criteria have been met
-Review performance time, cost, quality
Opportunity for feedback- outputs and the anticipated benefits
2.6 explain why projects may close early - ANSWER Info/intro
-Termination usually decided at decision gates so investment doesn't continue.
-When there's sufficient evidence investment wouldn't be feasible to continue
-Project will always be viewed in grander context of change & benefits sought.
1. Not aligned to business strategy: if it doesnt align to the org mission, isnt feasible.
2. Planned benefits no longer available e.g. market condition changes so ROI does or
sales expectations
3. Something similar produced elsewhere or newer version released.
4. Results of earlier work not favourable e.g. too expens, ethical issues, schedule slips
impacting delovery of product.
3.1 differentiate between projects and business as usual (BAU) - ANSWER Purpose:
Proj change initiative to achieve benefits them terminate whereas BAU is to sustain the
org to achieve regular outputs, business purpose and goals.
Timescale: Project a temporary organisation with pre-defined start and end dates
whereas BAU is repeated and has no pre-defined eng point.
Outcome: Project is unique product or service usually to improve existing
circumstances whereas BAU is repetitive, non-unique service or result to maintain the
natural running of business.
People: Proj has temporary team formed across org boundaries to meet proj needs.
May not be aligned to proj structure whereas BAU teams are formed within org
structure aligned to meet functional demands.
Management: Usually dedicated manager appointed for project duration only. BAU has
a long-term formal management with direct authority over unit personnel.
3.1 differentiate between projects and business as usual (BAU) - ANSWER Objectives:
Project= delivery of objectives for change, programme=combines projects with change
management to deliver benefits and have overview of LL for org maturity, portfolios=a
collection of projects/programmes designed to achieve strategic change in line with
capacity to deliver and focus on ROI.
ANSWERS VERIFIED 100% CORRECT
2.2 explain why projects are structured as phases in a linear life cycle - ANSWER
Improved planning: Breaking proj into phases, work packages and activities= more
visible way to plan & assign tasks. Can plan near future in detail and future stages in an
outline, subject to change.
-Focus on priorities: Phases make you focus on what's important for that stage which is
less overwhelming and ensures you're using resource wisely to progress important
matters.
-Continual assessment of risk: review and analyse risks at end of each stage to support
go/no-go decision. Focus on critical areas of risk.
-Estimating accuracy: If proj broken into phases, enables a more granular estimate for
future stages. Can ensure nothing is overestimated in future phases.
Performance: regular slots for celebrating success and feedback, not just at end of
project. Also, reviewing processes.
-Improve control: a chance to check feasibility, objectives, tolerences, consider early
termination if necessary or any changes to baseline.
Stakeholder comms: more regular check in with stakeholders, good to realign
objectives and recieve feedback, also informative for them.
2.3 differentiate between a project life cycle and an extended life cycle - ANSWER An
extended lifecycle consists of two additional phases to the standard project Lifecyle ,
'Adoption' and 'Benefits realisation' This is used when a project includes benefits
realisation that proceeds up until the achievement of the BC.
The adoption phase is where outputs are made available to the users to operate in
order to enable the acceptance and realisation of the project benefits. You can measure
the benefits from the adoption of the project outputs to make sure you've delivered
them effectively.
By adding these additional phases, the usual concept and definition phases will now
require further consideration and upfront planning for the supplementary phases
including the income and operational costs to connect the additional activities as well as
capital expenditure considerations.
Unlike the standard lifecycle, the extended lifecycle ensures accountability and
governance for outputs stays within the investing organisation's control for a longer
period. A standard lifecycle would have deployment, handover and transition of the
outputs and the responsibility, to the user and then close the project. An extended
,lifecycle therefore prevents silos between knowledge sharing between the project
teams and operations.
Delivering the project within its lifecycle will demonstrate how the project manager has
performed in relation to the objectives of time, cost & quality.
Change within an extended lifecycle is to show how benefits are going to be realised
and where processes, such as benefit management apply.
In terms of the life cycle, it is now said to be extended to show that there will be a time
period where various operational activities will be undertaken to ensure that users will
interact with the output and benefits realised.
2.4 Outline the role of knowledge and information management to inform decision
making. - ANSWER Knowledge Management
- Not starting planning from scratch. Using experience and knowledge that exists from
previous, similar projects to make decisions.
-Managing knowledge in a way that can benefit project teams in making decisions
based on accurate, reliable and timely data.
-Developing tools and processes to build existing knowledge as org assets. e.g. toolkit,
day in a life.
-Seeks to formalise the process of harvesting, maintaining and formatting knowledge to
make the best decisions.
Communicating & sharing experience, lessons learned. Discuss and find a way to
proceed.
-Compared to information, knowledge provides a more rounded explanation and has a
better flow that stockpiling info.
-Helps decision making by filling gaps information does not.
-Utilises people and their unique and varied skillsets.
-Includes, in-house knowledge portals, special interest groups, workshops, project
reviews and guest speakers.
Info Management
-Enables proj team to make best use of time, resources and expertise to effectively
make decisions.
-Capture high quality, reliable info that can be shared with team wider stakeholders to
improve comms and promote a shared realistic vision for proj.
-Store and pull upon accessible previous info as a tool. Analyse previous experience
(lessons) and use to estimate and make decisions.
-Ensure project management approach is suitable and project is following regulations.
Information management will satisfy audit - documentary evidence.
,-Change control and promoting comms of change to team & stakeholder. Up to date
info available to inform decisions. Archive superseded info as an audit trail of changes.
2.5 Explain the benefits of conducting reviews throughout the life cycle (including
decision gates, benefits reviews and audits). - ANSWER Overall, assures:
-Quality of outputs
-Performance of management
processes -Ongoing viability of the work
Decision Gates:
-Usually end of a phase go/no go decision
-Confirm proj viability and terminate if needed if major issues with scope, timelines,
costs, change in enviornment/market to avoid waste of resources/ damage to rep.
-Focus attention and reflect on what's needed for next phase, attentive planning. -
Review against org strategy - ensure it is still benefitting investing org interests and
mission.
-Confirm alignment of stakeholder interest before proceeding. Is there scope creep, can
adjust before large issues materialise.
-Increased senior involvement & interest which is good for buy in, escalate and address
high-level issues, ask for representation/sponsorship with senior management.
Benefit reviews
-Usually 6-12 months after handover during benefits realisation, may be repeated
throughout operational life of a project.
-Establish if project benefits have or are being realised. Has proj been successful? -May
identify lessons or opportunities, further action or new initiatives - feed into portfolio
planning.
-can identify any unanticipated benefits or disbenefits - meaning you have better
understanding of negative change = help org maturity, comms planning and future
project planning.
Audits
-Undertaken by independent body from porj internally or externally
-To assure sponsor that project is being managed to standard
-Can be the PMO that undertakes
-Assurance to stakeholders that proj will achieve benefits and agreed outputs
-Opportunity for unbiased opinion
-Measure conformance with standards & regs
-Can offer suggestions for improvement
Stage review
-Reflect on performance to date (retros)
-Focus attention, plan next stage
-Undertaken by PM or assurance function, regular part of monitoring
, -PMP a base reference and referred to to eval progress
-post proj reviews will use info from this to evaluate overall performance
-reviews risk, quality, cost, performance
Post project
-Pm hosts at transition stage or if terminated early, at that point
-Lessens learnt for future maturity of org & business teams & projects
-Ensure success criteria have been met
-Review performance time, cost, quality
Opportunity for feedback- outputs and the anticipated benefits
2.6 explain why projects may close early - ANSWER Info/intro
-Termination usually decided at decision gates so investment doesn't continue.
-When there's sufficient evidence investment wouldn't be feasible to continue
-Project will always be viewed in grander context of change & benefits sought.
1. Not aligned to business strategy: if it doesnt align to the org mission, isnt feasible.
2. Planned benefits no longer available e.g. market condition changes so ROI does or
sales expectations
3. Something similar produced elsewhere or newer version released.
4. Results of earlier work not favourable e.g. too expens, ethical issues, schedule slips
impacting delovery of product.
3.1 differentiate between projects and business as usual (BAU) - ANSWER Purpose:
Proj change initiative to achieve benefits them terminate whereas BAU is to sustain the
org to achieve regular outputs, business purpose and goals.
Timescale: Project a temporary organisation with pre-defined start and end dates
whereas BAU is repeated and has no pre-defined eng point.
Outcome: Project is unique product or service usually to improve existing
circumstances whereas BAU is repetitive, non-unique service or result to maintain the
natural running of business.
People: Proj has temporary team formed across org boundaries to meet proj needs.
May not be aligned to proj structure whereas BAU teams are formed within org
structure aligned to meet functional demands.
Management: Usually dedicated manager appointed for project duration only. BAU has
a long-term formal management with direct authority over unit personnel.
3.1 differentiate between projects and business as usual (BAU) - ANSWER Objectives:
Project= delivery of objectives for change, programme=combines projects with change
management to deliver benefits and have overview of LL for org maturity, portfolios=a
collection of projects/programmes designed to achieve strategic change in line with
capacity to deliver and focus on ROI.
