APM PMQ TEST GUIDE
1.1 Explain three difference between functional and matrix organization structures. -
answer1. Who to report to.
2. Individual skills/experience.
3. Progression for members.
1.1 Explain three difference between functional and project organization structures. -
answer1. Who to report to.
2. Duration of team.
3. Individual skills/experience.
1.2 Explain two ways in which a organizational breakdown structure is used to create a
responsibility assignment matrix. - answer1. Highlighting project hierarchy to discover
accountability of tasks.
2. To link it to the WBS, to create a chart showing who is RACI.
1.3 Explain two key responsibilities of the project manager. - answer1. Act as the single
point of contact in the project.
2. Responsible for, and incorporates plans and processes from the PMP.
1.4 Explain two key differences between the roles of the sponsor and the project
manager in the transition and deployment phases of a lifecycle. - answer1. Deployment:
Project manager will be focusing on delivery of the outputs, where the sponsor supports
the project manager.
2. Transition: Project manager will provide support and information for stage reviews,
where the sponsor will make decisions on behalf of the organisation.
1.5 Describe responsibilities of the project roles during definition phase (users, team
members, steering group, product owner) - answer1. Users: provide requirements,
wants and needs of the product.
2. Team members: will support the project manager in defining the scope. Assist in the
requirements management process.
3. Steering group: nominates the sponsor, ownership of the business case, sign off the
business case.
4. Product owner:
1.6 Describe two benefits of having an embedded PMO. - answer1. Work closely to the
project and are aware of the inner workings of the project.
2. Can dedicate all their time to one project, efficient.
, 1.6 Describe three benefits of having a central PMO. - answer1. Consistency of
documentation.
2. Most cost-effective.
3. Use lessons learnt from each project.
1.7 Explain three of the following aspects of project management governance and why
they're required (policies, regulations, functions). - answer1. Policies: rules set at a
corporate level.
2. Regulations: external set of guidelines for an industry.
3. Functions: organisation stipulates who can do what.
2.1 Explain three differences between linear and iterative project lifecycles. - answer1.
Resistance to change.
2. Project flow and sequence.
3. Scope definition.
2.2 Explain two reasons why projects are structured in phases in a linear project life
cycle. - answer1. Allows gate/phase reviews.
2. Easier to manage.
2.3 Explain two key differences between a linear project lifecycle and extended linear
project lifecycle. - answer1. Linear deals with output, extended with outputs and
outcomes.
2. Benefit reviews and realisation.
2.4 Outline four ways in which outputs of knowledge management inform decision
making. - answer1. Data from experts/peers contribute to estimates/costs.
2. Lessons learned can indicate ways to decide resolutions to issues.
3. Data from previous projects can inform estimates.
4. QA and QC activities scheduled from knowledge management.
2.5 Explain the benefits of audits, decision gates, and benefit reviews (project review). -
answer1. Audit: increases stakeholder confidence.
2. Decision Gates: Encourages structured frameworks for decisions to be made.
3. Benefit reviews: project can be recognised for having made a difference.
2.6 Explain three reasons why a project may close early. - answer1. Work is finished
ahead of schedule.
2. Funding has ran out, no more available budget.
3. Project no longer aligns with expected benefits.
3.1 Explain two key differences between projects and BAU. - answer1. Time-frame:
projects have a set lifecycle and end date, BAU is ongoing.
2. Funding: projects use CAPEX, BAU uses OPEX.
1.1 Explain three difference between functional and matrix organization structures. -
answer1. Who to report to.
2. Individual skills/experience.
3. Progression for members.
1.1 Explain three difference between functional and project organization structures. -
answer1. Who to report to.
2. Duration of team.
3. Individual skills/experience.
1.2 Explain two ways in which a organizational breakdown structure is used to create a
responsibility assignment matrix. - answer1. Highlighting project hierarchy to discover
accountability of tasks.
2. To link it to the WBS, to create a chart showing who is RACI.
1.3 Explain two key responsibilities of the project manager. - answer1. Act as the single
point of contact in the project.
2. Responsible for, and incorporates plans and processes from the PMP.
1.4 Explain two key differences between the roles of the sponsor and the project
manager in the transition and deployment phases of a lifecycle. - answer1. Deployment:
Project manager will be focusing on delivery of the outputs, where the sponsor supports
the project manager.
2. Transition: Project manager will provide support and information for stage reviews,
where the sponsor will make decisions on behalf of the organisation.
1.5 Describe responsibilities of the project roles during definition phase (users, team
members, steering group, product owner) - answer1. Users: provide requirements,
wants and needs of the product.
2. Team members: will support the project manager in defining the scope. Assist in the
requirements management process.
3. Steering group: nominates the sponsor, ownership of the business case, sign off the
business case.
4. Product owner:
1.6 Describe two benefits of having an embedded PMO. - answer1. Work closely to the
project and are aware of the inner workings of the project.
2. Can dedicate all their time to one project, efficient.
, 1.6 Describe three benefits of having a central PMO. - answer1. Consistency of
documentation.
2. Most cost-effective.
3. Use lessons learnt from each project.
1.7 Explain three of the following aspects of project management governance and why
they're required (policies, regulations, functions). - answer1. Policies: rules set at a
corporate level.
2. Regulations: external set of guidelines for an industry.
3. Functions: organisation stipulates who can do what.
2.1 Explain three differences between linear and iterative project lifecycles. - answer1.
Resistance to change.
2. Project flow and sequence.
3. Scope definition.
2.2 Explain two reasons why projects are structured in phases in a linear project life
cycle. - answer1. Allows gate/phase reviews.
2. Easier to manage.
2.3 Explain two key differences between a linear project lifecycle and extended linear
project lifecycle. - answer1. Linear deals with output, extended with outputs and
outcomes.
2. Benefit reviews and realisation.
2.4 Outline four ways in which outputs of knowledge management inform decision
making. - answer1. Data from experts/peers contribute to estimates/costs.
2. Lessons learned can indicate ways to decide resolutions to issues.
3. Data from previous projects can inform estimates.
4. QA and QC activities scheduled from knowledge management.
2.5 Explain the benefits of audits, decision gates, and benefit reviews (project review). -
answer1. Audit: increases stakeholder confidence.
2. Decision Gates: Encourages structured frameworks for decisions to be made.
3. Benefit reviews: project can be recognised for having made a difference.
2.6 Explain three reasons why a project may close early. - answer1. Work is finished
ahead of schedule.
2. Funding has ran out, no more available budget.
3. Project no longer aligns with expected benefits.
3.1 Explain two key differences between projects and BAU. - answer1. Time-frame:
projects have a set lifecycle and end date, BAU is ongoing.
2. Funding: projects use CAPEX, BAU uses OPEX.
