APM PFQ Exam Test Bank (Latest 2026/2027)
Verified Questions and 100% Correct
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• (1) Functional Organisation Structure . Answer: - Functional teams
- Primarily BAU/Deparmental Projects
- Common for orgs providing std products (e.g. manuf.)
• (1) Functional Organisation Structure Advantages . Answer: - Staff gain technical
expertise
- Good functional problem solving
- Peer learning straight forward
- Job Security
- Clear career progression
• (1) Functional Organisation Structure Disadvantages . Answer: - Corporate projects
become difficult due to "Siloed" nature
- Functions prioritise their own functions work over others - inward looking
- Remote from customer
• (1) Matrix Organisation Structure . Answer: - Still may have functional teams - but
temporary functional teams created for projects
- Draw staff from permanent functional postings
- Typical for orgs that have frequent change initiatives + BAU
• (1) Matrix Organisation Structure Advantages . Answer: - Shared resources between
projects
- PM is single POC
- Consistent methods and rules for project governance
- Access to additional SQEP if required
• (1) Matrix Organisation Structure Disadvantages . Answer: - Complex Communication
- Due reporting lines (PM and Line manager)
- Disproportionate of time reporting rather than producing
- Resource conflicts and divided loyalties
- Overloaded team members
- Recourses need to be negotiated
- Preference may be ring-fenced, internal (functional)
• (1) Organisational Breakdown Strucutre (OBS) . Answer: - Describes the structure of
the delivering organisation that can then be matched to work-packages in the WBS
- Combining a WBS and OBS can inform a RAM (Responsiblity Asignment Matrix)
,• (1) Responsibility Assignment Martix (RAM) . Answer: - Defines boundaries of cross-
functional teams
- Derived from WBS and OBS
- May be required, or similar, for RFP, etc response
- May be called a RACI matrix
• (1) Project Manager Responsibilites . Answer: Manage project to ensure succesful
delivery
1. planning what work needs to be done, when and who's going to do it;
2. looking at the risks involved in a particular project and managing these risks;
3. making sure the work is done to the right standard;
4. motivating the team of people involved in the project;
5. co-ordinating work done by different people;
6. making sure the project is running on time and to budget;
7. dealing with changes to the project as and when necessary;
8. making sure the project delivers the expected outcomes and benefits;
• (1) PM vs Project Sponsor . Answer: 1. Sponsor owns business case, whereas PM
contribute to business case but is mainly responsible for delivery of its stated outputs
(which are capable of achieving its stated benefits)
2. Sponsor focussed on realising benefits, whereas project manager focuses on the
delivery of the project outputs.
3. Sponsor champions & supports the project, whereas PM responsible for managing
the project
4. Sponsor reports to corporate management, whereas PM reports to Sponsor and
Project Board
• (1) Project Sponsor Responsibilities . Answer: 1. Business leader and decision maker.
2. Primary risk taker.
3. Able to work across functional boundaries.
4. Project champion.
5. Must have, and be prepared to commit time.
6. Enough experience to see that project is managed efficiently.
7. Maintains a continuous dialogue with PM.
8. Capable of addressing stakeholder interests.
9. Responsible for benefits identification and realisation.
10. Owns the business case.
11. Provides the funding.
12. Reports to corporate management
• (1) PM vs Sponsor @ stages . Answer: Concept phase: sponsor creates business
case, PM when appointed supports this. Sponsor secures corporate agreement &
budget to proceed.
Definition phase: PM produces PMP (with project team). Sponsor agrees this.
,Deployment phase: PM manages the project, monitors, reports progress, risks & issues
to Sponsor. Sponsor chairs project board, makes decisions inc. proceeding at
milestones; supports PM.
Transition phase: PM produces closure report. Sponsor signs off closure, takes over
responsibility for adoption & benefits realisation.
• (1) Project "Users" . Answer: - provide the requirements
- may act as subject matter expert
- conduct UAT
- use the deliverable//output.
• (1) Project "Members" . Answer: - perform project tasks
- report on progress
- identify risks.
• (1) Proiect "Steering group/board" . Answer: - guide the project
- review project reports
- authorise business case
- authorise changes
• (1) Product "Owner" . Answer: - acts as on-site customer for iterative or agile projects
- iteration planning
- accepts incremental delivery.
• (1) PMO Functions . Answer: 1. Provides document templates
2. Training (advice, training needs analysis, course lists)
3. Mentoring & coaching
4. Facilitating workshops
5. Note taking
6. Administration
7. Configuration management
8. Maintains standards
9. Auditing
10. Line management for PM
• (1) Embedded PMO . Answer: - dedicated to single project
- for larger projects requiring lots of support
- Integral part of project team, providing range of services
- Supports people, performance & systems, with processes being managed at
programme/portfolio level
Benefits: high level of dedicated support to project, close communications, releases PM
to manage the project.
• (1) Central PMO . Answer: - Supports several corporate projects
- Supports people, performance, systems & processes
Benefits: flexible and effective in supporting a large number of small projects.
, • (1) Hub and Spoke PMO . Answer: - In large organisations, the central/hub PMO
supports corporate portfolio, with spoke PMO's supporting different departments'
projects
- Supports people & performance, with processes & systems managed at
programme/portfolio level
Benefits: effective for managing information and processes.
• (1) PMO Benefits (General) . Answer: 1. Single source of information, supports
communication.
2. Can support multiple projects, economies of scale.
3. Quality assurance, defining quality standards & ensuring used.
4. Corporate standards, ensures used.
5. Specialist skills developed by PMO staff inc. software tools, allowing PM's to focus on
management.
• (1) Governance . Answer: - framework of authority & accountability
- defines & controls outputs, outcomes & benefits.
• (1) Governance Concepts . Answer: 1. Portfolio direction and alignment
2. Programme and Project sponsorship
3. Change and Project Management Capability
4. Transparency and Assurance
5. Culture and Ethics (inc. professional standards & behaviours)
• (1) Governance Principles . Answer: 1. Board responsible for governance of project
management (GoPM)
2. Roles and responsibilities clearly defined
3. Application throughout the lifecycle
4. Relationship between business strategy and portfolio
5. Clear plans with decision points
6. Effective delegation of decision making
7. Business case validity
8. Independent scrutiny planned and implemented
9. Clearly defined reporting and escalation
10. Open and honest reviews and culture of improvement
11.Appropriate engagement of stakeholders
12. Use of delegated responsibilities: clarifies roles and increases efficiency
13. Use of processes and procedures: standardises methods of working
14. Use of regulations: ensures conformance to standards and policies, facilitates full
disclosure and reporting.
• (1) Governanace Layers . Answer: 1. corporate (vision, mission, strategy);
2. BAU (operations);
3. Business Change (projects, programmes).
Verified Questions and 100% Correct
Answers (Success Guaranteed)
• (1) Functional Organisation Structure . Answer: - Functional teams
- Primarily BAU/Deparmental Projects
- Common for orgs providing std products (e.g. manuf.)
• (1) Functional Organisation Structure Advantages . Answer: - Staff gain technical
expertise
- Good functional problem solving
- Peer learning straight forward
- Job Security
- Clear career progression
• (1) Functional Organisation Structure Disadvantages . Answer: - Corporate projects
become difficult due to "Siloed" nature
- Functions prioritise their own functions work over others - inward looking
- Remote from customer
• (1) Matrix Organisation Structure . Answer: - Still may have functional teams - but
temporary functional teams created for projects
- Draw staff from permanent functional postings
- Typical for orgs that have frequent change initiatives + BAU
• (1) Matrix Organisation Structure Advantages . Answer: - Shared resources between
projects
- PM is single POC
- Consistent methods and rules for project governance
- Access to additional SQEP if required
• (1) Matrix Organisation Structure Disadvantages . Answer: - Complex Communication
- Due reporting lines (PM and Line manager)
- Disproportionate of time reporting rather than producing
- Resource conflicts and divided loyalties
- Overloaded team members
- Recourses need to be negotiated
- Preference may be ring-fenced, internal (functional)
• (1) Organisational Breakdown Strucutre (OBS) . Answer: - Describes the structure of
the delivering organisation that can then be matched to work-packages in the WBS
- Combining a WBS and OBS can inform a RAM (Responsiblity Asignment Matrix)
,• (1) Responsibility Assignment Martix (RAM) . Answer: - Defines boundaries of cross-
functional teams
- Derived from WBS and OBS
- May be required, or similar, for RFP, etc response
- May be called a RACI matrix
• (1) Project Manager Responsibilites . Answer: Manage project to ensure succesful
delivery
1. planning what work needs to be done, when and who's going to do it;
2. looking at the risks involved in a particular project and managing these risks;
3. making sure the work is done to the right standard;
4. motivating the team of people involved in the project;
5. co-ordinating work done by different people;
6. making sure the project is running on time and to budget;
7. dealing with changes to the project as and when necessary;
8. making sure the project delivers the expected outcomes and benefits;
• (1) PM vs Project Sponsor . Answer: 1. Sponsor owns business case, whereas PM
contribute to business case but is mainly responsible for delivery of its stated outputs
(which are capable of achieving its stated benefits)
2. Sponsor focussed on realising benefits, whereas project manager focuses on the
delivery of the project outputs.
3. Sponsor champions & supports the project, whereas PM responsible for managing
the project
4. Sponsor reports to corporate management, whereas PM reports to Sponsor and
Project Board
• (1) Project Sponsor Responsibilities . Answer: 1. Business leader and decision maker.
2. Primary risk taker.
3. Able to work across functional boundaries.
4. Project champion.
5. Must have, and be prepared to commit time.
6. Enough experience to see that project is managed efficiently.
7. Maintains a continuous dialogue with PM.
8. Capable of addressing stakeholder interests.
9. Responsible for benefits identification and realisation.
10. Owns the business case.
11. Provides the funding.
12. Reports to corporate management
• (1) PM vs Sponsor @ stages . Answer: Concept phase: sponsor creates business
case, PM when appointed supports this. Sponsor secures corporate agreement &
budget to proceed.
Definition phase: PM produces PMP (with project team). Sponsor agrees this.
,Deployment phase: PM manages the project, monitors, reports progress, risks & issues
to Sponsor. Sponsor chairs project board, makes decisions inc. proceeding at
milestones; supports PM.
Transition phase: PM produces closure report. Sponsor signs off closure, takes over
responsibility for adoption & benefits realisation.
• (1) Project "Users" . Answer: - provide the requirements
- may act as subject matter expert
- conduct UAT
- use the deliverable//output.
• (1) Project "Members" . Answer: - perform project tasks
- report on progress
- identify risks.
• (1) Proiect "Steering group/board" . Answer: - guide the project
- review project reports
- authorise business case
- authorise changes
• (1) Product "Owner" . Answer: - acts as on-site customer for iterative or agile projects
- iteration planning
- accepts incremental delivery.
• (1) PMO Functions . Answer: 1. Provides document templates
2. Training (advice, training needs analysis, course lists)
3. Mentoring & coaching
4. Facilitating workshops
5. Note taking
6. Administration
7. Configuration management
8. Maintains standards
9. Auditing
10. Line management for PM
• (1) Embedded PMO . Answer: - dedicated to single project
- for larger projects requiring lots of support
- Integral part of project team, providing range of services
- Supports people, performance & systems, with processes being managed at
programme/portfolio level
Benefits: high level of dedicated support to project, close communications, releases PM
to manage the project.
• (1) Central PMO . Answer: - Supports several corporate projects
- Supports people, performance, systems & processes
Benefits: flexible and effective in supporting a large number of small projects.
, • (1) Hub and Spoke PMO . Answer: - In large organisations, the central/hub PMO
supports corporate portfolio, with spoke PMO's supporting different departments'
projects
- Supports people & performance, with processes & systems managed at
programme/portfolio level
Benefits: effective for managing information and processes.
• (1) PMO Benefits (General) . Answer: 1. Single source of information, supports
communication.
2. Can support multiple projects, economies of scale.
3. Quality assurance, defining quality standards & ensuring used.
4. Corporate standards, ensures used.
5. Specialist skills developed by PMO staff inc. software tools, allowing PM's to focus on
management.
• (1) Governance . Answer: - framework of authority & accountability
- defines & controls outputs, outcomes & benefits.
• (1) Governance Concepts . Answer: 1. Portfolio direction and alignment
2. Programme and Project sponsorship
3. Change and Project Management Capability
4. Transparency and Assurance
5. Culture and Ethics (inc. professional standards & behaviours)
• (1) Governance Principles . Answer: 1. Board responsible for governance of project
management (GoPM)
2. Roles and responsibilities clearly defined
3. Application throughout the lifecycle
4. Relationship between business strategy and portfolio
5. Clear plans with decision points
6. Effective delegation of decision making
7. Business case validity
8. Independent scrutiny planned and implemented
9. Clearly defined reporting and escalation
10. Open and honest reviews and culture of improvement
11.Appropriate engagement of stakeholders
12. Use of delegated responsibilities: clarifies roles and increases efficiency
13. Use of processes and procedures: standardises methods of working
14. Use of regulations: ensures conformance to standards and policies, facilitates full
disclosure and reporting.
• (1) Governanace Layers . Answer: 1. corporate (vision, mission, strategy);
2. BAU (operations);
3. Business Change (projects, programmes).
