APM PMQ - Assessment Criteria with Complete Solutions(Rated A+)

1.1 differentiate between types of permanent and temporary organisation structures (including functional, matrix, and project). - ANSWER-Functional - ideal for small, internal projects that are close to BAU activities Matrix - dedicated PMs combination of functions and projects 1.2 explain the way in which an organisational breakdown structure is used to create a responsibility assignment matrix. - ANSWER- 1.3 explain the role and key responsibilities of the project manager. - ANSWER- 1.4 differentiate between the responsibilities of the project manager and the project sponsor throughout the project. - ANSWER- 1.5 describe other roles within project management (including users, project team members, the project steering group/board and the product owner). - ANSWER- 1.6 describe the functions and benefits of different types of project office (including project/programme/portfolio management office (PMO), embedded PMO, central PMO and hub-and-spoke PMO). - ANSWER- 1.7 explain why aspects of project management governance are required (such as the use of: policies, regulations, functions, processes, procedures and delegated responsibilities) - ANSWER- 2.1 differentiate between linear, iterative and hybrid life cycles. - ANSWER- 2.2 explain why projects are structured as phases in a linear life cycle. - ANSWER- 2.3 differentiate between a project life cycle and an extended life cycle - ANSWER- 2.4 outline the role of knowledge and information management to inform decision makin - ANSWER- 2.5 explain the benefits of conducting reviews throughout the life cycle (including decision gates, benefits reviews and audits) - ANSWER- 2.6 explain why projects may close early - ANSWER- 3.1 differentiate between projects and business as usual (BAU). - ANSWER- 3.2 differentiate between project management, portfolio management and programme management. - ANSWER- 3.3 outline the relationship between programmes, projects and strategic change - ANSWER- 3.4 describe situations where the use of programme management may be appropriate - ANSWER- 3.5 describe situations where the use of portfolio management may be appropriate. - ANSWER- 3.6 explain tools and techniques used to determine factors which influence and impact projects (including PESTLE, SWOT and VUCA) - ANSWER- 3.7 explain the impact of the legal and regulatory environment on projects (such as the impact on working conditions, risk management, governance and sustainability). - ANSWER- 4.1 explain the benefits to a project of a communication plan - ANSWER- 4.2 explain the relationship between stakeholder analysis and an effective communication management plan. - ANSWER- 4.3 state factors which can positively or negatively affect communication - ANSWER- 4.4 state sources of conflict within a project - ANSWER- 4.5 explain ways in which conflict can be addressed (such as Thomas Kilmann Conflict Mode Instrument) - ANSWER- 4.6 explain how to plan and conduct negotiations (including ZOPA, BATNA and 'Win Win') - ANSWER- 5.1