APM PMQ - Principles of Project Management Proctored exam 2024

What are the five principles of project management professionalism? - ANSWERS*Breadth* - The APM Body of Knowledge (BoK) defines the knowledge needed to manage any kind of project *Depth* - The APM Competence framework shows the combined knowledge, skill and behaviour that a person needs to perform properly in a job or work role *Achievement* - In professional development qualifications *Accountability* - To the APM Code of Processional Conduct (ethics). *Commitment* - to continuing professional development Name the six components of a project? (Six essential questions that need settled). - ANSWERS1. *Scope* What are the objectives and scope of the work 2. *Schedule* How long will it take to achieve? 3. *Finance* How are the necessary funds acquired and costs managed? 4. *Risk* What are the threats and opportunities involved? 5. *Quality* How will fitness for purpose of the deliverables and management processes are assured? 6. *Resource* How will the necessary resources be acquired, mobilized and managed? Define the project environment. What key distinction should be made in this area? - ANSWERSThe project environment is the circumstances and conditions within which the project, programme, or portfolio must operate. The distinction should be between internal and external factors Name two key tools to analyse the project environment - ANSWERS1. SWOT (strengths, weaknesses, opportunities, threats) 2.) PESTLE (political, economic, social, technological, legal, ecological) Why do projects fail? Offer at least five. - ANSWERSLack of link between project and organisational strategy Lack of clear senior management ownership and leadership Lack of effective engagement with stakeholders Lack of skills and proven PM and risk management Too little attention to breaking development and implementation into manageable steps Evaluation of proposals driven by initial price, not long term value for money Lack of understanding of and contact with the supply industry Lack of effective project team integration between clients, supplier, and supply chain. i.e. governance and control What are the six benefits of governance of project management? - ANSWERSCOMABS *C*ompliance *O*ptimise portfolio *M*inimise risk *A*ssure growth *B*etter decisions *S*takeholder confidence Name the four life-cycles - ANSWERS1.) Linear - The subject of the PMQ qualification (i.e. waterfall). 2.) Parallel - This is similar to the linear but phases are carried out in parallel to increase the pace of delivery. 3.) Spiral - this is often employed where many options, requirements and constraints are unknown at the start (e.g. in prototyping or research projects) iterative/agile 4.) V - this is applied in software development where requirements are defined and the development tools are well known. Name the three project lifecycles, and the stages in each. - ANSWERS*Project life cycle* 1. Concept 2. Definition 3. Development 4. Handover and closure *Extended project life cycle* 1. Concept 2. Definition 3. Development 4. Handover and closure 5. Operations and Benefits realisation *Product life cycle* 1. Concept 2. Definition 3. Development 4. Handover and closure 5. Operation 6. Termination Name all five project review types - ANSWERS1. *Project evaluation reviews* - undertaken regularly throughout the projects 2. *Gate and stage reviews* - conducted at the end of each project phase 3. *Project audits* - Undertaken on the desire of senior stakeholders for quality assurance 4. *Post Project review* similar to project evaluation but wider in scope. 5. *Benefits realisation review* - Conducted after closure to evaluate to what extent benefit realised. Key actions in the concept stage include: Name at least five - ANSWERSNeeds and requirements identification and definition Production of approved need statement Customer consultation Stakeholder analysis Identification of benefits Options study Preferred option selection Creation of Business Case. Key actions in the definition stage include: Name at least five - ANSWERSHigh level design of chosen option Refined estimates of timescales and costs Risk identification and assessment Identification of required resources Project team formation Creation of project management plan Produce project schedule (Gaant) Define quality assurance approach Select appropriate life cycle Key actions in the development stage include: Name at least five - ANSWERSExecution of plans Creation of the deliverables Expediting Monitoring risk, time and quality. Reporting on progress Change control management Showing leadership Managing and motivating the team Conflict management Update and manage the business case and PMP where appropriate Key actions in the handover and closure phase are: Name at least five - ANSWERSTest (inc. user acceptance testing) Acceptance of deliverables by users Training of users Handover of deliverables from project to production environment Review Handover of relevant documentation Mitigating team motivation decline. Disbanding of team Dissemination of lessons learned. Key actions in the operation phase include Name at least five - ANSWERSOperation Maintenance Benefits realisation Benefits realisation reviews Life extension initiatives Lessons learned initiatives (Involves broadly running and operating - and looking back at the project legacy). Key activities in the termination phase include Four in total - ANSWERSDisposal Environmental assessments Disbanding of operational team Lessons learned What is a community of practice? (CoP) - ANSWERSCommunities of practice are groups of people who share a concern or passion for an aspect of project, programme, and portfolio management and develop expertise through regular interaction. What are the three characteristics critical to a Community of Practice? - ANSWERS*The Domain*: Can be as as broad as the P3 Project Management domain, or more specific e.g. Identity Project Professionals *The Community*: Shared relationships across industry, helping one another, *The Practice*: A shared repertoire of resources. - experiences, stories, tools, and best practice. What are the benefits of a Community of Practice? - ANSWERSProvides a home for the profession (no longer isolated individuals). Dissemination of knowledge and lessons learned Motivates members Mutual support and encouragement (inc. for new ideas). Helps generate new knowledge Helps accelerate organisations through maturity journeys. Define strategic management - ANSWERSThe identification, selection and implementation of an organisations long term goals and objectives. Define a project - ANSWERSA unique , transient endeavor undertaken to achieve planned objectives Define project management - ANSWERSThe application of processes, methods, knowledge, skills and experience to achieve the project objectives Define a benefit - ANSWERSThe quantifiable and measurable improvement resulting from completion of deliverables that is perceived as positive by a stakeholder. It will normally have a tangible value, expressed in monetary terms, that will justify the investment. Define programme management - ANSWERSThe coordinated management of projects and change management activities to achieve beneficial change. Name at least three of the five key programme management activities - ANSWERS1.) Help initiate, prioritise and terminate projects 2.) Manage interdependencies between projects 3.) Manage specific resources across the projects and identify resource conflicts 4.) Manage risks and issues and control change 5.) Define and realise strategic benefits Define portfolio management - ANSWERSThe selection, prioritisation and control of an organisation's projects and programmes in line with it's strategic objectives and capacity to deliver. Name the three distinct project interests (or personas)? - ANSWERS*Business*: Representing the justification in the investment in the project *User*: Representing the people who will work with the project''s outputs in an operational capacity *Supplier*: Representing the providers of goods and services to create the project's outputs. What are the responsibilities of the project board? - ANSWERSEnsure the project is being managed correctly, help resolve disputes escalated by sponsor, and sign off at key milestones. Should be set up with wide representation from all project interests (business, user, supplier) and have representatives at the right management levels. Define Sponsorship (the role of the project sponsor) - ANSWERSAn important senior management role. The sponsor is accountable for ensuring that the work is governed effectively and delivers the objectives that meet identified needs. Name at least five responsibilities of the project sponsor - ANSWERSThe visual champion of the project's objectives, the sponsor should: Define the business investment aims Produce the business case (often delegated to PM) Define the project's success criteria Accept deliverables / authorise stage progression Be the arbiter for user and stakeholder requirements Specific musts and wants Determine the relative priority of the project constraints Justify funding and approve spending Initiate the project and ensure a PM is appointed Monitor project progress and make control decisions when necessary Monitor the project's business environment Keep senior management informed Terminate the project if necessary Support the project manager. Name at least five responsibilities of the project manager - ANSWERSThe individual accountable for delivering, the Project Manager is responsible for running the project on day-to-day basis and should: Deliver the project to time, cost and quality/performance priorities Communicate and act as the prime point of contact for day-to-day matters with team members, other organisations, contractors, providers etc. Define and plan the project Build, lead and motivate the project team throughout the project Ensure work packages are allocated and the responsibilities identified Make or force timely decisions to ensure project success Empathise with the sponsor and aid success Manage sponsor and user expectations Monitor and control project progress Keep the sponsor and senior management informed of progress/problems Recommend termination, if justified What are the principle responsibilities and tasks of the users? - ANSWERSResponsible for operating and maintaining the deliverables Tasked with defining operating requirements and operating project deliverables. Name the typical project office roles and responsibilities - ANSWERS-Administrative support and assistance to PMs - Collection, analysis and reporting of project information - Assurance of project management processes (governance) - Allocation and development of project resources - Recording and disseminating lessons learned Name the five types of Project Office you may find in organisations - ANSWERSProject Support Office (PSO) Projects Office (PO) Programme Management Office (PMO) Programme and Project Support Office (PPSO) Enterprise Programme Management Office (EPMO) Define a project review - ANSWERSA review is a critical evaluation of a deliverable, business case, or a project, programme, and portfolio management process. Are all project management processes linear? e.g. completed once and not repeated? - ANSWERSNo some may be constantly repeated throughout the project e.g. estimation of project budget, or updating of business case, re-baselining of requirements, ongoing risk management. Define Governance or Governance of Project Management (GoPM) - ANSWERSGovernance refers to the set of policies, regulations, functions, processes, procedures, and responsibilities that define the establishment, management and control of projects, programmes and portfolios. i.e. everything involved in benevolently controlling how projects operate. Name five of the eleven principles of GoPM (expressed as aspirational as-is states). - ANSWERS1.) The board have overall responsibility 2.) The roles, responsibilities and performance criteria for good governance are clearly defined. 3.) Disciplined governance arrangements are instituted with controls in place throughout 4.) A coherent and supportive relationship is demonstrated between strategy and the portfolio 5.) All projects have an approved plan containing authorization points 6.) Members of delegated authorisation bodies have sufficient representation, competence, authority and resources. 7.) The business case is supported by relevant and realistic information to enable decisionmaking 8.) Senior execs decide when independent scrutiny is required and implement it 9.) There are clearly defined criteria for reporting project status and for the escalation of risks and issues. 10.) The organisations fosters a culture of improvement and frank disclosure/transparancy 11.) Project stakeholders are engaged at levels commensurate with their relative importance in a manner that fosters trust