APM PMQ Exam 7th Ed Latest Update 2025-2026
210 Questions and 100% Verified Correct
Answers Guaranteed A+
(1) Central PMO - CORRECT ANSWER: - Supports several corporate projects
- Supports people, performance, systems & processes
Benefits: flexible and effective in supporting a large number of small projects.
(1) Embedded PMO - CORRECT 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) Functional Organisation Structure - CORRECT ANSWER: - Functional teams
- Primarily BAU/Deparmental Projects
- Common for orgs providing std products (e.g. manuf.)
(1) Functional Organisation Structure Advantages - CORRECT ANSWER: - Staff gain
technical expertise
- Good functional problem solving
- Peer learning straight forward
- Job Security
- Clear career progression
,(1) Functional Organisation Structure Disadvantages - CORRECT ANSWER: -
Corporate projects become difficult due to "Siloed" nature
- Functions prioritise their own functions work over others - inward looking
- Remote from customer
(1) Governanace Layers - CORRECT ANSWER: 1. corporate (vision, mission, strategy);
2. BAU (operations);
3. Business Change (projects, programmes).
(1) Governanance Benefits - CORRECT ANSWER: 1. Link to strategic direction: for
projects/programmes/portfolios
2. Clear ownership & leadership, using RACI.
3. Effective stakeholder engagement, through clear accountability, use of stakeholder
analysis.
4. Project & risk management through use of policies & procedures.
5. Consideration of long term value through linking to strategy.
6. Can be audited, giving management team assurance, and ability to correct &
improve.
7. standardises methods of working
8. clarifies roles and increases efficiency
9. ensures conformance to standards and policies, facilitates full disclosure and
reporting.
(1) Governance - CORRECT ANSWER: - framework of authority & accountability
- defines & controls outputs, outcomes & benefits.
(1) Governance Concepts - CORRECT 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 - CORRECT 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) Hub and Spoke PMO - CORRECT 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) Matrix Organisation Structure - CORRECT 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 - CORRECT 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 - CORRECT 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) - CORRECT 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) PM vs Project Sponsor - CORRECT 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
210 Questions and 100% Verified Correct
Answers Guaranteed A+
(1) Central PMO - CORRECT ANSWER: - Supports several corporate projects
- Supports people, performance, systems & processes
Benefits: flexible and effective in supporting a large number of small projects.
(1) Embedded PMO - CORRECT 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) Functional Organisation Structure - CORRECT ANSWER: - Functional teams
- Primarily BAU/Deparmental Projects
- Common for orgs providing std products (e.g. manuf.)
(1) Functional Organisation Structure Advantages - CORRECT ANSWER: - Staff gain
technical expertise
- Good functional problem solving
- Peer learning straight forward
- Job Security
- Clear career progression
,(1) Functional Organisation Structure Disadvantages - CORRECT ANSWER: -
Corporate projects become difficult due to "Siloed" nature
- Functions prioritise their own functions work over others - inward looking
- Remote from customer
(1) Governanace Layers - CORRECT ANSWER: 1. corporate (vision, mission, strategy);
2. BAU (operations);
3. Business Change (projects, programmes).
(1) Governanance Benefits - CORRECT ANSWER: 1. Link to strategic direction: for
projects/programmes/portfolios
2. Clear ownership & leadership, using RACI.
3. Effective stakeholder engagement, through clear accountability, use of stakeholder
analysis.
4. Project & risk management through use of policies & procedures.
5. Consideration of long term value through linking to strategy.
6. Can be audited, giving management team assurance, and ability to correct &
improve.
7. standardises methods of working
8. clarifies roles and increases efficiency
9. ensures conformance to standards and policies, facilitates full disclosure and
reporting.
(1) Governance - CORRECT ANSWER: - framework of authority & accountability
- defines & controls outputs, outcomes & benefits.
(1) Governance Concepts - CORRECT 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 - CORRECT 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) Hub and Spoke PMO - CORRECT 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) Matrix Organisation Structure - CORRECT 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 - CORRECT 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 - CORRECT 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) - CORRECT 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) PM vs Project Sponsor - CORRECT 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
