1
APM
APM PMQ EXAM QUESTIONS WITH CORRECT
VERIFIED ANSWERS LATEST UPDATE
(2025/2026) GUARANTEED PASS
1. Product Breakdown Structure: A hierarchy of all the products
to be produced during a project. Interacted with throughout
whole project life. Used in Comms scope. detailed down to
component level.
2. Work Breakdown Structure: Defines the hierarchy of project
tasks, subtasks, and work packages. Used to communicate
HOW the PBS is done/achieved. down to Work package level.
Interacted with during Definition, Deployment and Transition
phases.
3. ZOPA: Zone of Possible Agreement
- the space between the seller's walk away point and the buyer's
highest willingness to pay
4. RACI: A common type of responsibility assignment matrix that
uses Responsible, Accountable, Consulted, and Informed
statuses to define the involvement of stakeholders in project
activities.
APM PMQ
,5. PESTLE: Political,
Economic,
Social,
Technological,
Legal,
Environmental.
6. VUCA: Volatility
Uncertainty
Complexity
Ambiguity
7. SWOT: Strength, Weakness, Opportunities, Threats
8. BATNA: best alternative to a negotiated agreement
9. Business as Usual (BAU): The way the business operates on
a day-to-day basis to achieve its operational objectives and
outputs.
10. Gate Review: A decision point at the end of each phase in
the linear lifecycle. often a 'Go-NoGo' typeof decision. The final
authority to proceed rests with The Project Sponsor.
11. Stage Reviews: A review of progress in the current phase
before the Gate Review. During deployment there may be
multiple Stage Reviews through-out the phase. PM delivers the
review to key stake holders.
, 3
APM
12. post-project review: evaluation of key successes and
failures and lessons learned
13. Benefits review: Post Project review to evaluate
Performance of the output/product vs pre-project BaU. As this
is post project, then a contracted in PM will usually have left, so
this will become the responsibility of the Sponsor.
14 Linear Lifecycle: Distinct steps through a project life -
Concept, Definition, Deployment, Transition - common to APM
projects. Also referred to as waterfall, as the project flows
between each section, and doesn't progress until the previous
section has completed.
15. Iterative Lifecycle: Agile based lifecycle. Has all steps of the
Linear, however the steps can be repeated again and again
as each iteration or cycle develop the product.
16. Levelling: required due to external constraints. Focussing on
resources available and responding to constraints and limits,
and moving within floats
17. Smoothing: time limited. PM choosing to do to be more
efficient. Moving within floats again, but at choice of PM.
18. Programme Benefits: Effective Prioritisation of Projects;
Efficient and effective management of resources;
Consistent view of interdependencies between projects and BaU;
Manage risks, issues and change more efficiently;
APM PMQ
, Effective Comms and consistent reporting/escalation
processes; Looks at bigger picture.
19. Challenges of Project Management: ORG. Life cycle is
continuous, less obvious where it ends.
COMMS: Prog Mgr empowered to make and communicate
decisions. Comms must be consistent and clear.
MANAGE CHANGE: Project Business Cases must be aligned to
Programme Business Case.
CONFLICT: More Stakeholders and competing objectives and
projects.
UNCERTAINTY: Programme requirements not always clear;
confusing and uncertainty for projects.
20. Project Sponsor: The person who provides the direction and
funding for a project
21. Project Manager (PM): The person assigned by the
performing organisation to lead the team that is responsible
for achieving the project objectives.
22. 3 types of PMO structures: Embedded with team - good
comms and quick access to PMO and answers.
Central - located remote from project, often at the organisation's
HQ. Slower to respond, looking after multiple projects, however
good to share LFE/LIs.
APM
APM PMQ EXAM QUESTIONS WITH CORRECT
VERIFIED ANSWERS LATEST UPDATE
(2025/2026) GUARANTEED PASS
1. Product Breakdown Structure: A hierarchy of all the products
to be produced during a project. Interacted with throughout
whole project life. Used in Comms scope. detailed down to
component level.
2. Work Breakdown Structure: Defines the hierarchy of project
tasks, subtasks, and work packages. Used to communicate
HOW the PBS is done/achieved. down to Work package level.
Interacted with during Definition, Deployment and Transition
phases.
3. ZOPA: Zone of Possible Agreement
- the space between the seller's walk away point and the buyer's
highest willingness to pay
4. RACI: A common type of responsibility assignment matrix that
uses Responsible, Accountable, Consulted, and Informed
statuses to define the involvement of stakeholders in project
activities.
APM PMQ
,5. PESTLE: Political,
Economic,
Social,
Technological,
Legal,
Environmental.
6. VUCA: Volatility
Uncertainty
Complexity
Ambiguity
7. SWOT: Strength, Weakness, Opportunities, Threats
8. BATNA: best alternative to a negotiated agreement
9. Business as Usual (BAU): The way the business operates on
a day-to-day basis to achieve its operational objectives and
outputs.
10. Gate Review: A decision point at the end of each phase in
the linear lifecycle. often a 'Go-NoGo' typeof decision. The final
authority to proceed rests with The Project Sponsor.
11. Stage Reviews: A review of progress in the current phase
before the Gate Review. During deployment there may be
multiple Stage Reviews through-out the phase. PM delivers the
review to key stake holders.
, 3
APM
12. post-project review: evaluation of key successes and
failures and lessons learned
13. Benefits review: Post Project review to evaluate
Performance of the output/product vs pre-project BaU. As this
is post project, then a contracted in PM will usually have left, so
this will become the responsibility of the Sponsor.
14 Linear Lifecycle: Distinct steps through a project life -
Concept, Definition, Deployment, Transition - common to APM
projects. Also referred to as waterfall, as the project flows
between each section, and doesn't progress until the previous
section has completed.
15. Iterative Lifecycle: Agile based lifecycle. Has all steps of the
Linear, however the steps can be repeated again and again
as each iteration or cycle develop the product.
16. Levelling: required due to external constraints. Focussing on
resources available and responding to constraints and limits,
and moving within floats
17. Smoothing: time limited. PM choosing to do to be more
efficient. Moving within floats again, but at choice of PM.
18. Programme Benefits: Effective Prioritisation of Projects;
Efficient and effective management of resources;
Consistent view of interdependencies between projects and BaU;
Manage risks, issues and change more efficiently;
APM PMQ
, Effective Comms and consistent reporting/escalation
processes; Looks at bigger picture.
19. Challenges of Project Management: ORG. Life cycle is
continuous, less obvious where it ends.
COMMS: Prog Mgr empowered to make and communicate
decisions. Comms must be consistent and clear.
MANAGE CHANGE: Project Business Cases must be aligned to
Programme Business Case.
CONFLICT: More Stakeholders and competing objectives and
projects.
UNCERTAINTY: Programme requirements not always clear;
confusing and uncertainty for projects.
20. Project Sponsor: The person who provides the direction and
funding for a project
21. Project Manager (PM): The person assigned by the
performing organisation to lead the team that is responsible
for achieving the project objectives.
22. 3 types of PMO structures: Embedded with team - good
comms and quick access to PMO and answers.
Central - located remote from project, often at the organisation's
HQ. Slower to respond, looking after multiple projects, however
good to share LFE/LIs.
