Provenance matters: 'probable' = supplied by a credible source or analyst-inferred at high confidence; 'disputed' = genuinely ambiguous; 'unsupported' = no reliable key in the corpus. APM publishes no official answer key; treat all entries as study guidance, not exam ground truth.
| Q | Type | Marks | Status | Key / model points | Source of key |
|---|---|---|---|---|---|
| 1 | long_response | 5 | unsupported | Model points: principles: environmental protection/biodiversity, social responsibility/community engagement, long-term intergenerational impact, economic viability; impacts: habitat damage, community opposition/reputational damage, legal/regulatory non-compliance, long-term environmental cost. | analyst/model notes (not an official APM key) |
| 2 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: d. Financial closure starts with ensuring no outstanding commitments/overheads (final accounts). Analyst inference; c is a plausible alternative but is about scope sign-off not finances. | analyst/model notes (not an official APM key) |
| 3 | short_response | 2 | unsupported | Model points: reduced informal communication/visibility, time-zone coordination, isolation & engagement, trust, performance monitoring, unequal meeting participation. | analyst/model notes (not an official APM key) |
| 4 | long_response | 5 | unsupported | Model points: analysis identifies stakeholders' interests/power/influence -> tailoring message, channel, frequency, timing; consequences: wrong audiences/messages, missed expectations, resistance, conflict, reputational damage. | analyst/model notes (not an official APM key) |
| 5 | multiple_response | 1 | probable | MoSCoW (must/should/could/won't) prioritisation of SMART-checked requirements is the APM approach. Analyst inference. | analyst-inferred (not an official APM key) |
| 6 | multiple_response | 1 | probable | Linear = sequential known phases, clear framework; b/d describe iterative; c describes incremental/iterative. Analyst inference. | analyst-inferred (not an official APM key) |
| 7 | short_response | 2 | unsupported | Model points: resource contention, scope/acceptance disagreements, user acceptance & snagging issues, handover/transition disputes, priority clashes. | analyst/model notes (not an official APM key) |
| 8 | multiple_response | 1 | probable | APM risk management process: initiate, identify, analyse, plan responses, implement responses, monitor, close. Analyst inference. | analyst-inferred (not an official APM key) |
| 9 | multiple_response | 1 | unsupported | Only one example MCQ shown in the blog; full new-format sample exam sits behind Parallel's paid Moodle subscription (£50). | analyst/model notes (not an official APM key) |
| 10 | multiple_response | 1 | probable | Prioritisation by benefit/value to the end user is the APM-recommended primary factor (MoSCoW based on value). Analyst inference. | analyst-inferred (not an official APM key) |
| 11 | long_response | 5 | unsupported | Model points: business case=deliver against it, keep updated, escalate viability changes; governance=work within governance framework/authority, feed boards; decision making=make informed decisions, escalate beyond authority; communication=plan & manage stakeholder comms; finances=manage budget, monitor/forecast, report variances. | analyst/model notes (not an official APM key) |
| 12 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)2; (b)2. Analyst inference: prioritisation by customer value; iterative first release enables refinement based on feedback. | analyst/model notes (not an official APM key) |
| 13 | multiple_response | 1 | probable | c misdefines unconscious bias (it is implicit/unknown); d reflects the evidence-based case for diversity. Analyst inference. | analyst-inferred (not an official APM key) |
| 14 | multiple_response | 1 | probable | Risk identification, risk analysis and contingency planning are the uncertainty-management parts of integrated planning. Analyst inference. | analyst-inferred (not an official APM key) |
| 15 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: d. In iterative delivery, resources are typically committed per iteration/timebox, not for the project's entirety. Analyst inference. | analyst/model notes (not an official APM key) |
| 16 | long_response | 5 | unsupported | Model points: benefits not realised/linked to strategy, wasted investment, conflict with strategic direction, diluted brand, stakeholders withdraw support; resolution: re-scope/re-align objectives with strategy or terminate/reprioritise via portfolio. | analyst/model notes (not an official APM key) |
| 17 | long_response | 5 | unsupported | Model points: forming, storming, norming, performing (Tuckman); relevance: all-new team will go through each stage; PM should adapt leadership style to current stage (directive in forming, etc.). | analyst/model notes (not an official APM key) |
| 18 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)4; (b)1. Analyst inference only. Benefits are identified with the organisation's representatives (sponsor/benefits owners); the next phase after identification is definition. (a) is uncertain - the current supplier could also provide system-capability information. | analyst/model notes (not an official APM key) |
| 19 | long_response | 5 | unsupported | Model points: planning, identification, control, status accounting, verification & audit (APM BoK7/8 configuration management). | analyst/model notes (not an official APM key) |
| 20 | multiple_response | 1 | probable | Underspend is legitimate financial performance to report through routine budget reporting; hiding it (a) is wrong; c/d use the wrong instruments. Analyst inference. | analyst-inferred (not an official APM key) |
| 21 | short_response | 2 | unsupported | Model points: quality objectives/standards, acceptance criteria, quality responsibilities, methods/tools, quality records/audits. | analyst/model notes (not an official APM key) |
| 22 | long_response | 5 | unsupported | Model points: independent/objective view, confidence to stakeholders/governance board, identifies risks/weaknesses early, improves delivery success; external => independence, specialist expertise, objectivity. | analyst/model notes (not an official APM key) |
| 23 | multiple_response | 1 | probable | Change impact analysis focuses on people, process, knowledge/skill impacts of the change on BAU; project monitoring & reporting is project control, not change impact. Analyst inference. | analyst-inferred (not an official APM key) |
| 24 | multiple_response | 1 | probable | Risk analysis cannot guarantee risks do not become issues; that is a purpose of risk response/monitoring. Analyst inference. | analyst-inferred (not an official APM key) |
| 25 | multiple_response | 1 | probable | Personal preference is not a critical planning constraint (may be a nice-to-have). Same question appears as Sample Paper 2 Q14 (exact duplicate). | analyst-inferred (not an official APM key) |
| 26 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: b. At the concept-decision gate more information/detailed planning exists, enabling more accurate estimates; c is plausible (requirements update) but b reflects the standard BoK rationale for re-estimation at phase end. Analyst inference. | analyst/model notes (not an official APM key) |
| 27 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: d. Analyst inference: QC techniques include inspection and testing of outputs and stakeholder survey; a/b/c include non-QC items. | analyst/model notes (not an official APM key) |
| 28 | long_response | 5 | unsupported | Model points: questions: is the business case still viable? have objectives/scope been met this phase? are the plans for the next phase realistic? is the risk acceptable? benefits: formal control/authorisation points, early stop/re-scope decisions, stakeholder confidence, funding control. | analyst/model notes (not an official APM key) |
| 29 | short_response | 2 | unsupported | Model points: decision gates/end-of-phase reviews, project/benefits reviews, post-project review, steering group meetings. | analyst/model notes (not an official APM key) |
| 30 | multiple_response | 1 | probable | Voice-only channel: pitch, tone, pace and syntax are the audible/verbal factors; posture and symbols are not audible. Analyst inference. | analyst-inferred (not an official APM key) |
| 31 | short_response | 2 | unsupported | Model points: fixed price, cost plus fee, per unit quantity, target cost (APM BoK8 reimbursement methods). | analyst/model notes (not an official APM key) |
| 32 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)2; (b)4. Analyst inference: shared accountability and open honest communication underpin effective, innovative teams. | analyst/model notes (not an official APM key) |
| 33 | multiple_response | 1 | probable | Knowledge transfer to business users is a core transition activity. Analyst inference. | analyst-inferred (not an official APM key) |
| 34 | long_response | 5 | unsupported | Model points: strengths=early value/feedback, adapts to evolving requirements, reduced risk of delivering wrong thing, continuous testing; limitations=scope uncertainty, harder to fix cost/time, risk of endless iterations, stakeholder fatigue. | analyst/model notes (not an official APM key) |
| 35 | long_response | 5 | unsupported | Model points: processes: procurement/contracts, health & safety, employment/HR, data protection, environmental permits, planning approval; staying current: CPD, legal/professional advice, regulator bulletins, membership bodies, consultation with specialists. | analyst/model notes (not an official APM key) |
| 36 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: d. Matrix allows projects alongside BAU and knowledge sharing across business areas; 2 is false (dual reporting causes ambiguity), 3/4 are not matrix-specific benefits. Analyst inference. | analyst/model notes (not an official APM key) |
| 37 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)3; (b)4. Analyst inference: in a quiet/handover phase, mentoring & support suits individual development; emotional intelligence includes regulating (not hiding) emotions. | analyst/model notes (not an official APM key) |
| 38 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: d. Detailed evaluation assesses impacts (cost, time, quality, risk, business case); approve/defer/reject is the decision stage; log updates and communication are separate steps. Analyst inference. | analyst/model notes (not an official APM key) |
| 39 | select_from_list | 2 | probable | Thomas-Kilmann: avoiding = low assertiveness + low cooperation; competing = high assertiveness + low cooperation. Analyst inference (standard model). | analyst-inferred (not an official APM key) |
| 40 | multiple_response | 1 | analyst-inferred (low-mid confidence) | Commercial practice; combination-select MCQ in current-format style. | Analyst-inferred answer: A. Site shows 'Correct Answer: A' (cash flow, actual vs forecasted costs, earned value analysis); plausible - aligns with budget/cost-control reporting family (compare SP1 Q9, SP2 Q26). Unverified. | analyst/model notes (not an official APM key) |