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 | short_response | 2 | unsupported | Model points: ZOPA = overlap between the two parties' acceptable ranges where a deal is possible; here £1m-£1.2m (supplier min £1m vs budget max £1.2m). | analyst/model notes (not an official APM key) |
| 2 | multiple_response | 1 | probable | Lower staff morale and diverted management time are negative impacts; 2,4,5 are positive aspects of conflict. Analyst inference. | analyst-inferred (not an official APM key) |
| 3 | 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) |
| 4 | multiple_response | 1 | probable | APM BoK8 defines sustainability as balancing environmental, social, economic and administrative considerations; involves organisational AND individual responsibility across the extended life cycle (adoption/benefits realisation). Analyst inference. | analyst-inferred (not an official APM key) |
| 5 | 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) |
| 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: defect reaches production/unresolved, cost/time of fixing rises, user confidence & acceptance affected, quality/compliance risk, recurrence in operations. | analyst/model notes (not an official APM key) |
| 8 | 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) |
| 9 | multiple_response | 1 | probable | Autonomy + regular in-person rapport-building fits hybrid adaptation; a/b/c are control-oriented. Analyst inference. | analyst-inferred (not an official APM key) |
| 10 | long_response | 5 | unsupported | Model points: builds competence/confidence of inexperienced members, develops capability for future, reduces errors & reliance on PM, improves retention/engagement; emotional intelligence: empathy & self-awareness enable tailored coaching, builds trust/psychological safety. | analyst/model notes (not an official APM key) |
| 11 | 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) |
| 12 | 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) |
| 13 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)4; (b)2. Analyst inference only; no official key published. (a): 'overview of what is expected when managing risk' best matches clear roles & responsibilities (defines expectations), though risk-management-plan wording would fit better; (b): a team member's first escalation for an out-of-tolerance risk is the project manager. | analyst/model notes (not an official APM key) |
| 14 | 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) |
| 15 | 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) |
| 16 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)1; (b)2. Analyst inference: diverse thinking fosters open communication; positive environment means understanding and welcoming difference. | analyst/model notes (not an official APM key) |
| 17 | long_response | 5 | unsupported | Model points: identification=potential benefits & owners; definition=benefits criteria/metrics, measurable; planning=how benefits will be realised/monitored, who; tracking=monitor realisation against baseline; realisation=deliver and confirm benefits, close out. | analyst/model notes (not an official APM key) |
| 18 | long_response | 5 | unsupported | Model points: ensures availability/commitment, identifies conflicts & bottlenecks, enables realistic schedule/cost, clarifies who does what; RAM (RACI) clarifies roles/responsibility -> avoids duplication, supports resource allocation & accountability. | analyst/model notes (not an official APM key) |
| 19 | 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) |
| 20 | long_response | 5 | unsupported | Model points: strategic context=organisational objectives/alignment; economic analysis=investment appraisal (NPV/IRR/payback), options; commercial approach=procurement/contract strategy; financial case=budget, funding, affordability; management approach=governance, plan, controls. | analyst/model notes (not an official APM key) |
| 21 | short_response | 2 | unsupported | Model points: APM Code of Professional Conduct, APM Body of Knowledge, organisational ethics/procurement policies, legal advice, Charity Commission guidance (gifts/inducements). | analyst/model notes (not an official APM key) |
| 22 | 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) |
| 23 | multiple_response | 1 | probable | Cost breakdown structure/categorisation by cost type supports analysis and reporting; b/c/d mis-categorise or defer reporting. Analyst inference. | analyst-inferred (not an official APM key) |
| 24 | 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) |
| 25 | multiple_response | 1 | analyst-inferred (low-mid confidence) | Commercial practice; possible conflict with analyst key for SP1 Q38 - flagged for the disputed set. | Analyst-inferred answer: D. Site shows 'Correct Answer: D' (expectations between PM and sponsor); conflicts in spirit with official SP1 Q38 (baseline for management/control, answer c) - different scenario but same concept; official-aligned answer would emphasise baseline. Unverified. | analyst/model notes (not an official APM key) |
| 26 | 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) |
| 27 | long_response | 5 | unsupported | Model points: linear = baseline scope frozen, so changes must be formally assessed for impact on cost/time/quality, approval authority maintained, scope creep prevented, records/audit trail; recommendations: approve, defer, reject. | analyst/model notes (not an official APM key) |
| 28 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: a. PBS, WBS and CBS (product/work/cost) decompose scope; 'project breakdown structure' and 'communication breakdown structure' are not standard APM structures. Analyst inference. | analyst/model notes (not an official APM key) |
| 29 | 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) |
| 30 | multiple_response | 1 | probable | Open communication and collaboration directly support cohesion. Analyst inference. | analyst-inferred (not an official APM key) |
| 31 | multiple_response | 1 | probable | Assurance gives confidence and is periodic through the life cycle; statements 1,2,3,6 are false. Analyst inference. | analyst-inferred (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 | 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) |
| 34 | 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) |
| 35 | multiple_response | 1 | probable | RACI maps WBS tasks against OBS roles; workshop supports collaboration and buy-in. Analyst inference. | analyst-inferred (not an official APM key) |
| 36 | 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) |
| 37 | multiple_response | 1 | probable | Code of conduct, CPD and root-cause analysis address professionalism/standards directly. Analyst inference. | analyst-inferred (not an official APM key) |
| 38 | multiple_response | 1 | probable | Earned value expresses work achieved in cost terms (budget x % complete), showing both cost and progress together. Corroborated by APM's official annotated sample answer (SRC_0008, Q6a): EV/CPI/SPI interpretation is the APM way of showing cost-and-progress performance. Analyst inference with official corroboration. | analyst-inferred (not an official APM key) |
| 39 | long_response | 5 | probable | Best: virtual demo/conferencing tool followed by surveys or group interviews via virtual conferencing. Why: references remote working (avoids travel delay/expense), need for speed, scale of engagement, and iterative delivery approach. A poor answer just asserts face-to-face interviews are always preferable without linking to the scenario. | provider-supplied (source: SRC_0010) |
| 40 | short_response | 2 | unsupported | Model points: PESTLE, SWOT, VUCA, stakeholder analysis, cost-benefit analysis. | analyst/model notes (not an official APM key) |