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 | APM BoK8 defines a policy as a deliberate system of principles to guide decisions and achieve desired outcomes. Analyst inference. | analyst-inferred (not an official APM key) |
| 3 | 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) |
| 4 | multiple_response | 1 | probable | The integrated PMP establishes the baseline against which the project is managed and controlled. Analyst inference. | analyst-inferred (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 | The governance structure itself does not drive re-planning (though governance decisions might); new risks, lessons learned and scope changes do. Analyst inference. | analyst-inferred (not an official APM key) |
| 7 | 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) |
| 8 | 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) |
| 9 | 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) |
| 10 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: a. Government policy and regulation are classically mapped to the Political element of PESTLE in APM material; some frameworks would place regulation under Legal. No official key; analyst inference flags ambiguity. | analyst/model notes (not an official APM key) |
| 11 | 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) |
| 12 | 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) |
| 13 | 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) |
| 14 | multiple_response | 1 | probable | Knowledge transfer to business users is a core transition activity. Analyst inference. | analyst-inferred (not an official APM key) |
| 15 | 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) |
| 16 | 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) |
| 17 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)3; (b)1. Analyst inference: CPD is the individual's (employee's) responsibility; CPD cycle typically reflect-plan-act-evaluate. No official key published. | analyst/model notes (not an official APM key) |
| 18 | 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) |
| 19 | 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) |
| 20 | 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) |
| 21 | 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) |
| 22 | 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) |
| 23 | multiple_response | 1 | probable | Sustainability covers social/administrative (as well as environmental/economic) concerns and the whole team can influence it. Analyst inference. | analyst-inferred (not an official APM key) |
| 24 | 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) |
| 25 | 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) |
| 26 | 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) |
| 27 | 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) |
| 28 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)3; (b)4. Analyst inference only, no official key. High deliverable uncertainty -> iterative (or evolutionary) life cycle; iterative delivery helps clarify priorities as learning occurs. Both (a) options 2/3 and (b) options 2/4 are defensible; flagged low confidence. | analyst/model notes (not an official APM key) |
| 29 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: a. Resource smoothing (time-limited scheduling) keeps the end date fixed by using float; levelling can extend the end date. Analyst inference from APM BoK8. | analyst/model notes (not an official APM key) |
| 30 | 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) |
| 31 | 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) |
| 32 | 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) |
| 33 | 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) |
| 34 | 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) |
| 35 | 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) |
| 36 | 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) |
| 37 | long_response | 5 | unsupported | Model points: reasons: external change (supply chain disruption) affects cost/time assumptions; estimates become more accurate as more information/actuals are known. Benefits: better forecasting/control, early warning & contingency justification, improved stakeholder confidence, informed re-planning. | analyst/model notes (not an official APM key) |
| 38 | 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) |
| 39 | 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) |
| 40 | 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) |