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: 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) |
| 2 | 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) |
| 3 | 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) |
| 4 | 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) |
| 5 | long_response | 5 | unsupported | Model points: broader perspectives/innovation, better decision-making, representation of stakeholder views, challenge to group-think; behaviours: open communication, respect, inclusive participation, psychological safety, celebrating difference. | analyst/model notes (not an official APM key) |
| 6 | multiple_response | 1 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: c. Analyst inference: statements 1, 4, 5 are the standard quality-planning truths; 2 describes a quality plan's metrics (also plausible), 3/6 are distractors (quality relates to the business case; ROI justification is not the quality plan's role). | analyst/model notes (not an official APM key) |
| 7 | 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) |
| 8 | 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) |
| 9 | 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) |
| 10 | 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) |
| 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 | 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) |
| 13 | 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) |
| 14 | 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) |
| 15 | 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) |
| 16 | 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) |
| 17 | select_from_list | 2 | analyst-inferred (low-mid confidence) | | Analyst-inferred answer: (a)2; (b)3. Sustainability should be monitored/reported throughout the project; measures include environmental, social, governance and KPI data. Analyst inference. | analyst/model notes (not an official APM key) |
| 18 | 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) |
| 19 | multiple_response | 1 | probable | Change control: assess impact (cost/quality/time) before deciding. Analyst inference. | analyst-inferred (not an official APM key) |
| 20 | short_response | 2 | unsupported | Model points: adoption (into BAU) and benefits realisation (plus termination/operation in some BoK versions) - the extended life cycle adds operation/benefits phases beyond deployment. | analyst/model notes (not an official APM key) |
| 21 | 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) |
| 22 | 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) |
| 23 | 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) |
| 24 | 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) |
| 25 | 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) |
| 26 | 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) |
| 27 | 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) |
| 28 | 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) |
| 29 | 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) |
| 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 | Knowledge transfer to business users is a core transition activity. Analyst inference. | analyst-inferred (not an official APM key) |
| 32 | multiple_response | 1 | probable | The detailed impact evaluation happens in the detailed-evaluation stage, not at the initial raise stage. Analyst inference. | analyst-inferred (not an official APM key) |
| 33 | short_response | 2 | unsupported | Model points: PESTLE, SWOT, VUCA, stakeholder analysis, cost-benefit analysis. | analyst/model notes (not an official APM key) |
| 34 | 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) |
| 35 | 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) |
| 36 | multiple_response | 1 | probable | Linear requires fully defined scope/requirements upfront; with requirements still being developed, iterative/hybrid/extended are more suitable. Analyst inference from APM BoK8 life-cycle content. | analyst-inferred (not an official APM key) |
| 37 | 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) |
| 38 | 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) |
| 39 | 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) |
| 40 | 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) |