APM Project Management Qualification — Mock Examination

SYNTHETIC practice paper assembled from public corpus questions (seed 7). 2.5 hours · 40 questions · 90 marks · two parts of 20 questions, optional break up to 30 minutes.

Not an APM product and not a past paper. This paper was generated by assembling publicly available PMQ sample/practice questions (official APM sample papers, provider material, candidate/trainer content) selected by a corpus-derived priority model. Every question shows its original source and provenance rating. Answers are keys from the source where supplied, otherwise analyst-inferred — APM publishes no official answer key.
Instructions (modelled on the official format): answer all 40 questions. Part 1: 20 questions, 1h15m. Break (optional): up to 30 minutes. Part 2: 20 questions, 1h15m. Part 1 is locked once submitted. Questions are worth 1, 2 or 5 marks — spend about 1 minute per mark, and protect time for the 5-mark long-response questions (10 of them = 50 of the 90 marks).

Part 1

Question 1 (5 marks)

You are managing a project team that includes some team members who are fairly new to project management. Explain three reasons why a coaching and mentoring style of leadership is essential for leading a team with less experienced members. (3 marks) Explain two benefits that the role of emotional intelligence has in effectively implementing a coaching and mentoring approach within the team. (2 marks)

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: leadership; teams

Question 2 (1 mark)

Which element of the PESTLE framework would you primarily examine to assess the potential impact of new government regulations on a business case?
  1. Political.
  2. Legal.
  3. Sociological.
  4. Economic.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: business_case

Question 3 (5 marks)

What are four benefits of carrying out assurance activities and one reason why you might choose to have assurance carried out by an external company?

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: assurance

Question 4 (5 marks)

All project-based work operates within a legal and regulatory framework relevant to the industry and countries where work is performed. What are three project processes that the regulatory environment influences and what two things can you do as a project manager to stay up-to-date with the latest regulations?

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: ethics_compliance

Question 5 (5 marks)

You are managing a project to create a new set of HR policies for your organisation. Since the project will impact everyone in the organisation, you're keen to build a project team that contains a diverse mix of people working within a positive working environment. What are three benefits the project team will gain by having team members from a mixture of diverse backgrounds? (3 marks) What are two behaviours that would demonstrate the project is a positive environment for the team to work within? (2 marks)

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: diversity_inclusion; teams

Question 6 (1 mark)

Which three of the following statements are true about quality planning and a quality plan? 1. Quality planning involves defining quality objectives and identifying the processes required to deliver products that meet customer requirements. 2. A quality plan indicates measurable parameters used to assess the performance of a product or process against defined quality standards. 3. Quality planning should consider the financial aspects of quality management but does not directly relate to the business case. 4. A quality plan outlines the steps and resources needed to ensure that products or services meet quality requirements. 5. Quality planning should be an ongoing process, continually reviewed and updated throughout the project life cycle. 6. Quality planning provides the justification for investing in quality planning activities and outlines the expected benefits and returns on investment. Select the correct combination of three statements:
  1. 1, 3 and 6.
  2. 2, 3 and 4.
  3. 1, 4 and 5.
  4. 2, 3 and 6.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: quality

Question 7 (1 mark)

Why is it often important to re-estimate the project schedule at the end of the concept phase?
  1. The project sponsor will expect commitment to a project end date at the concept phase decision gate.
  2. The project team is now formed and has started more detailed planning, meaning that estimates can be more accurate.
  3. The end users will have reviewed the potential solutions and updated their requirements, meaning that the scope can be more accurate.
  4. Responses to risks will have been actioned, meaning that the estimates can be more accurate.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: schedule

Question 8 (2 marks)

In order for a project team to be as effective as possible, it's important that the team has (a). If a team has (b), they will feel more confident to be innovative and creative when developing solutions.
  1. 1. regular face-to-face meetings 2. a shared sense of accountability 3. close oversight by their manager 4. responsibility for their own time
  2. 1. a hierarchical structure 2. clear rewards 3. a focus on their own roles 4. open and honest communication

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: teams; leadership

Question 9 (1 mark)

In a change control process, what is considered in the 'detailed evaluation' stage?
  1. The decision to approve, defer or reject the change.
  2. The updates required to the change log.
  3. The communication of the change to stakeholders.
  4. The impact on the project's business case.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: change_control

Question 10 (5 marks)

You work for a multinational organisation where most employees work remotely. Your project is implementing an enterprise HR solution using an iterative approach. You must gather requirements from as many stakeholders as possible quite quickly. What would be the best method and why.

Source: SRC_0010 · provenance B · version current_2024_plus · syllabus: requirements; stakeholders; life_cycles

Question 11 (1 mark)

You have started a new role as a project manager. How would you evaluate and prioritise your new project's objectives and requirements in order to deliver the optimal solution?
  1. I will prioritise objectives and requirements based on their ease of implementation. This will help us get quick wins.
  2. I will prioritise based on historical data from similar projects. What worked in the past should work here too.
  3. I will check requirements are SMART and prioritise them into must-haves, should-haves, could-haves and won't-haves.
  4. All objectives and requirements are important, so I will prioritise them equally to ensure a balanced approach.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: requirements; solutions_dev

Question 12 (1 mark)

You are a project manager tasked with producing a responsibility assignment matrix (RACI) for your new project. You decide to set up a workshop with your project team to complete the RACI. Which of the statements below would support this task?
  1. The project manager informs the project team at the workshop which tasks are assigned.
  2. The work breakdown structure (WBS) will be used on its own to clarify the roles against each task.
  3. The organisational breakdown structure (OBS) will be used with the work breakdown structure (WBS) to clarify the roles against each task.
  4. The project manager should ensure every project task is documented as part of the RACI.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: resources; governance

Question 13 (2 marks)

You are a project manager of a large infrastructure construction project at a charity. During the project, you encounter a situation where a potential sub-contractor offers the charity a financial donation. Which two sources of specialist advice or standards could you rely on to guide how you would approach this situation?

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: ethics_compliance; procurement

Question 14 (1 mark)

Which one of the statements below most accurately reflects the correct order of stages in a risk management process?
  1. Initiation, Identification, Analysis, Response, Monitoring and Closure.
  2. Monitoring, Identification, Escalation, Response and Closure.
  3. Initiation, Analysis, Escalation, Monitoring, Response and Closure.
  4. Analysis, Monitoring, Escalation, Response and Closure.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: risk_issue

Question 15 (1 mark)

You have been asked to give a presentation to the steering group reviewing your project. Which of the below metrics would be most useful to show costs committed and work achieved so far?
  1. Planned value.
  2. Actual cost.
  3. Earned value.
  4. Schedule performance index.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: budget_cost; schedule

Question 16 (5 marks)

There are five steps in the benefits management process: Identification, Definition, Planning, Tracking, Realisation. Explain the purpose of each of the five steps.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: benefits

Question 17 (2 marks)

It is best practice to report on sustainability considerations (a). Sustainability measurements can include environmental, social and governance data, as well as (b).
  1. 1. at the start of the project. 2. throughout the project. 3. at the end of the project. 4. when requested.
  2. 1. budget spend profile. 2. quality indicators. 3. key performance indicators. 4. earned value.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: sustainability

Question 18 (2 marks)

As a project manager, you may experience conflict at various levels, and have to resolve the conflict. The Thomas Kilmann Conflict Mode Instrument suggests that Low Assertiveness and Low Cooperation is otherwise known as (a). It also states that High Assertiveness and Low Cooperation is otherwise known as (b).
  1. 1. avoidance 2. competition 3. collaboration 4. accommodation
  2. 1. compromise 2. accommodation 3. collaboration 4. competition

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: conflict

Question 19 (1 mark)

You are the project manager for a software development project, and the client has proposed a change to the requirements. The change involves adding a new feature that wasn't originally planned. The client believes this addition will significantly enhance the project deliverable. As the project manager, how should you respond to this proposed change?
  1. Immediately pause the project until the new requirements have been analysed.
  2. Accept the new requirements without further analysis, as the client is funding the project.
  3. Assess the impact of the new requirements, considering factors such as cost, quality and time.
  4. Accept the new requirements but encourage the client to not propose any more, as this will create further delay.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: change_control

Question 20 (2 marks)

What are the two additional phases added to a project which has an extended life cycle?

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: life_cycles

Part 2

Question 21 (2 marks)

As a project progresses, the project team recognises that an identified risk has exceeded the tolerated threshold. (a) provides the project team with an overview of what is expected of them when managing risk throughout the project. When a risk exceeds its tolerated threshold, the first step of a project team member should be informing the (b).
  1. 1. Risk identification. 2. The RAID log. 3. Risk appetite. 4. Clear roles and responsibilities.
  2. 1. project sponsor. 2. project manager. 3. project team. 4. subject matter expert.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: risk_issue

Question 22 (2 marks)

You are managing a project to implement a new financial management system. During testing, the software crashes unexpectedly under specific user conditions. The testing team chooses not to log this bug as an issue. What two impacts could choosing not to log this as an issue have on the project?

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: risk_issue; quality

Question 23 (5 marks)

You have just finished a phase of work within your project and reached a decision gate. What are three questions that should be answered ahead of a decision gate? (3 marks) What are two benefits of decision gates? (2 marks)

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: reviews; governance

Question 24 (5 marks)

What would be included in each of the following sections of the business case? Strategic context. Economic analysis. Commercial approach. Financial case. Management approach.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: business_case

Question 25 (5 marks)

You are managing a project to build a new block of apartments in a large city. You are in the design phase of the project and have completed a PESTLE analysis of your project environment. From this analysis, you identify potential supply chain disruption as a key event within your external environment. Based on the information in the question, describe two reasons why you may conduct regular re-estimations of the project's schedule and costs. (2 marks) Describe three benefits the project team will gain by completing these regular re-estimations. (3 marks)

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: schedule; budget_cost; risk_issue

Question 26 (1 mark)

In order to implement effective governance for projects, organisations have to consider a number of areas. One of these areas is policies. Select the correct statement from the below list.
  1. A policy is a deliberate system of principles to guide decisions and achieve desired outcomes.
  2. Policies form a set of rules for the organisation to follow.
  3. Policies are a set of steps taken to achieve a desired outcome.
  4. Policies are an established way of doing something.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: governance

Question 27 (1 mark)

You are managing a project to build a new software application. During a project review, stakeholders are concerned that the baseline project plan does not consider how uncertainty is managed across the project. Which three parts of integrated planning would help address this concern? 1. Risk identification 2. Stakeholder engagement 3. Risk analysis 4. Contingency planning 5. Economic analysis 6. Resource optimisation. Select the correct combination of three parts:
  1. 1, 2 and 5.
  2. 1, 3 and 4.
  3. 2, 3 and 6.
  4. 2, 4 and 5.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: integrated_planning; risk_issue

Question 28 (5 marks)

Your project sponsor has emailed to ask you to explain a configuration management process, so that they can understand what's involved at each step. Explain the five steps in a configuration management process.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: change_control; requirements

Question 29 (2 marks)

You are a project manager overseeing the implementation of a new software system for your organisation. During the project, you need to establish the ZOPA (the Zone of Possible Agreement) prior to the renegotiation of a key element of the contract with the design company. What does ZOPA (the Zone of Possible Agreement) mean, and what would it be regarding the below values? Software supplier's price: £1m-£1.4m. Project software budget: £900,000-£1.2m.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: procurement

Question 30 (1 mark)

In a software development company, a new project is underway to create an innovative mobile application. The project team includes: software developers, user interface designers, marketing specialists. The team faces challenges such as an aggressive timescale, fast-evolving technology and varying priorities among several stakeholders. Which two of these methods would be the most appropriate for team cohesion? 1. Establish a rigid hierarchy to streamline decision-making processes. 2. Encourage open communication channels, allowing team members to share their perspectives and ideas freely. 3. Divide team members into their distinct workstreams to avoid conflicts and distractions. 4. Focus attention on those that demonstrate advanced capabilities. 5. Assign tasks based solely on technical expertise to ensure efficiency. 6. Foster a collaborative environment where team members understand and appreciate each other's unique strengths and contributions. Select the correct combination of two methods:
  1. 1 and 3.
  2. 2 and 6.
  3. 3 and 4.
  4. 5 and 6.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: teams; leadership

Question 31 (1 mark)

You are managing a project to develop a new payroll system for your organisation. During the build, test and deployment phases, the project team gained a lot of useful expertise on the new system and how it operates. Which of the following is a crucial activity to plan as part of the project's transition phase?
  1. Sharing the details of your system's future costs with suppliers.
  2. Adjusting the scope of your current project schedule.
  3. Sharing knowledge of how the system operates with the business users.
  4. Deciding the development approach for your next system development project.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: transition

Question 32 (1 mark)

Which piece of information is not required during the initial 'raise change request' stage of the change control process?
  1. A high-level summary of the change.
  2. Who has requested the change.
  3. A justification for the change being requested.
  4. A detailed evaluation of the change's impact on the project.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: change_control

Question 33 (2 marks)

You are writing the business case for a new project. There are various factors which may influence and impact the business case. State two tools or techniques that can be used to identify and analyse these factors.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: business_case

Question 34 (1 mark)

Which two of the following are negative impacts of conflict? 1. Disagreement may lead to scope creep. 2. Disagreement may diffuse more serious conflicts. 3. Disagreement may lead to lower staff morale. 4. Disagreement may stimulate a search for new resolutions. 5. Disagreement may surface new project risks. 6. Disagreement may divert management time. Select the correct combination of two statements:
  1. 1 and 2.
  2. 3 and 6.
  3. 2 and 5.
  4. 4 and 5.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: conflict

Question 35 (2 marks)

Embracing diverse thinking in teams is crucial for generating innovative solutions because it encourages (a). To further support a positive working environment, it is important that the project team members (b).
  1. 1. open communication 2. technical expertise 3. risk management 4. conflict resolution
  2. 1. avoid disagreeing with each other 2. understand and welcome difference 3. often meet in person 4. avoid escalating concerns

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: diversity_inclusion; teams

Question 36 (1 mark)

You are the project manager on a long and complex vehicle manufacturing project. The full set of requirements is still being developed. In this instance, which life cycle would not be suitable?
  1. Extended.
  2. Linear.
  3. Iterative.
  4. Hybrid.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: life_cycles

Question 37 (1 mark)

You are on a project to implement a new HR platform and you are responsible for resource planning. Which of the following considerations are not critical to take into account?
  1. Skillset and capability of resources.
  2. Budget constraints.
  3. The selected life cycle of the project.
  4. Personal preferences of resources.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: resources

Question 38 (1 mark)

You are managing a project to develop a new software solution for a financial services company. The project sponsor has provided you with a long list of requirements, but you both agree that you cannot deliver all of them within the project's timeline. Therefore, they need to be prioritised. Which of these is the best factor to use when determining the prioritisation of requirements?
  1. The complexity of the solution.
  2. The benefit/value to the end user.
  3. The opinion of key stakeholders.
  4. The resources required to develop the solution.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: requirements; solutions_dev

Question 39 (1 mark)

The approach adopted for transition of project-based outcomes into use in business-as-usual can include a change impact analysis at the start of a project. Which of the following need not be considered in this analysis?
  1. Feelings about the change in operation.
  2. Gaps in knowledge and skill that need to be addressed.
  3. Project monitoring and reporting.
  4. Process impacts of the project on the wider system.

Source: SRC_0001 · provenance A · version current_2024_plus · syllabus: transition

Question 40 (1 mark)

The team you manage has recently moved to hybrid working to cut costs and encourage a better work-life balance for team members. This has led to more flexible working, and the general feedback on the new arrangement is positive; however, it has been difficult for some team members to adapt to the new way of working. Which one of the following changes to your leadership approach would be effective in helping your team adapt to the new hybrid model?
  1. Implement daily check-in meetings to manage performance. This will ensure the manager has complete oversight of their team.
  2. Encourage the team to work remotely as much as possible. This will increase savings and reduce the need for hybrid meetings which can be harder to run.
  3. Make the best use of the time in meetings by setting a standard agenda and making sure it's followed closely.
  4. Give the team freedom to manage their own time, but schedule regular in-person meetings to build rapport and check in on team wellbeing.

Source: SRC_0002 · provenance A · version current_2024_plus · syllabus: leadership; teams