(APM PMQ ) APM PROJECT FUNDAMENTALS QUALIFICATION 7TH EDITION PRACTICE EXAM QUESTIONS AND ANSWERS 2023 (1) Functional Organisation Structure - - Functional teams - Primarily BAU/Deparmental Projects - Common for orgs providing std products (e.g. manuf.) (1) Functional Organisation Structure Advantages - - Staff gain technical expertise - Good functional problem solving - Peer learning straight forward - Job Security - Clear career progression (1) Functional Organisation Structure Disadvantages - - Corpor ate projects become difficult due to "Siloed" nature - Functions prioritise their own functions work over others - inward looking - Remote from customer (1) Matrix Organisation Structure - - Still may have functional teams - but temporary functional teams created for projects - Draw staff from permanent functional postings - Typical for orgs that have frequent change initiatives + BAU (1) Matrix Organisation Structure Advantages - - Shared resources between projects - PM is single POC - Consistent methods and rules for project governance - Access to additional SQEP if required (1) Matrix Organisation Structure Disadvantages - - Complex Communication - Due reporting lines (PM and Line manager) - Disproportionate of time reporting rather than producing - Resource conflicts and divided loyalties - Overloaded team members - Recourses need to be negotiated - Preference may be ring -fenced, internal (functional) (1) Organisational Breakdown Strucutre (OBS) - - Describes the structure of the delivering organisation that can then be matched to work -packages in the WBS - Combining a WBS and OBS can inform a RAM (Responsiblity Asignment Matrix) (1) Responsibility Ass ignment Martix (RAM) - - Defines boundaries of cross -functional teams - Derived from WBS and OBS - May be required, or similar, for RFP, etc response - May be called a RACI matrix (1) Project Manager Responsibilites - Manage project to ensure succesful de livery 1. planning what work needs to be done, when and who's going to do it; 2. looking at the risks involved in a particular project and managing these risks; 3. making sure the work is done to the right standard; 4. motivating the team of people involve d in the project; 5. co -ordinating work done by different people; 6. making sure the project is running on time and to budget; 7. dealing with changes to the project as and when necessary; 8. making sure the project delivers the expected outcomes and benef its; (1) PM vs Project Sponsor - 1. Sponsor owns business case, whereas PM contribute to business case but is mainly responsible for delivery of its stated outputs (which are capable of achieving its stated benefits) 2. Sponsor focussed on realising benef its, whereas project manager focuses on the delivery of the project outputs. 3. Sponsor champions & supports the project, whereas PM responsible for managing the project 4. Sponsor reports to corporate management, whereas PM reports to Sponsor and Project Board (1) Project Sponsor Responsibilities - 1. Business leader and decision maker. 2. Primary risk taker. 3. Able to work across functional boundaries. 4. Project champion. 5. Must have, and be prepared to commit time. 6. Enough experience to see that project is managed efficiently. 7. Maintains a continuous dialogue with PM. 8. Capable of addressing stakeholder interests. 9. Responsible for benefits identification and realisation. 10. Owns the business case. 11. Provide s the funding. 12. Reports to corporate management (1) PM vs Sponsor @ stages - Concept phase: sponsor creates business case, PM when appointed supports this. Sponsor secures corporate agreement & budget to proceed. Definition phase: PM produces PMP (with project team). Sponsor agrees this. Deployment phase: PM manages the project, monitors, reports progress, risks & issues to Sponsor. Sponsor chairs project board, makes decisions inc. proceeding at milestones; supports PM. Transition phase: PM produces c losure report. Sponsor signs off closure, takes over responsibility for adoption & benefits realisation. (1) Project "Users" - - provide the requirements - may act as subject matter expert - conduct UAT - use the deliverable//output. (1) Project "Members " - - perform project tasks - report on progress - identify risks. (1) Proiect "Steering group/board" - - guide the project - review project reports - authorise business case - authorise changes (1) Product "Owner" - - acts as on -site customer for iterative or agile projects - iteration planning - accepts incremental delivery. (1) PMO Functions - 1. Provides document templates 2. Training (advice, training needs analysis, course lists) 3. Mentori ng & coaching 4. Facilitating workshops 5. Note taking 6. Administration 7. Configuration management 8. Maintains standards 9. Auditing 10. Line management for PM (1) Embedded PMO - - dedicated to single project - for larger projects requiring lots of sup port - Integral part of project team, providing range of services - Supports people, performance & systems, with processes being managed at programme/portfolio level Benefits: high level of dedicated support to project, close communications, releases PM to manage the project. (1) Central PMO - - Supports several corporate projects - Supports people, performance, systems & processes Benefits: flexible and effective in supporting a large number of small projects. (1) Hub and Spoke PMO - - In large organisa tions, the central/hub PMO supports corporate portfolio, with spoke PMO's supporting different departments' projects - Supports people & performance, with processes & systems managed at programme/portfolio level Benefits: effective for managing information and processes. (1) PMO Benefits (General) - 1. Single source of information, supports communication. 2. Can support multiple projects, economies of scale. 3. Quality assurance, defining quality standards & ensuring used. 4. Corporate standards, ensures used. 5. Specialist skills developed by PMO staff inc. software tools, allowing PM's to focus on management. (1) Governance - - framework of authority & accountability - defines & controls outputs, outcomes & benefits. (1) Governance Concepts - 1. Portfolio direction and alignment 2. Programme and Project sponsorship 3. Change and Project Management Capability 4. Transparency and Assurance 5. Culture and Ethics (inc. professional standards & behaviours) (1) Governance Pr inciples - 1. Board responsible for governance of project management (GoPM) 2. Roles and responsibilities clearly defined 3. Application throughout the lifecycle 4. Relationship between business strategy and portfolio 5. Clear plans with decision points 6. Effective delegation of decision making 7. Business case validity 8. Independent scrutiny planned and implemented 9. Clearly defined reporting and escalation 10. Open and honest reviews and culture of improvement 11.Appropriate engagement of stakeholders 12. Use of delegated responsibilities: clarifies roles and increases efficiency 13. Use of processes and procedures: standardises methods of working 14. Use of regulations: ensures conformance to standards and policies, facilitates full disclosure and reporting. (1) Governanace Layers - 1. corporate (vision, mission, strategy);
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