APM PMQ Exam 7th Ed Latest Update 2025-2026 210 Questions and 100% Verified Correct Answers Guaranteed A+
(1) Central PMO - CORRECT ANSWER: - Supports several corporate projects
- Supports people, performance, systems & processes
Benefits: flexible and effective in supporting a large number of small projects.
(1) Embedded PMO - CORRECT ANSWER: - dedicated to single project
- for larger projects requiring lots of support
- 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) Functional Organisation Structure - CORRECT ANSWER: - Functional teams
- Primarily BAU/Deparmental Projects
- Common for orgs providing std products (e.g. manuf.)
(1) Functional Organisation Structure Advantages - CORRECT ANSWER: - Staff gain
technical expertise
- Good functional problem solving
- Peer learning straight forward
- Job Security
- Clear career progression
- / 4
(1) Functional Organisation Structure Disadvantages - CORRECT ANSWER: -
Corporate projects become difficult due to "Siloed" nature
- Functions prioritise their own functions work over others - inward looking
- Remote from customer
(1) Governanace Layers - CORRECT ANSWER: 1. corporate (vision, mission, strategy);
- BAU (operations);
- Business Change (projects, programmes).
(1) Governanance Benefits - CORRECT ANSWER: 1. Link to strategic direction: for projects/programmes/portfolios
- Clear ownership & leadership, using RACI.
- Effective stakeholder engagement, through clear accountability, use of stakeholder
- Project & risk management through use of policies & procedures.
- Consideration of long term value through linking to strategy.
- Can be audited, giving management team assurance, and ability to correct &
- standardises methods of working
- clarifies roles and increases efficiency
- ensures conformance to standards and policies, facilitates full disclosure and
analysis.
improve.
reporting.
(1) Governance - CORRECT ANSWER: - framework of authority & accountability
- defines & controls outputs, outcomes & benefits.
(1) Governance Concepts - CORRECT ANSWER: 1. Portfolio direction and alignment
- Programme and Project sponsorship
- Change and Project Management Capability 2 / 4
- Transparency and Assurance
- Culture and Ethics (inc. professional standards & behaviours)
(1) Governance Principles - CORRECT ANSWER: 1. Board responsible for governance
of project management (GoPM)
- Roles and responsibilities clearly defined
- Application throughout the lifecycle
- Relationship between business strategy and portfolio
- Clear plans with decision points
- Effective delegation of decision making
- Business case validity
- Independent scrutiny planned and implemented
- Clearly defined reporting and escalation
- 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
- Use of regulations: ensures conformance to standards and policies, facilitates full
disclosure and reporting.
(1) Hub and Spoke PMO - CORRECT ANSWER: - In large organisations, 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) Matrix Organisation Structure - CORRECT ANSWER: - Still may have functional
teams - but temporary functional teams created for projects 3 / 4
- Draw staff from permanent functional postings
- Typical for orgs that have frequent change initiatives + BAU
(1) Matrix Organisation Structure Advantages - CORRECT ANSWER: - 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 - CORRECT ANSWER: - 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) - CORRECT ANSWER: - 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) PM vs Project Sponsor - CORRECT ANSWER: 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)
- Sponsor focussed on realising benefits, whereas project manager focuses on the
- Sponsor champions & supports the project, whereas PM responsible for managing
- / 4
delivery of the project outputs.
the project