Practice APM APM-PMQ Exam Questions

You are the project manager on a construction project for a client in the defence sector. The client has strict regulatory requirements and expects a high level of control and governance throughout the project. Which life cycle would be most suitable?

You are leading a large - scale information technology project to migrate your company’s data to the latest hardware. The delivery is being led by third - party suppliers, who were not involved in the design phase. The supplier has completed their capacity planning and has raised a potential risk that the current data may exceed the storage capacity of the new hardware purchased. What type of risk response would you choose to mitigate this risk?

SIMULATION
You are managing a project to develop and deploy a new finance management software system for a
client. The project has been deployed and is now in the post - deployment support phase. This phase
requires ongoing technical support and maintenance after the software is deployed. The workload
can vary significantly over time, is likely to evolve over time, and quick response times are essential.
Questio n Based on the features of different contractual relationships and methods of supplier
reimbursement, state the most appropriate contract type for the post - deployment phase. (1 mark)
Questio n Explain four reasons why this would be the most suitable. (4 marks)

Structure is the most common temporary structure used to manage projects. This allows the balance of authority between the functional line manager and the project manager. In a permanent structure, allocated tasks will match an individual’s capability so may be more repetitive and less varied.

A construction company is planning to build a new office complex. The project manager is considering integrating sustainability principles and priorities into the project management process. How can integrating sustainability principles and priorities into the management of this project positively impact its long - term success? By fostering innovation and creativity, leading to more resilient solutions that adapt to changing environmental and social conditions in the construction of the office complex. By requiring additional planning and coordination to integrate sustainability measures seamlessly into existing project timelines and workflows, potentially leading to short - term disruptions in scheduling. By enhancing stakeholder trust and reputation, which can attract investors and clients committed to sustainable practices in the development of the office complex. By restricting resource consumption and waste generation during the construction process, to guarantee cost savings and improved resource efficiency in this phase of the project. By improving worker safety through sustainable construction practices. By reducing upfront costs but increasing long - term maintenance expenses due to sustainable building materials.