Association for Project Management Qualification (APM PMQ) Setting Up and Structuring the Project Flashcards

24 sample cards from the Setting Up and Structuring the Project deck

Sampled from the end of the deck, so these are different cards from the ones shown on the syllabus page.

1. State three benefits of dividing a project into phases.

   It provides structured control and review points (gates); breaks complex work into manageable parts; enables go/no-go decisions to limit wasted investment; aids resource and stakeholder planning; and improves monitoring of progress.

2. How does phasing help control the commitment of resources?

   Resources and funding are committed incrementally, one phase at a time. Gate reviews between phases allow the project to be stopped before further investment if it is no longer viable, reducing financial exposure.

3. What is the difference between a gate review and an audit?

   A gate review is a scheduled, forward-looking decision point assessing whether the project should continue. An audit is an independent, often unscheduled examination of compliance with processes, standards and governance.

4. What is a benefits review and when does it occur?

   A review that assesses whether the planned benefits have been (or are being) realised. It typically occurs after handover/closure, during the operational phase, as benefits emerge over time rather than at project completion.

5. What is a post-project review (post-implementation review)?

   A review held after project closure to evaluate performance, capture lessons learned, and assess whether the project delivered its outputs successfully, informing future projects.

6. Distinguish between project reviews, gate reviews and benefits reviews.

   Project (progress) reviews monitor ongoing performance within phases. Gate reviews are decision points between phases. Benefits reviews assess realisation of benefits after handover, in operations.

7. Define governance in a project management context.

   The set of policies, regulations, functions, processes, procedures and responsibilities that define the establishment, management and control of projects, programmes and portfolios, ensuring they align with organisational strategy.

8. State three of the principles of good project governance.

   Clear roles and responsibilities; a single point of accountability (the sponsor); business-case-driven decisions; transparent and timely reporting; coherent organisational policies; and independent reviews/assurance.

9. What is the relationship between governance and project assurance?

   Governance sets the framework of accountability and control. Assurance is an independent activity within governance that gives confidence to stakeholders that the project is being managed effectively and is likely to meet its objectives.

10. What are the three main types of organisational structure?

    Functional, matrix and project (projectised) structures. The matrix is often subdivided into weak, balanced and strong matrices.

11. In a functional organisational structure, who holds authority over project resources?

    The functional (line) manager holds authority. The project manager has little or no formal authority, and team members report primarily to their functional department, which can make cross-functional coordination difficult.

12. What characterises a project (projectised) organisational structure?

    The organisation is structured around projects. The project manager has high (often full) authority over resources, and team members typically report directly to the project manager. It supports strong project focus but can be inefficient between projects.

13. What is a matrix organisational structure and its main drawback?

    A structure where authority is shared between functional managers and project managers, so staff have two reporting lines. Its main drawback is the potential for conflict over priorities and resources due to dual authority.

14. How does the type of organisational structure affect the project manager's authority?

    Authority increases along the spectrum from functional (low/none) through weak, balanced and strong matrix, to projectised (high/full). The structure determines control over resources, budget and decision-making.

15. What is a business case?

    A document that provides justification for undertaking a project, defining the benefits, costs, risks and timescales, and demonstrating that the project is desirable, viable and achievable.

16. What role does the business case play in governance?

    It is the central reference for decision-making throughout the life cycle. It is reviewed at every gate to confirm the project remains justified; if the business case is no longer valid, the project should be stopped.

17. Who owns the business case, and who is responsible for developing it?

    The project sponsor owns the business case and is accountable for its ongoing viability. It is often developed/prepared with input from the project manager, but ownership rests with the sponsor.

18. Name three typical components of a business case.

    Strategic context/justification, options appraisal, expected benefits, costs, risks, timescales, investment appraisal and the recommended option. (Any three.)

19. What is meant by a project being 'desirable, viable and achievable'?

    Desirable: the benefits justify the investment and it supports strategy. Viable: it can be afforded and delivered within constraints. Achievable: the organisation has the capability and capacity to deliver and sustain it.

20. What is a Project Management Office (PMO)?

    An organisational body or entity that provides support, standards, governance, tools and assurance for the management of projects, programmes and/or portfolios within an organisation.

21. State three typical functions of a PMO.

    Defining and maintaining standards/methods; providing reporting, monitoring and assurance; supporting resource and information management; offering training, tools and templates; and supporting governance and benefits tracking. (Any three.)

22. What is the difference between a project office and an enterprise/portfolio PMO?

    A project (or programme) office supports a single project/programme with administrative and control functions. An enterprise/portfolio PMO operates at organisational level, setting standards and providing governance and assurance across all projects and programmes.

23. What is the deployment baseline?

    The reference documentation, agreed at the end of the definition phase, that defines what is to be delivered and how (scope, schedule, cost and management plans). Progress is measured and controlled against it during deployment.

24. What is a project management plan (PMP) and what is its purpose?

    The output of the definition phase that brings together all the management plans (the 'how, what, why, who, when and how much' of the project). Its purpose is to gain sponsor approval and serve as the baseline document against which the project is executed and controlled.

What this deck covers

Setting Up and Structuring the Project flashcards FAQ