PMQ Assessment Check

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Take a PMQ assessment to test your Project Management knowledge?


This is a guide to test your project management knowledge before joining an PMQ course. Its not a mandatory assessment but a guide to help you decide if its the right course for you. If your overall average score is greater than or equal to 2.5 it indicates that you are at a suitable level to undertake this course. This is not an exact science but a simple and useful guide. If you don’t get the recommended score you may still join the course, but you will just have to work that bit harder to pass what is a difficult exam.

PMQ Assessment

There are 75 questions in total. Answer all questions to get the most accurate result. Choose your knowledge level for each question and insert the corresponding number between 1 to 5 against each question. 1 = aware to 5 = expert. See table below for guidance.

1 – AWARE – Has an awareness of the knowledge needed for the competence.

2 – PRACTISED – Has a working knowledge of, and can describe, the competence.

3 – COMPETENT – Has a comprehensive knowledge of the competence in situations of limited complexity.

4 – PROFICIENT – Has a detailed knowledge of the competence in complex situations and can critically evaluate and adapt as required.

5 – EXPERT – Has an in-depth knowledge of the competence in complex situations. Can critically evaluate, adapt or develop new theories and/or methods if required and educate others.

If you don’t do well answering the assessment questions consider the APM PFQ or PRINCE2 or call us to discuss your options.

Answer the questions below and score 1 to 5 against each question. Then calculate the overall average of your answers.

PMQ questions

Knowledge Score
Assessment Criteria 1 2 3 4 5
1.1 differentiate between types of organisation structures highlighting advantages and disadvantages of each (including functional, matrix, project)
1.2 explain the way in which an organisational breakdown structure is used to create a responsibility assignment matrix
1.3 explain the role and key responsibilities of the project manager
1.4 differentiate between the responsibilities of the project manager and project sponsor throughout the project life cycle
1.5 describe other roles within project management including users, project team members and the project steering group/board
1.6 describe the functions and benefits of different types of project office (including project support office {PSO}, enterprise project management office {EPMO},  project services or centres of excellence)
2.1 define a project life cycle and project life cycle phases (including concept, definition, development, handover and closure and benefits realisation)
2.2 explain why projects are structured as  phases (including the use of end of phase reviews, go/no-go decisions and high level planning)
2.3 explain the differences between a project life cycle and an extended life cycle
2.4 outline processes for sharing knowledge and lessons learned throughout projects
2.5 explain the benefits of conducting reviews throughout the project life cycle (including project evaluation reviews, gate reviews, post project reviews, peer reviews, benefits reviews and audits)
3.1 distinguish between projects  and business as usual {BAU}
3.2 differentiate between project management and portfolio and programme management
3.3 outline the characteristics of programme management and its relationship with strategic change
3.4 explain the challenges a project manager may face working within a programme
3.5 describe  where the use of portfolio management may be appropriate
3.6 describe how environmental factors affect projects(including the sector, geography and regulation)
3.7 explain tools and techniques used to assess a  project’s context (including PESTLE, SWOT)
3.8 explain the importance of relevant legislation applicable to projects (such as health and safety , environmental, employment, contract, data protection, freedom of information)
4.1 describe the principles of governance of project management (such as policies, regulations, functions, processes, procedures and responsibilities)
4.2 explain how project management methodologies can be used to support the governance structure
4.3 explain the advantages of using standard project management methodologies across an organisation
5.1 describe the key contents of a project communication plan
5.2 explain the benefits of a project communication plan
5.3 explain the benefits of a project communication plan
5.4 identify factors which can positively or negatively affect communication
5.5 identify sources of conflict within the project life cycle and ways in which it can be addressed(such as Blake and Mouton, Thomas-Killman and Pruitt)
5.6 explain how to plan and conduct different negotiations (including formal, informal, competitive and collaborative)
6.1 describe typical leadership qualities
6.2 explain the principles and importance of motivation
6.3 explain the impact of  leadership on team performance and motivation (using models such as Maslow, Herzberg and McGregor)
6.4 explain the benefits of adapting styles of leadership within a project (such as situational leadership, action centred leadership)
6.5 describe the characteristics and benefits of effective teams and teamwork
6.6 explain factors involved in the creation, development and management of teams (models such as Belbin, Margerison-McCann, Myers- Briggs, Tuckman, Katzenbach and Smith)
7.1 explain the purpose of a business case and its importance during the project life cycle
7.2 describe who has authorship and approval  of the business case
7.3 explain benefits management (including success criteria and key performance indicators and their uses in measuring project success)
7.4 explain the use of payback, Internal Rate of Return and Net Present Value as investment appraisal techniques.
7.5 explain an information management system (including collection, analysis, storage, dissemination, archiving, destruction of information)
7.6 explain a typical project reporting cycle including the gathering of data and dissemination of reports and the principles of reporting by exception
7.7 explain the purpose of the project management plan and its importance throughout the project life cycle
7.8 describe the typical contents of a project management plan
7.9 outline the authorship, approval and audience of a project management plan
7.10 explain estimating techniques (including analytical, comparative, parametric, three-point, PERT formulae)
7.11 explain the reasons for and benefits of re-estimating through the project life cycle and the concept of the estimating funnel
7.12 describe stakeholder management processes
7.13 explain the importance of managing stakeholders expectations
7.14 describe advantages and disadvantages of earned value management
7.15 perform earned value calculations and interpret earned value data
8.1 define scope in terms of outputs, outcomes and benefits (including use of product breakdown and work breakdown structures)
8.2 explain how to manage scope through:
8.2.1 requirements management processes (such as capture, analysis, justifying requirements, baseline needs)
8.2.2 configuration management processes (such as planning, identification, control, status accounting, audit and verification)
8.3 explain the different stages of change control (such as request, review, assessment, decision, implementation)
8.4 explain the relationship between change control and configuration management, and the concept of change freeze
8.5 explain the advantages and disadvantages of a change control process
9.1 explain the process for creating and maintaining a schedule
9.2 describe different techniques used for depicting a schedule (including network diagrams, critical path analysis, Gantt chart, milestone chart)
9.3 state advantages and disadvantages of using software scheduling tools
9.4 explain categories and  types of resources (such as human resources, consumable and re-usable equipment, materials, space)
9.5 describe how resources are allocated to a schedule
9.6 differentiate between resource smoothing and resource levelling
9.7 explain what is meant by budgeting and cost control
10.1 explain the purpose, typical content and importance of a procurement strategy
10.2 distinguish between different methods of supplier reimbursement (including fixed price, cost plus fee, per unit quantity, target cost)
10.3 distinguish between different contractual relationships
10.4 explain a supplier selection process
11.1 explain each stage in a risk management process (such as initiate, identify, assess, plan and implement responses)
11.2 compare the responses to risk in terms of risk as a threat or opportunity (such as avoid, reduce, transfer or accept and exploit, enhance, share or reject)
11.3 explain the benefits of project risk management
11.4 distinguish between risks and issues
11.5 explain the advantages and disadvantages of risk and issue escalation
12.1 define quality management
12.2 define quality planning, quality assurance, quality control and continual improvement
12.3 describe the benefits of the quality management process