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Created by Miroslaw Dabrowski

APMG Better Business Cases Foundation Exam Simulator

multiple choice exam (ABCD)
one correct answer per question
# of questions: 50 | 50% to pass (25)
duration: 40 minutes

Copyright © Mirosław Dąbrowski

1 / 50

1. Which action, undertaken as part of the Strategic Outline Case (SOC), can reduce unnecessary work in the Outline Business Case?

2 / 50

2. In what order would the following categories of choice be analysed in the Options Framework?

  1. Scope options
  2. Service delivery options
  3. Service solution options

3 / 50

3. What component of a Business Case includes the contractual arrangements and specifies the accountancy treatment to be used for a proposed service?

4 / 50

4. What component of a Business Case is supported by step 2 in the development framework: making the case for change?

5 / 50

5. Identify the missing words in the following sentence. If a full cost-benefit analysis has been undertaken, the option with the highest _____ is likely to be the preferred option.

6 / 50

6. Which stage of the Project Business Case development process undertakes an initial SWOT analysis on a wide range of available options, together with indicative costs?

7 / 50

7. What component of a Business Case demonstrates that the "preferred option" will result in a viable procurement and well-structured Deal?

8 / 50

8. What is the purpose of a Strategic Outline Programme (SOP)?

9 / 50

9. Identify the missing word(s) in the following sentence. All programmes/projects require a _____ statement, which should show which internal departments, partners and external organizations will provide the resources required.

10 / 50

10. Which options must be included in a "short list"?

11 / 50

11. What component of a Project Business Case records the procurement process, best and final offers and the rationale for the selection of a preferred service provider?

12 / 50

12. What stage of the Business Case should explain the negotiated deal and the contractual arrangements?

13 / 50

13. What is the "long list"?

14 / 50

14. What component of a Business Case specifies the arrangements in place for the control of potential change?

15 / 50

15. Which product is produced to ascertain affordability and funding requirements?

16 / 50

16. What assurance is recommended at the end of Stage 0 in the business case development process?

17 / 50

17. Identify the missing words in the following sentence. To support better decision-making, the _____ strategy should provide the right balance of control to mitigate against the adverse consequences of threats, should they occur.

18 / 50

18. When confirming the affordability of a negotiated deal, which is NOT explained in the financial case?

19 / 50

19. Which of the Five Case Model components demonstrates the financial viability of the proposed public spending?

20 / 50

20. What is sensitivity analysis used to test?

21 / 50

21. Which strategy enables an organisation to respond appropriately to a proposed scheme?

22 / 50

22. Which is NOT a financial statement required for all projects?

23 / 50

23. What is the purpose of a properly constructed payment mechanism?

24 / 50

24. In cost-benefit analysis, which option is likely to be the preferred option, assuming that estimates are accurate and reliable?

25 / 50

25. Which spending option would represent the best value for money?

26 / 50

26. Which rule should be followed for the treatment of costs and benefits in economic appraisals?

27 / 50

27. Which of the following is NOT a rule that should be followed for the treatment of costs and benefits in economic appraisals?

28 / 50

28. Which product should be used to capture, evaluate and monitor all of the threats and opportunities identified within a project during its implementation phase?

29 / 50

29. Identify the missing words in the following sentence. Responsibility for the direction, production and content of a Business Case should _____, as recommended by the Gateway Process.

30 / 50

30. Which action ensures that lessons learned from the delivery of a project are disseminated?

31 / 50

31. Which statement describes the "preferred way forward"?

32 / 50

32. Which statement correctly describes the difference between economic appraisals and financial appraisals?

33 / 50

33. What component of a Business Case demonstrates that the spending proposal optimizes public value?

34 / 50

34. What is the purpose of the Commercial Case in a public spending proposal?

35 / 50

35. What component of the Business Case puts in place the arrangements required for the successful delivery of a scheme and to guard against risk?

36 / 50

36. Which statement is appropriate to the development of the long list options?

37 / 50

37. Identify the missing word(s) in the following sentence. The primary focus of a contract management strategy is the _____, the approach to which should be agreed and finalised for the Full Business Case (FBC).

38 / 50

38. What is the purpose of a Strategic Outline Case (SOC)?

39 / 50

39. Which statement correctly describes a project benefits register?

40 / 50

40. Which is NOT a purpose of a change management strategy?

41 / 50

41. Which statement correctly describes a relationship between the PRINCE2® project management methodology and a spending proposal?

42 / 50

42. What does the Financial Case demonstrate about the "preferred option"?

43 / 50

43. What component of a Business Case specifies the arrangements in place for benefit realization?

44 / 50

44. Which describes a service risk?

45 / 50

45. When ascertaining affordability, which of the following would help to support a spending proposal?

46 / 50

46. Which is NOT a component of a Financial Case?

47 / 50

47. When the successful delivery of a scheme is subject to significant risk, which circumstance would justify considering the transference of risk to the private sector, subject to value for money?

48 / 50

48. Which role is optional on a Programme Board?

49 / 50

49. What is "sensitivity analysis" used to assess when testing the robustness of the preferred option?

50 / 50

50. What component of the Business Case determines the procurement strategy?

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Free stuff

Download, free materials from Better Business Cases™ like Green Book Guidance On Public Sector Business Cases Using The Five Case Model, as well as the OGC Gateway™ Review Process Workbooks.

Also, take a look at the Better Business Cases™ Interactive Mind Map.

Materials

Question Bank

See the question distribution graph across APMG Better Business Cases™ categories in the question bank.

You must be proficient in those categories to pass the official APMG Better Business Cases™ Foundation exam.

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APMG Better Business Cases Foundation exam simulator by Miroslaw Dabrowski

APMG Better Business Cases™ Foundation exam questions and answers

Questions categorized according to APMG Better Business Cases™ Foundation exam Syllabus

APMG Better Business Cases™ Materials

Additional links and materials for download on APMG Better Business Cases™

The APMG Better Business Cases™ Interactive Mind Map

The mind map for “Better Business Cases™ (based on The Five Case Model)” outlines the Five Case Model methodology for creating robust business cases. The key components include:

  • Strategic Case: Aligning the proposal with strategic objectives.
  • Economic Case: Assessing value for money and cost-benefit analysis.
  • Commercial Case: Ensuring commercial viability and procurement strategy.
  • Financial Case: Budgeting and financial implications.
  • Management Case: Implementation plan and project management.

The APMG Better Business Cases™ Syllabus

The document was created with training companies in mind, so-called Accredited Training Organizations (ATOs). It provides information on the scope of Better Business Cases™ exams, thereby allowing for the design of training and training materials following the requirements of APMG so that the training and materials fully prepare candidates for Foundation and Practitioner exams.

Why should I read the APMG Better Business Cases™ Syllabus?

So what value does this provide for you? By reading the teaching syllabus, you will learn about the scope of Better Business Cases™ exam questions for Better Business Cases™ Foundation and Practitioner exams, and thus, which topics (and to what extent) from the “Green Book Guidance On Public Sector Business Cases Using The Five Case Model” are covered in the exams, and which are not. For example, not everyone knows that the Foundation exam does NOT cover the entire textbook.

HM Treasury's Blue Books

HM Treasury's Blue Book - International Guide to Developing The Project Business Case

The Blue Book is guidance issued by HM Treasury – International Guide to Developing The Project Business Case, providing comprehensive guidance on creating business cases for projects using the Five Case Model. The Five Case Model includes the Strategic Case, Economic Case, Commercial Case, Financial Case, and Management Case, ensuring a thorough evaluation of a project’s feasibility, value for money, commercial viability, affordability, and deliverability. The guide aims to help senior managers and executives design, deliver, and approve projects efficiently, emphasizing the importance of aligning projects with strategic objectives and ensuring robust planning, appraisal, and monitoring processes. The guidance is internationally applicable, offering a structured methodology for project management to achieve the best value and effective public spending.

HM Treasury's Blue Book - International Guide to Developing The Proramme Business Case

The Blue Book is guidance issued by HM Treasury – International Guide to Developing The Programme Business Case guides creating robust business cases for programmes using the Five Case Model. This model includes the Strategic Case, Economic Case, Commercial Case, Financial Case, and Management Case, each addressing different dimensions of the programme’s viability. The guide emphasizes the importance of aligning programmes with strategic objectives, ensuring value for money, commercial viability, affordability, and effective delivery. It aims to support senior managers and decision-makers in planning, appraising, and managing programmes to achieve successful outcomes and benefits realization. The document also outlines the development process, including strategic assessment, options appraisal, procurement strategies, financial planning, and management planning, while stressing the importance of continuous alignment with strategic goals and robust programme assurance.

HM Treasury's Green Books

HM Treasury - The Green Book (edition 2022) - The Green Book Appraisal and Evaluation in Central Government

The Green Book is guidance issued by HM Treasury on how to appraise policies, programmes and projects. It also guides the design and use of monitoring and evaluation before, during and after implementation. Appraisal of alternative policy options is an inseparable part of detailed policy development and design. This guidance concerns the provision of objective advice by public servants to decision-makers, which in central government means advice to ministers. In arms-length public organisations, the decision makers may be appointed board members, and where local authorities are using the method,1 elected council member. The guidance is for all public servants concerned with proposals for the use of public resources, not just for analysts.

The key specialisms involved in public policy creation and delivery, from policy at a strategic level to analysis, commercial strategy, procurement, finance, and implementation must work together from the outset to deliver the best public value. The Treasury’s five case model is the means of developing proposals in a holistic way that optimises the social/public value produced by the use of public resources. Similarly, there is a requirement for all organisations across the government to work together, to ensure delivery of joined-up public services.

HM Treasury - The Green Book (edition 2018) - The Green Book Appraisal and Evaluation in Central Government

The Green Book is guidance issued by HM Treasury on how to appraise policies, programmes and projects. It also provides guidance on the design and use of monitoring and evaluation before, during and after implementation.

The content and boundary of all Green Book guidance is determined by HM Treasury. The content is peer-reviewed by the Government Chief Economists Appraisal Group. It applies to all government departments, arm’s length public bodies with responsibility derived from the central government for public funds and regulatory authorities.

Green Book guidance covers:

  • policy and programme development
  • all proposals concerning public spending
  • legislative or regulatory proposals
  • sale or use of existing government assets – including financial assets
  • appraisal of a portfolio of programmes and projects
  • structural changes in government organisations
  • taxation and benefit proposals
  • significant public procurement proposals
  • major projects
  • changes to the use of existing public assets and resources

Green Book Guidance On Public Sector Business Cases Using The Five Case Model

The official Better Business Cases™ qualification/exams (Foundation and Practitioner) AND official, accredited Better Business Cases™ courses are entirely based ONLY on the content covered in the publication “HM Treasury: Delivering Public Value From Spending Proposals – Green Book Guidance On Public Sector Business Cases Using The Five Case Model”

  • Stage 0: Case for change established and a preferred way forward identified
  • Stage 1: The decision to undertake a thorough appraisal of the shortlist
  • Stage 2: Preferred option  identified
  • Stage 3: Decision to proceed with OJEU procurement
  • Stage 4: Most economically advantageous offer identified
  • Stage 5: Decision to contract

HM Treasury - The Green Book (edition 2003) - The Green Book Appraisal and Evaluation in Central Government

This guidance is designed to promote efficient policy development and resource allocation across government. It does this by informing decision-making, and by improving the alignment of departmental and agency policies, programmes and projects with government priorities and the expectations of the public. The guidance emphasises the need to take account of the wider social costs and benefits of proposals, and the need to ensure the proper use of public resources.

Activities covered by the Green Book:

  • Policy and programme development – Decisions on the level and type of services or other actions to be provided, or on the extent of regulation.
  • New or replacement capital projects – Decisions to undertake a project, its scale and location, timing, and the degree of private sector involvement.
  • Use or disposal of existing assets – Decisions to sell land, or other assets, replace or relocate facilities or operations, whether to contract out or market test services.
  • Specification of regulations – Decisions, for example, on standards for health and safety, environment quality, sustainability, or to balance the costs and benefits of regulatory standards and how they can be implemented.
  • Major procurement decisions – Decisions to purchase the delivery of services, works or goods, usually from private sector suppliers

The OGC Gateway™ Process

Step 0 of OGC Gateway™ Process - Review 0: Strategic Assessment

This Workbook supports OGC Gateway Review 0: Strategic Assessment. This is a programme-only Review that sets the programme in the wider policy or corporate context. This Review investigates the direction and planned outcomes of the programme, together with the progress of its constituent projects. It can be applied to any type of programme, including policy and organisational change. The Review is repeated throughout the life of the programme from start-up to closure; an early OGC Gateway Review 0 is particularly valuable as it helps to confirm that the way forward is achievable before plans have been finalised.

Step 1 of OGC Gateway™ Process - Review 1: Business Justification

This Workbook supports OGC Gateway Review 1: Business Justification. This is the first project Review, which investigates the Strategic Business Case and proposes a way forward to confirm that the project is achievable and likely to deliver what is required. The Review checks that: stakeholders approve of the intended benefits of the project, linkage with the programme and organisational objectives is clear, the optimum balance of cost, benefits and risk has been identified.

Step 2 of OGC Gateway™ Process - Review 2: Delivery Strategy

This Workbook supports OGC Gateway Review 2: Delivery Strategy. This Review investigates the assumptions in the Outline Business Case and the proposed approach for delivering the project. If there is a procurement, the delivery strategy will include details of the sourcing options, proposed procurement route and supporting information. The Review will also check that implementation plans are in place.

Step 3 of OGC Gateway™ Process - Review 3: Investment Decision

This Workbook supports OGC Gateway Review 3: Investment Decision. This Review investigates the Full Business Case and the governance arrangements for the investment decision to confirm that the project is still required, affordable and achievable. The Review also checks that implementation plans are robust.

Step 4 of OGC Gateway™ Process - Review 4: Readiness for Service

This Workbook supports OGC Gateway Review 4: Readiness for Service. This Review investigates the organisation’s readiness to make the transition from the specification/solution to implementation; where appropriate it will assess the capabilities of delivery partners and service providers. The Review also confirms that ownership of the project is identified after handover to operational services.

Step 5 of OGC Gateway™ Process - Review 5: Operations Review and Benefits Realisation

This Workbook supports OGC Gateway Review 5: Operations Review and Benefits Realisation. This Review confirms that the benefits set out in the Business Case are being achieved and that the operational service (or facility) is running smoothly. The Review is repeated throughout the life of the service, with the first Review typically 6-12 months after handover to the new owner and a final Review shortly before the end of a service contract. The Review can also be used on a one-off basis, to check that a project has delivered its intended outputs.

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