Practice APM PFQ with free sample questions, timed mock exams, and detailed explanations in PM Mastery.
APM Project Fundamentals Qualification (PFQ) is APM’s entry route for project-management fundamentals. If you are searching for APM PFQ sample questions, a practice test, mock exam, or simulator, this is the main PM Mastery page to start on web and continue on iPhone or Android with the same PM Mastery account.
Use this page when your real target is the UK entry qualification rather than a more advanced APM PMQ, PMI, PRINCE2, or Scrum route. PFQ is the better starting point when you need baseline project language, life-cycle awareness, planning basics, scope, schedule, risk, quality, communication, leadership, and teamwork.
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Free diagnostic: Try the 60-question APM PFQ full-length practice exam before subscribing. Use it to separate misses caused by project terminology, life-cycle stages, planning, scope, scheduling, risk, quality, communication, leadership, or teamwork.
For the latest official exam details and requirements, see: https://www.apm.org.uk/qualifications-and-training/project-management-fundamentals/
The snapshot below summarizes APM’s current PFQ qualification page, handbook, syllabus, and exam-technique guidance. Check APM directly before booking because exam details can change.
Official source check: Last checked May 5, 2026 against APM's PFQ qualification page.
APM's public PFQ page describes PFQ as a one-hour, 60-question multiple-choice exam for candidates who want broad project-management fundamentals and do not need prior knowledge or experience. Confirm current booking, delivery, and policy details directly with APM.
PFQ questions usually reward the choice that shows basic project-management awareness, clear terminology, and a sound grasp of life-cycle basics rather than advanced methodology-specific judgment.
| PFQ area modeled in PM Mastery | Weight |
|---|---|
| Understand Project Management and the Operating Environment | 10% |
| Understand Project Life Cycles | 7% |
| Understand Roles and Responsibilities within Projects | 2% |
| Understand Project Management Planning | 19% |
| Understand Project Scope Management | 14% |
| Understand Resource, Scheduling and Optimisation in a Project | 10% |
| Understand Project Risk and Issue Management in Context | 14% |
| Understand Quality in the Context of a Project | 10% |
| Understand Communication in the Context of a Project | 8% |
| Understand Leadership and Teamwork within a Project | 6% |
The PFQ bank is intentionally fundamentals-first. Expect concise terminology, purpose, process-stage, role, artifact, and basic comparison questions rather than long case-study scenarios.
PFQ questions are short, but they still test whether you can distinguish basic project-management concepts accurately.
| Scenario signal | First check | Strong answer usually… | Weak answer usually… |
|---|---|---|---|
| A future uncertain event may affect objectives | Risk versus issue | Treats it as a risk until it has happened or become a current problem | Calls every concern an issue |
| A current problem needs action | Issue control | Records, assesses, escalates, or resolves the issue using agreed process | Leaves it as a risk because it was once uncertain |
| Project work is unclear | Scope and product definition | Clarifies what is included, excluded, and accepted | Starts scheduling before scope is understood |
| A plan is unrealistic | Planning logic | Checks estimates, dependencies, resources, assumptions, and constraints | Adds pressure without changing the plan |
| Quality is questioned | Quality criteria and assurance/control | Uses criteria, review, verification, and improvement language | Treats quality as testing at the end only |
| Communication is failing | Audience and purpose | Identifies who needs what information, when, and why | Sends more updates without targeting the need |
| Area | What the exam tests | What PM Mastery practice should force | Common trap |
|---|---|---|---|
| Project environment and life cycle | Whether you understand why projects are temporary and staged | Match the concept to the project context | Treating projects like routine operations |
| Roles and responsibilities | Whether basic accountabilities are clear | Identify who should own, support, approve, or communicate | Assuming the project manager does everything |
| Planning, scope, and schedule | Whether basic planning controls are understood | Connect scope, estimates, dependencies, resources, and baseline thinking | Planning dates before defining work |
| Risk, issues, and quality | Whether control concepts are distinct | Separate uncertain risks, current issues, and quality expectations | Mixing risk, issue, and quality language |
| Communication, leadership, and teamwork | Whether people and information needs are understood | Choose targeted communication and team-support actions | Treating communication as broadcasting |
| If you are deciding between… | Main distinction |
|---|---|
| PFQ vs PMQ | PFQ is entry fundamentals; PMQ is broader working project-manager depth. |
| PFQ vs CAPM | PFQ is APM’s UK project-fundamentals route; CAPM is PMI’s entry-level route. |
| PFQ vs PRINCE2 Foundation | PFQ is broader profession-first fundamentals; PRINCE2 Foundation is method-specific governance. |
| PFQ vs Project+ | PFQ is UK APM-specific; Project+ is vendor-neutral and often used in technology environments. |
| If your target is closest to… | Best page | Why |
|---|---|---|
| UK entry-level APM project fundamentals | PFQ | Best fit when the APM qualification itself is your target. |
| Broad working project-manager knowledge | PMQ | Better fit when you are past entry-level awareness and need the main APM qualification. |
| Global entry-level PMI recognition | CAPM | Better fit when PMI’s entry route is more recognizable for your market or employer. |
| Structured method governance | PRINCE2 Foundation | Better fit when your organization uses PRINCE2 language and governance. |
| Vendor-neutral project basics in a technology setting | Project+ (PK0-005) | Better fit when your immediate need is practical foundational PM language in IT contexts. |
| Timing | Practice focus | What to review after the set |
|---|---|---|
| Days 7-5 | One 60-question diagnostic plus drills in the weakest PFQ areas | Whether misses came from terminology, roles, planning, scope, schedule, risk, quality, communication, or teamwork |
| Days 4-3 | Mixed fundamentals sets | Whether you can explain the difference between adjacent concepts without relying on wording clues |
| Days 2-1 | Light review of definitions, life-cycle logic, risk/issue distinction, quality, and communication basics | Only recurring traps; avoid moving into PMQ-level depth late |
| Exam day | Short warm-up if useful | Choose the answer that best matches the basic project-management concept |
If you can score above 75% on several unseen mixed attempts and explain basic distinctions such as risk versus issue or scope versus schedule, you are likely ready. Do not keep repeating the same bank until wording memory replaces concept recognition.
These sample questions cover the PFQ syllabus areas modeled in PM Mastery. Use them to check your readiness here, then continue in PM Mastery with mixed sets, topic drills, and timed mocks.
These are original PM Mastery practice questions for PFQ self-assessment. They are not APM exam items, are not copied from any exam sponsor, and should be used to practice project-fundamentals reasoning rather than memorize exact wording.
Topic: Understand Project Management and the Operating Environment
A housing association has a programme to improve tenant services. One project within it will deliver a new repairs booking app. Which statement best distinguishes the objective of the project from the purpose of the wider programme?
Best answer: A
Explanation: A project has a specific objective, such as delivering a defined output. A programme has a broader purpose: coordinating related work so the organisation can realise benefits from the change. In APM terms, a project is a unique, temporary endeavour set up to deliver a specific output or outcome. In this scenario, the repairs booking app is the project objective because it is the defined deliverable the project team is there to produce. A programme sits above individual projects and exists to coordinate related projects and change activities so wider benefits can be achieved, such as improved tenant access and better service performance. A portfolio is broader again, focusing on selecting and balancing investments to support strategy. The key distinction is that a project delivers a defined change, while a programme or portfolio exists for broader benefit or strategic purpose.
Topic: Understand Resource, Scheduling and Optimisation in a Project
Which option contains the statements that correctly outline resource levelling?
Best answer: C
Explanation: Resource levelling is a resource optimisation method used when demand for resources is higher than availability. To create a workable schedule, activities may be moved, which can extend the project duration. Resource levelling is used when the planned schedule requires more of a resource than is actually available. The schedule is adjusted so the work matches realistic resource limits, which may mean delaying some activities. Because of that, the project end date can change.
A useful way to remember it is:
The closest confusion is resource smoothing, which aims to improve resource use without changing the planned completion date.
Topic: Understand Roles and Responsibilities within Projects
The role that helps define requirements, accepts project outputs, and uses the completed outputs is the…
Best answer: A
Explanation: End users are the people who will use the project outputs, so they help define what is needed and confirm the outputs are acceptable. This matches the PFQ view of end-user responsibilities within core project roles. In PFQ, end users are a key project stakeholder group because they interact directly with the finished outputs. Their responsibilities commonly include helping define requirements, contributing to acceptance by confirming outputs meet user needs, and then using the outputs once delivered. This distinguishes them from roles that provide funding, coordination, or support services. In this statement, the role must both shape what is needed and use the final result, which points to end users rather than governance or management roles. A close distractor is the sponsor, but the sponsor owns business justification rather than day-to-day use of the outputs.
Topic: Understand Project Risk and Issue Management in Context
On a software rollout project, a testing defect has already delayed user training, so it is logged as an issue. A developer is assigned to fix it, but the project manager keeps the issue in the issue log until it is closed. Why should the resolution be tracked to closure?
Best answer: C
Explanation: An issue is something that has already happened and is affecting the project. Tracking its resolution to closure makes sure the agreed action has been carried out and that the problem has actually been resolved, not just assigned. Issue resolution should be tracked to closure so the project team can confirm that the issue has been dealt with fully and no further action is needed. In the scenario, the defect is already affecting training, so this is an issue rather than a risk. Assigning someone to fix it is only part of issue management; the team must also monitor progress, check that the fix worked, and formally close the issue when its impact has been removed or accepted.
Without tracking to closure, issues can remain unresolved, reappear later, or continue to affect project objectives. The key difference from a risk is that an issue is current and needs active resolution, not just future monitoring.
Topic: Understand Project Scope Management
In configuration management, what does the planning activity do?
Best answer: D
Explanation: Planning in configuration management establishes how the process will work on the project. It defines the approach, roles, and procedures to be used, rather than carrying out change assessment, status recording, or item identification. Configuration management helps keep project products and related information controlled and traceable. Within that, planning is the activity that defines how configuration management will be organised and applied for the project. It typically sets out the procedures, responsibilities, standards, and controls that will be used.
This is different from later operational activities such as:
So, if the question asks what planning does, the key idea is that it establishes the configuration management approach, not the day-to-day control actions themselves.
Topic: Understand Communication in the Context of a Project
A project team uses a wall-mounted progress board in the site office so anyone nearby can see priorities and status updates without needing a device or scheduled meeting. Which communication method does this illustrate?
Best answer: B
Explanation: This describes physical communication because the information is displayed in a shared location for people to view directly. A key advantage is easy access for people in the same place without relying on technology or arranging a meeting. Physical communication uses tangible or visible media in the project environment, such as noticeboards, posters, charts, or displayed plans. In this case, the wall-mounted progress board lets people see current information quickly whenever they are nearby. That is a typical advantage of physical communication in a project context: it can be continuously visible, easy to access, and not dependent on devices, networks, or meeting schedules.
It is different from methods that require live discussion or remote technology. The main clue is the shared physical display in the site office, not a conversation or an online channel.
Topic: Understand Project Life Cycles
Why is extended life-cycle thinking used in a project?
Which option contains the correct set of statements?
Best answer: A
Explanation: Extended life-cycle thinking goes beyond delivery of outputs. It helps connect what the project produces to the outcomes and benefits that may appear later in use or operation. An extended life cycle looks past the point where the project hands over its outputs. Its purpose is to maintain sight of how those outputs are intended to create outcomes in operational use and eventually contribute to benefits. This is useful because many benefits are not realized at the moment of delivery; they emerge later when the organisation adopts and uses the output.
It does not replace core governance documents such as the business case, and it is not limited to iterative work. The key idea is the link from output to outcome to benefit over time.
Topic: Understand Project Management Planning
What is the purpose of the estimating funnel in a project?
Best answer: D
Explanation: The estimating funnel is used to represent uncertainty in estimates across the life of a project. Early estimates are less certain, so the range is wider; as the project progresses and more is known, that range narrows. The estimating funnel is a planning concept that shows how uncertainty in estimates changes over time. At the start of a project, limited information means estimates are less precise, so the possible range is wide. As scope, requirements, and delivery details become clearer, confidence improves and the estimate range becomes narrower. Its purpose is to help people understand that early estimates are inherently uncertain and that this uncertainty should reduce as the project develops.
This is different from approving a fixed budget, tracking benefits, or assigning responsibilities. The key idea is the changing level of confidence in estimates over time.
Topic: Understand Leadership and Teamwork within a Project
A newly formed project team is disagreeing about priorities and who should do what. Productivity is dropping, so the project manager needs to clarify roles and resolve conflict. Which Tuckman team development stage best matches this situation?
Best answer: B
Explanation: This situation describes the storming stage of team development. In storming, team members may challenge priorities, roles, or ways of working, so effective leadership improves performance by giving clarity and helping the team work through conflict. Tuckman’s model describes how teams typically develop through forming, storming, norming, and performing. The key clue here is open disagreement about priorities and responsibilities, with a resulting drop in productivity. That is typical of storming, when individuals are still adjusting to each other and conflict can emerge.
Leadership behaviour is especially important at this stage because the project manager can help the team become more effective by clarifying roles, reinforcing objectives, and dealing with conflict constructively. This helps the team move forward into more cooperative working. A more mature stage would show shared understanding and smoother collaboration rather than disagreement over basic responsibilities.
Topic: Understand Quality in the Context of a Project
Six months after a new customer portal was launched, the organisation wants to check whether the expected reduction in call-centre demand has actually been achieved. Which type of review best matches this need?
Best answer: B
Explanation: This need is about confirming whether expected business improvements have been delivered after implementation. In PFQ terms, that is a benefit review, which focuses on realised benefits rather than project closure, governance approval, or compliance. A benefit review is used after project outputs have been delivered and are being used, to assess whether the intended benefits are actually being achieved. Here, the organisation is not mainly asking whether the project was well managed or whether it should move to the next phase; it wants to know whether the promised operational improvement, reduced call-centre demand, has happened in practice.
A decision gate supports a go/no-go decision between stages. A post-project review looks back at project performance and lessons learned after completion. An audit provides an independent check of compliance, controls, or standards. The key clue is the focus on realised benefits some time after launch.
Topic: Understand Project Management and the Operating Environment
A project team is planning a customer app launch. During planning, the team learns that new data protection regulations will apply before go-live, so some features must be redesigned. Which PESTLE category does this external factor belong to?
Best answer: C
Explanation: The external factor is a change in regulations, which sits in the legal part of PESTLE. In this scenario, the redesign is needed because of compliance requirements rather than funding, policy direction, or new technology. PESTLE is used to classify external factors that may influence a project’s environment. When the factor is a law, regulation, or formal compliance requirement, it is mapped to the legal category. In this case, the trigger is new data protection regulations that must be met before launch, so the project must adjust its features to remain compliant.
A political factor would relate more to government priorities or public policy direction. An economic factor would involve costs, inflation, or market conditions. A technological factor would involve new tools, systems, or technical change. The key clue here is the word “regulations,” which points directly to legal.
Topic: Understand Resource, Scheduling and Optimisation in a Project
Which set of statements correctly defines time boxing?
Best answer: B
Explanation: Time boxing means fixing a time period for work or delivery. The time available is agreed in advance, and the work is managed to fit within it rather than extending the end date. Time boxing is a scheduling approach where a fixed period is set for carrying out work or producing a delivery. The defining feature is that the time limit is agreed first and then the work is organised to fit within that period. If needed, the amount of work or detailed scope can be adjusted, but the time period itself remains fixed.
This means statements about setting a fixed period, delivering within that agreed period, and adjusting scope to stay inside it all match the definition. A statement saying the end date can move does not match time boxing, because that removes the fixed-time constraint that makes it a time box.
Topic: Understand Roles and Responsibilities within Projects
In an iterative project context, which role represents product needs, helps prioritise what should be delivered, and clarifies requirements for the team?
Best answer: D
Explanation: The product owner is the role that represents product needs in relevant project contexts, especially iterative delivery. This role helps ensure the team understands what is needed and what should be prioritised. A product owner acts as the main representative of product needs for the team in relevant project contexts, particularly iterative or hybrid delivery. The role focuses on making sure the work being done reflects user and product priorities, and on clarifying requirements so the team can develop the right solution.
This is different from other core roles. The sponsor owns the business justification and supports the project at a senior level. The project manager coordinates and manages delivery. End users provide input and use the output, but they do not usually take on the ongoing responsibility of representing product needs and priorities to the team.
The key clue here is the combination of representing product needs, prioritising delivery, and clarifying requirements.
Topic: Understand Project Risk and Issue Management in Context
Why should issue resolution be tracked to closure? Which option contains the correct set of reasons?
Best answer: D
Explanation: Issue resolution is tracked to make sure actions are followed through until the issue is genuinely resolved and formally closed. It also provides visibility if progress stalls so further action or escalation can happen. An issue already exists and is affecting, or could affect, the project now, so it needs active management until it is closed. Tracking issue resolution to closure helps the project team confirm that agreed actions have been carried out, check that those actions have actually resolved the problem, and see whether progress is delayed and needs escalation. This gives control and accountability, usually through an issue log or similar record.
Estimating probability is part of risk thinking, because risks are uncertain future events. An issue has already happened, so the focus is resolution, monitoring, and closure rather than probability assessment.
Topic: Understand Project Scope Management
Which set of statements correctly outlines how a cost breakdown structure (CBS) supports cost understanding or control in a project?
Best answer: D
Explanation: A cost breakdown structure helps people understand and control project costs by arranging them in a clear hierarchy. This makes it easier to analyse spending by area and report costs at both detailed and summary levels. A cost breakdown structure (CBS) is used to classify and organise project costs so they can be understood and controlled more easily. By grouping costs into a hierarchy, the project can view spending by element, work area, or category instead of as one total figure. This supports clearer cost analysis, better monitoring, and reporting at different levels for different audiences.
What it does include is cost organisation and reporting. What it does not include is activity sequencing or dependencies, because those belong to scheduling tools rather than cost structures.
The key distinction is that a CBS supports cost visibility and control, not time logic.
Topic: Understand Communication in the Context of a Project
In a project to upgrade office phones, the project manager uploads a change notice to the shared drive. Later, technicians and end users meet to ask questions and clarify what will happen. Which activity best matches the definition of communication?
Best answer: A
Explanation: In PFQ, communication is defined as the exchange of information between people or groups. The meeting involves two-way sharing and clarification, so it fits that definition directly. Communication in a project is not just creating, storing, or approving information. It is the exchange of information between people or groups. In this scenario, the shared-drive notice is only a document being made available, while the meeting allows technicians and end users to share questions, answers, and understanding. That two-way interaction is what makes it communication in the PFQ sense.
A useful check is whether information is actually being exchanged between parties, rather than simply being recorded or authorised. Activities such as filing documents or approving plans may support communication, but they are not the definition of communication itself.
Topic: Understand Project Life Cycles
A digital service project must pass fixed approval stages for funding and deployment. During delivery, the team develops and tests features in short repeated cycles. Which life-cycle approach does this describe?
Best answer: D
Explanation: A hybrid life cycle combines elements of different life-cycle approaches in the same project. Here, the fixed approval stages are linear, while the repeated development cycles are iterative, so the project is using a hybrid approach. A hybrid life cycle uses features from more than one life-cycle approach within a single project. In this scenario, the project has fixed approval points for funding and deployment, which are typical of a linear approach. At the same time, the team delivers work in short repeated cycles, which is typical of an iterative approach.
Because both approaches are being used together, the life cycle is hybrid. A purely linear life cycle would not use repeated cycles during delivery, and a purely iterative life cycle would not be defined mainly by fixed stage-by-stage approvals. An extended life cycle is a different idea and does not simply mean mixing approaches.
Topic: Understand Project Management Planning
Which option contains the numbered item that is a typical project estimating method?
Best answer: A
Explanation: Analogous estimating is a typical estimating method used in project planning. The other listed items belong to different areas of project management, such as scheduling, stakeholder analysis, and change control. Analogous estimating is an estimating method that uses data or experience from similar past projects or work packages to produce an estimate. At PFQ level, it is important to recognise it as a typical method used when planning a project.
Critical path analysis is used to understand schedule logic and timing, not to create an estimate. Stakeholder analysis is used to identify and assess stakeholders. Change control is used to manage proposed changes to approved baselines.
So the only numbered item that matches a typical estimating method is analogous estimating.
Topic: Understand Leadership and Teamwork within a Project
A project team split across several sites and mainly collaborating online is facing the team-development challenge of ______.
Best answer: C
Explanation: Dispersed working is the challenge created when team members are spread across locations and rely mainly on remote collaboration. The stem points to physical separation, not to missing skills, unclear ownership, or lack of time. In PFQ, team-development challenges can include skill mix, availability, accountability, conflict, and dispersed working. Here, the deciding clue is that the team is split across several sites and mainly works online. That means the challenge comes from people being geographically separated, which can make coordination, communication, and team cohesion harder.
Skill mix is about whether the team has the right blend of capabilities. Availability is about whether people have enough time to contribute. Accountability is about clarity over who is responsible for what. The stem does not suggest any of those problems directly.
When the main issue is distance between team members, the best match is dispersed working.
Topic: Understand Quality in the Context of a Project
A project arranges an independent review to check that its quality processes are suitable and are being applied consistently. Which quality activity does this describe?
Best answer: A
Explanation: This describes quality assurance because the focus is on the process being used, not on inspecting finished outputs. In PFQ terms, assurance provides confidence that quality methods are appropriate and consistently applied. Quality assurance is about confidence in the way quality is being managed. When a project uses an independent review to check whether quality processes are suitable and are being followed correctly, it is assessing the effectiveness of the process, not just the product.
A decision gate is a wider governance review about whether to continue, not the specific quality activity described here.
Topic: Understand Project Management and the Operating Environment
PESTLE analysis helps a project team classify external influences on a project. A new law requiring stricter handling of customer data would be placed in which PESTLE category?
Best answer: C
Explanation: PESTLE is used to sort external factors into categories so their impact on the project can be understood. A new law on customer data handling belongs in the legal category because it is a regulatory requirement. PESTLE analysis groups external influences into political, economic, social, technological, legal, and environmental categories. When the factor is a law, regulation, or formal compliance requirement, it is classified as legal. In this case, stricter rules for handling customer data affect what the project must comply with, so the factor sits in the legal category.
This differs from political factors, which are more about government direction or policy context, and from social factors, which relate to attitudes or behaviours. The key takeaway is that if the external influence is a legal requirement, it should be mapped to legal in PESTLE.
Topic: Understand Resource, Scheduling and Optimisation in a Project
APM PFQ covers procurement strategy at a fundamentals level. Which option contains the topics that go beyond PFQ requirements?
Best answer: B
Explanation: PFQ expects broad understanding of procurement strategy, such as its purpose and when external supply may be appropriate. It does not require candidates to calculate supplier scores or analyse legal contract clauses. At PFQ level, procurement is tested at awareness depth within project resource and scheduling context. Candidates should understand what a procurement strategy is for and how external suppliers can support project delivery. However, PFQ does not expect advanced commercial analysis. Calculating weighted supplier scores is a specialist evaluation technique, and analysing detailed contract-law clauses is legal or commercial expertise rather than fundamentals project knowledge.
So the statements about procurement scoring and contract-law analysis are beyond PFQ scope, while the statements about procurement purpose and use of external suppliers remain within scope. A common trap is to assume any procurement-related activity is examinable in detail; PFQ stays at broad conceptual level.
Topic: Understand Roles and Responsibilities within Projects
In a project, the project manager is primarily responsible for ______ project work.
Best answer: C
Explanation: The project manager’s core role is to plan, coordinate, monitor and control the work needed to deliver the project. The other options describe responsibilities more closely associated with the sponsor, PMO, or end users. In APM PFQ terms, the project manager is the person responsible for managing the project on a day-to-day basis. That means planning the work, coordinating people and activities, monitoring progress, and controlling the project so it stays aligned with agreed objectives. These responsibilities are about organising and directing delivery rather than owning the investment decision or providing independent support functions.
A useful way to recognise the role is to separate delivery management from governance and support. The sponsor owns the business justification, the PMO supports standards and reporting, and end users help define needs or accept outcomes. The project manager focuses on managing the work to achieve the required outputs.
Topic: Understand Project Risk and Issue Management in Context
Which option contains only the statements that describe an existing issue rather than an uncertain risk?
Best answer: B
Explanation: An issue is something that has already happened or is happening now and needs action. A risk is an uncertain event or condition that may happen in the future and could affect project objectives. The core distinction is certainty and timing. A risk is uncertain: it may or may not happen in the future. An issue already exists and is affecting the project now.
In this question, the cancelled workshop and the software defect are both current problems, so they are issues. The possible supplier delay and possible future feature requests have not happened yet, so they are risks.
A quick check is to ask: “Is this happening now, or could it happen later?” If it is happening now, it is an issue.
If you want concept-first reading before heavier simulator work, use the companion APM PFQ Study Guide on PMExams.com. Then return here for timed mocks, topic drills, explanations, and the full PM Mastery practice route.
Use these child pages when you want focused PM Mastery practice before returning to mixed sets and timed mocks.