PK0-005 Practice Test 14 — 15 Questions

Question 1

During a project audit, the project manager discovers that several change requests were implemented without proper documentation. The project team used a verbal approval process, and changes were made directly to project documents without updating the change log. The project manager needs to establish a formal change control process and choose appropriate tools to track changes. The tools must support submission, review, approval, and implementation tracking of change requests. Which combination of tools should the project manager implement?

Choose an answer to begin — your selection is scored in the full session.

Accepted Answer

A change request form template and a change log spreadsheet that is shared and updated regularly. A formal change request form template ensures standardized documentation of each change request, and a shared change log spreadsheet provides a centralized, trackable record of submission, review, approval, and implementation. This combination supports the required structured change control process. Option A is incorrect because relying solely on a change register without separate forms lacks the detailed documentation needed for each change. Option C is incorrect because a wiki page, while collaborative, does not enforce a formal workflow or provide robust tracking of approvals and status changes. Option D is incorrect because an email distribution list and email folder are informal, lack version control, and make auditing difficult.

Answer

A change register in the project plan document without separate forms

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A wiki page where team members can add change requests and update status

Answer

An email distribution list for change requests and a folder for approved emails

Question 2

A project manager is estimating costs for a new software development project. The company has completed three similar projects in the past. Which cost estimation technique is most appropriate in this scenario?

Accepted Answer

Analogous estimation. Analogous estimation is the most appropriate technique because it uses historical data from similar past projects to estimate costs for the new project. Since the company has completed three similar projects, the project manager can leverage that experience to produce a quick, high-level estimate. This method is particularly useful in the early stages when detailed information is scarce.

Answer

Bottom-up estimation

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Parametric estimation

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Three-point estimation

Question 3

In which project life cycle phase are project risks identified and a risk management plan created?

Accepted Answer

Planning. Risk identification and planning occur during the planning phase.

Answer

Closing

Answer

Initiating

Answer

Executing

Question 4

A project manager at a marketing firm is using Microsoft Project to manage a campaign launch. The project has 15 tasks with several dependencies, including finish-to-start and start-to-start. Team members update their task progress daily. After a week, the project manager notices that some tasks are not reflecting updated finish dates even though dependencies are marked as complete. For example, Task 4 (Design finalization) has a finish-to-start dependency on Task 3 (Concept approval), which was completed three days ago, but Task 4's start date remains unchanged, causing the entire schedule to appear delayed. The project manager has verified that all task links are correctly set in the software. What should the project manager do first?

Accepted Answer

Recalculate the schedule after verifying that all dependencies are correctly set and that completed tasks have actual finish dates entered.. The most likely cause of the issue is that the actual finish dates for completed tasks (like Task 3) have not been entered in Microsoft Project. Without actual finish dates, the scheduling engine cannot calculate the successor task's start date, even if dependencies are correctly set. Recalculating the schedule after verifying and entering actual dates forces the tool to update the forward pass and reflect the true project status.

Answer

Reassign Task 4 to a different team member to speed up its start.

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Ignore the discrepancy because the overall schedule variance is still within the acceptable threshold of 5%.

Answer

Manually adjust the start date of Task 4 to align with the completion of Task 3.

Question 5

A project manager is leading a project that uses a hybrid methodology. The project has a fixed deadline but the requirements are expected to evolve. Which approach best describes how the PM should handle the project?

Accepted Answer

Plan the overall schedule and budget predictively, but develop requirements iteratively. Hybrid combines predictive planning for fixed elements (like deadline) with agile iterations for evolving requirements.

Answer

Use a fully predictive approach to ensure the deadline is met

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Use a fully agile approach and adjust the deadline as needed

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Use a Kanban board without any upfront planning

Question 6

A project to migrate on-premises email to a cloud-based service is nearing completion. After the final cutover, some users report that emails sent to certain domains are not being delivered. The project team checks the mail servers and finds no errors. The project manager reviews the DNS records and discovers that the MX records were not updated to point to the new service. What should the team do first?

Accepted Answer

Update the DNS records and wait for propagation.. The root cause is that the MX records in DNS still point to the old on-premises mail server, so sending mail servers cannot route messages to the new cloud service. Updating the MX records to point to the new service and waiting for DNS propagation (typically 1–48 hours depending on TTL) is the correct first step because it restores proper email routing at the DNS level. No server-side errors exist, so the issue is purely a DNS configuration problem.

Answer

Configure manual email forwarding rules.

Answer

Set up an SMTP relay on the old server.

Answer

Revert the migration to the on-premises system.

Question 7

A project manager is reviewing the lessons learned from a previous project. Which TWO documents are commonly used to capture lessons learned? (Choose two.)

Accepted Answer

Lessons learned register. The lessons learned register (C) is the primary project document used to record knowledge gained during the project, capturing situations, their impact, recommendations, and actions to take, and it is updated throughout the project as new lessons emerge. The lessons learned report (E) is the formal end-of-project document that consolidates and summarizes the lessons learned register's content, presenting them to the organization for future projects. The issue log (A) tracks current problems and their resolution status, not the knowledge derived for future use, so it is not a lessons learned document. The change log (B) records change requests and their disposition, which is unrelated to capturing lessons learned. The risk register (D) documents identified risks, their analysis, and responses, not the retrospective knowledge captured as lessons learned.

Answer

Issue log

Answer

Change log

Answer

Risk register

Question 8

A project manager is leading a software upgrade project. The project is using an agile methodology with two-week sprints. After three sprints, the team has not completed all planned user stories, and the product owner is frustrated. The project manager reviews the velocity and finds it is 30% lower than estimated. The team cites unforeseen technical debt. What should the project manager do?

Accepted Answer

Reestimate the remaining work and adjust the release plan.. The project manager should first reestimate the remaining work based on the actual velocity (30% lower than planned) and then adjust the release plan accordingly. This aligns with agile principles of data-driven planning and transparency, addressing the root cause (unforeseen technical debt) by incorporating the team's actual capacity into future sprints.

Answer

Add more team members to increase velocity.

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Extend the sprint duration to complete more work.

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Ask the product owner to prioritize only critical stories.

Question 9

A project has a budget of $100,000 and a duration of 12 months. After 6 months, the project is 50% complete and has spent $60,000. What is the cost variance?

Accepted Answer

-$10,000. Cost variance (CV) = Earned Value (EV) − Actual Cost (AC). At 6 months with a $100,000 budget and 50% completion, EV = 0.50 × $100,000 = $50,000. AC = $60,000. CV = $50,000 − $60,000 = −$10,000, indicating the project is $10,000 over budget.

Answer

-$40,000

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$10,000

Answer

$40,000

Question 10

A project manager identifies a key stakeholder who has high interest in the project but low power to influence decisions. In the power/interest grid, where should this stakeholder be placed?

Accepted Answer

Keep informed. In the power/interest grid, stakeholders with high interest but low power should be kept informed. They care about the project and want updates, but they cannot significantly influence decisions, so the appropriate strategy is regular communication to maintain their engagement without over-investing management effort. 'Keep satisfied' is reserved for high-power, low-interest stakeholders.

Answer

Manage closely

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Keep satisfied

Answer

Monitor

Question 11

A project manager is using a control chart to monitor the number of defects per day. The chart shows 10 data points within the control limits, but all 10 points are above the mean. What does this indicate?

Accepted Answer

A special cause variation is likely present. In a control chart, a run of 10 consecutive points above the mean (center line) is a classic indicator of a non-random pattern, even if all points fall within the control limits. This violates the 'run rule' (typically 7 or more points on one side of the mean), which signals the presence of a special cause variation that should be investigated. Option C is correct because the sustained shift above the mean suggests an assignable cause is affecting the process, not random common cause variation.

Answer

The control limits need to be recalculated

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The process is producing fewer defects than expected

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The process is in control and stable

Question 12

A project manager is closing a project that delivered a new customer relationship management system. Which THREE activities are part of the closing process? (Select THREE).

Accepted Answer

Release project resources. Option A (Release project resources) is correct because the Closing process group includes releasing team members, equipment, and other resources once the deliverables are accepted and no further work is required. Option C (Obtain formal acceptance of deliverables from the customer) is correct because formal sign-off from the customer confirms the CRM system meets requirements and is a prerequisite to closing the project or phase. Option D (Conduct a post-implementation review) is correct because lessons learned and post-implementation reviews are performed during closing to evaluate performance and capture knowledge for future projects. Option B (Create a detailed project schedule) is incorrect because schedule development occurs during planning, not closing. Option E (Develop the project charter) is incorrect because the charter is created during initiating to formally authorize the project.

Answer

Create a detailed project schedule

Answer

Develop the project charter

Question 13

Which THREE of the following are typically included in a project management plan? (Select THREE.)

Accepted Answer

Cost baseline. The project management plan is the formal, approved document that defines how the project is executed, monitored, and controlled. The cost baseline, schedule baseline, and scope baseline are all fundamental components of the project management plan, as they represent the approved versions of the project budget, schedule, and scope against which performance is measured.

Answer

Issue log

Answer

Stakeholder register

Question 14

During project selection, an organization evaluates multiple projects using financial methods. Which THREE of the following are commonly used financial project selection methods? (Select THREE).

Accepted Answer

Net Present Value (NPV). Net Present Value (NPV) is correct because it is a core discounted cash flow method that compares the present value of a project's expected future cash inflows against its initial investment, using a specified discount rate to determine whether the project adds value. Internal Rate of Return (IRR) is correct because it is a financial method that calculates the discount rate at which a project's NPV equals zero, allowing comparison of a project's expected return against the organization's required rate of return or cost of capital. Payback period is correct because it is a commonly used financial selection method that measures how long it takes for cumulative cash inflows to recover the initial investment, helping assess liquidity and risk. Earned Value Management (EVM) is not a project selection method; it is a performance measurement technique used during project execution to integrate scope, schedule, and cost. Resource leveling is not a financial selection method; it is a scheduling technique used to resolve resource over-allocation by adjusting start and finish dates.

Answer

Earned Value Management (EVM)

Answer

Resource leveling

Question 15

A project team is executing the project plan when a key stakeholder requests a significant change to the scope. The change control board has approved the change. What should the project manager update next?

Accepted Answer

Project management plan and scope baseline. After a change is approved by the change control board, the project manager must update the project management plan and the scope baseline to reflect the new scope.

Answer

Risk register

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Communications plan

Answer

Issue log