PK0-005 Practice Test 22 — 15 Questions

Question 1

A project has a critical path duration of 45 days. Activity X on the critical path has an optimistic duration of 5 days, a pessimistic duration of 13 days, and a most likely duration of 8 days. What is the expected duration of activity X using PERT?

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

Accepted Answer

8.33 days. PERT uses the weighted average formula Expected = (Optimistic + 4 × Most Likely + Pessimistic) / 6. Plugging in O=5, M=8, P=13 gives (5 + 32 + 13) / 6 = 50 / 6 ≈ 8.33 days. This beta-distribution weighting emphasizes the most likely value while accounting for uncertainty.

Answer

8.0 days

Answer

7.5 days

Answer

9.0 days

Question 2

Which THREE are common types of project management documentation? (Choose three.)

Accepted Answer

Project charter. The project charter (B) is a foundational project management document that formally authorizes the project, names the project manager, and captures high-level objectives, so it is a correct answer. The risk register (C) is a standard project management artifact used to identify, assess, and track risks and their responses throughout the project lifecycle. The scope statement (E) is also core project management documentation because it defines the project's deliverables, boundaries, and acceptance criteria. By contrast, a network diagram (A) is typically a technical or design artifact showing topology or dependencies rather than a standard project management document, and a server configuration file (D) is an operational IT artifact, not project management documentation.

Answer

Network diagram

Answer

Server configuration file

Question 3

In a network diagram, Activity B has a duration of 5 days. Its predecessor is Activity A (duration 3 days) with a finish-to-start relationship. Activity C (duration 4 days) has a start-to-start relationship with Activity B with a 2-day lag. What is the earliest day Activity C can start?

Accepted Answer

Day 6. Activity A finishes on day 3 (assuming day 1 start). Activity B, with a finish-to-start dependency on A, starts on day 4 and has a duration of 5 days, so it finishes on day 8. Activity C has a start-to-start relationship with B with a 2-day lag, meaning C can start 2 days after B starts. B starts on day 4, so C can start on day 6. Therefore, the earliest day Activity C can start is Day 6.

Answer

Day 5

Answer

Day 7

Answer

Day 8

Question 4

A project manager is overseeing a construction project to build a new office building. The project is currently in the execution phase, with foundation work underway. During a status meeting, the project manager discovers that the detailed architectural plans, which were a deliverable of the planning phase, were never formally approved by the client. The team has been working based on preliminary drawings that were used for the initial estimate. The project schedule shows that the next major activity, framing, is scheduled to start in two weeks. The project sponsor is on an extended leave and unavailable for the next month. The project manager is concerned about significant rework if the plans are later rejected. The project has a tight budget and aggressive timeline. What should the project manager do first?

Accepted Answer

Suspend the foundation work and initiate a plan to obtain formal approval of the architectural plans before proceeding.. The architectural plans were never formally approved, and the team is building on preliminary drawings — this is a critical scope/quality risk that could cause massive rework. The PM should stop work that depends on unapproved plans and initiate the approval process before proceeding to framing. Suspending foundation work (or at least halting further dependent work) and securing formal approval protects the budget and timeline from far greater damage.

Answer

Continue with the foundation work and address the approval issue during the closure phase.

Answer

Authorize overtime to complete the foundation work faster in case rework is needed.

Answer

Proceed with framing as scheduled and submit the plans for approval retroactively.

Question 5

Arrange the phases of the project life cycle in the correct order.

Accepted Answer

Initiating, Planning, Executing, Monitoring and Controlling, Closing. The standard project life cycle phases are Initiating, Planning, Executing, Monitoring and Controlling, and Closing.

Answer

Planning, Initiating, Executing, Monitoring and Controlling, Closing

Answer

Initiating, Planning, Executing, Closing, Monitoring and Controlling

Answer

Executing, Initiating, Planning, Monitoring and Controlling, Closing

Question 6

A project manager is creating a risk register. The team identifies a risk that could cause a data breach if a server is misconfigured. The probability is low, but impact is high. Which risk response strategy is most appropriate?

Accepted Answer

Mitigate by implementing configuration management.. Implementing configuration management directly reduces the likelihood of a server misconfiguration, which is the root cause of the potential data breach. This is a classic risk mitigation strategy that proactively addresses the risk's probability by enforcing standardized, auditable server configurations (e.g., using tools like Ansible or Puppet with CIS benchmarks).

Answer

Transfer the risk by purchasing cyber insurance.

Answer

Accept the risk because probability is low.

Answer

Avoid the risk by not using that server.

Question 7

A project manager is creating a document that formally authorizes the project and assigns the project manager. Which document is being created?

Accepted Answer

Project charter. The project charter is the document that formally authorizes the existence of a project and gives the project manager authority to apply organizational resources. It is issued by the sponsor or initiating entity and precedes detailed planning. None of the other documents serve this authorizing function.

Answer

Project management plan

Answer

Business case

Answer

Scope statement

Question 8

A company is implementing a new enterprise resource planning (ERP) system. The project is in the execution phase. The project manager receives a report that during user acceptance testing (UAT), 15 critical defects were found. The defects are related to incorrect calculation logic in the financial module. The testing team estimates that fixing these defects will require two additional weeks of work by the development team. The project sponsor is concerned about the schedule delay and asks the project manager to proceed with the go-live as planned and fix the defects after go-live. The project manager must decide the best course of action. What should the project manager do?

Accepted Answer

Initiate a change request to formally document the defects, assess the impact on schedule, and seek approval from the change control board.. The project manager should initiate a change request to formally document the defects, assess the impact on schedule, and seek approval from the change control board. This follows proper change management processes, ensuring that the sponsor's request is evaluated against project constraints and that any schedule change is approved through governance.

Answer

Delay the go-live without formal approval and instruct the team to fix the defects immediately.

Answer

Direct the development team to implement a temporary workaround to allow go-live on time.

Answer

Proceed with go-live as scheduled and address defects post-implementation, as requested by the sponsor.

Question 9

A project manager is evaluating a risk with a probability of 30% and an impact of $50,000. What is the expected monetary value (EMV) of this risk?

Accepted Answer

$15,000. Expected Monetary Value (EMV) is calculated as probability multiplied by impact: 0.30 × $50,000 = $15,000. This represents the risk's weighted average monetary exposure and is used in quantitative risk analysis to prioritize risks and compute contingency reserves.

Answer

$150,000

Answer

$1,500

Answer

$50,000

Question 10

A project has a BAC of $500,000 and a CPI of 0.8. What is the estimate at completion (EAC) assuming the current cost performance will continue?

Accepted Answer

$625,000. The Estimate at Completion (EAC) using the formula EAC = BAC / CPI, which assumes current cost performance continues, is calculated as $500,000 / 0.8 = $625,000. A CPI of 0.8 means the project is getting $0.80 of work for every $1.00 spent, so the total cost will be higher than the budget. Dividing the BAC by the CPI projects the final cost based on the current burn rate.

Answer

$500,000

Answer

$1,000,000

Answer

$400,000

Question 11

A project team is decomposing the project scope into smaller, manageable components. Which rule ensures that the WBS includes 100% of the work defined in the scope?

Accepted Answer

100% rule. The 100% rule states that the WBS must include 100% of the work defined in the project scope and capture all deliverables, including internal, external, and project management work. It also means no work should be included that is not part of the scope. This rule ensures completeness and prevents scope creep or omission.

Answer

Rolling wave planning

Answer

Scope verification

Answer

Decomposition rule

Question 12

Given EV = $80,000 and AC = $90,000, what is the project's cost performance index (CPI) and what does it indicate?

Accepted Answer

CPI = 0.89; the project is over budget. CPI is calculated as EV / AC = $80,000 / $90,000 ≈ 0.89. A CPI less than 1.0 means the project is spending more than the value earned, so it is over budget. The correct answer pairs the 0.89 value with the over-budget interpretation.

Answer

CPI = 0.89; the project is under budget

Answer

CPI = 1.11; the project is under budget

Answer

CPI = 0.80; the project is over budget

Question 13

A project manager is reviewing the project charter and notes that a specific software platform must be used for the deliverable. The project sponsor has mandated this technology due to organizational standards. In which category of constraint should this requirement be documented?

Accepted Answer

Technical constraint. A technical constraint is a restriction imposed by the technology or platform that must be used, such as a mandated software platform, compatibility requirements, or architectural standards. The sponsor's mandate to use a specific software platform due to organizational standards is a classic technical constraint. It limits the project team's technology choices.

Answer

Resource constraint

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External dependency

Answer

Discretionary dependency

Question 14

A project team is identifying risks. They gather subject matter experts anonymously and use a facilitator to collect their responses iteratively until consensus is reached. Which risk identification technique is being used?

Accepted Answer

Delphi technique. The Delphi technique is a structured communication method used to achieve consensus among experts anonymously. It involves iterative rounds of questionnaires and controlled feedback, which matches the scenario described. This technique reduces bias and encourages independent thinking.

Answer

Assumptions analysis

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SWOT analysis

Answer

Brainstorming

Question 15

A project team is creating a work breakdown structure (WBS) for a software development project. The project manager wants to ensure that all deliverables are identified and decomposed into manageable work packages. Which tool should the team use to represent the hierarchical decomposition of the work?

Accepted Answer

Work breakdown structure (WBS). The Work Breakdown Structure (WBS) is the correct tool because it is specifically designed to represent the hierarchical decomposition of project deliverables into manageable work packages. This aligns directly with the project manager's goal of identifying all deliverables and breaking them down for the software development project.

Answer

RACI chart

Answer

Risk register

Answer

Gantt chart