PK0-005 Practice Test 2 — 25 Questions

Question 1

A software development team uses short, time-boxed iterations, daily stand-up meetings, and a prioritized backlog. Requirements are expected to evolve throughout the project. Which project management methodology is being used?

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

Accepted Answer

Agile. Agile methodology is characterized by short, time-boxed iterations (sprints), daily stand-up meetings, a prioritized backlog, and the expectation that requirements evolve throughout the project. These practices align with the Agile Manifesto's emphasis on iterative delivery, customer collaboration, and responding to change over following a rigid plan.

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Predictive

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Hybrid

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Waterfall

Question 2

During project closing, a project manager must complete several activities. Which TWO are appropriate for project closure?

Accepted Answer

Archive project documents. Project closure includes formal acceptance from the sponsor/customer and archiving project documents. Releasing resources and lessons learned are also closure activities, but the question asks for TWO from the options.

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Create the project charter

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Update the risk register

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Develop the project schedule

Question 3

Which TWO of the following are primary responsibilities of the project manager? (Select two.)

Accepted Answer

Communicating project status to stakeholders. Option B is correct because communicating project status to stakeholders is a core project manager responsibility—the PM provides regular performance reports, progress updates, and status information to keep stakeholders informed and manage expectations. Option D is correct because managing the project team—including assigning work, motivating members, resolving conflicts, and developing team capabilities—is a fundamental PM duty throughout the project lifecycle. Option A is not a PM responsibility; project funding is typically provided by the sponsor or executive management, not the PM. Option C is not a PM responsibility; defining the company's strategic goals belongs to senior leadership or executive management. Option E is not a PM responsibility; issues escalated above the PM's authority are resolved by the sponsor or higher management, not the PM.

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Providing project funding

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Defining the company's strategic goals

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Resolving escalated issues above the PM's authority

Question 4

A project manager reviews the following risk register: R1 (Vendor delay) has a probability of 0.8 and an impact of 0.6; R2 (Resource shortage) has a probability of 0.6 and an impact of 0.5; R3 (Technical failure) has a probability of 0.6 and an impact of 0.6; R4 (Scope creep) has a probability of 0.7 and an impact of 0.5. Which risk should the project manager prioritize for active monitoring and response?

Accepted Answer

R1 - Vendor delay. R1 has the highest risk score when multiplying probability by impact: 0.8 × 0.6 = 0.48, which is higher than R2 (0.6 × 0.5 = 0.30), R3 (0.6 × 0.6 = 0.36), and R4 (0.7 × 0.5 = 0.35). Therefore, R1 should be prioritized for active monitoring and response. The project manager uses the risk score (probability × impact) to rank risks and focus attention on the highest exposure.

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R3 - Technical failure

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R4 - Scope creep

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R2 - Resource shortage

Question 5

A project manager is identifying stakeholders and documenting their interests and influence. In which project life cycle phase is this activity performed?

Accepted Answer

Initiating. Identifying stakeholders is a key activity in the Initiating phase, where the project is formally authorized and stakeholders are identified.

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Executing

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Closing

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Planning

Question 6

Which of the following is an example of gold plating?

Accepted Answer

A developer adds a feature not in the requirements because it would be 'nice to have'. Gold plating is when the project team adds extra features beyond what was required, which can introduce risk and scope creep.

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A stakeholder requests an additional feature and the PM rejects it

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The team removes a feature to meet the deadline

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A developer adds a user-requested feature that was approved through change control

Question 7

A project team discovers a problem that is currently happening and affecting project deliverables. The project manager needs to document this situation. Which document should be used to record this?

Accepted Answer

Issue log. An issue log records problems that have already occurred and are currently affecting the project, along with ownership, status, and resolution actions. Since the problem is 'currently happening and affecting deliverables,' it is an active issue, not a future risk, so it belongs in the issue log. The project manager documents it there to track resolution and communicate impact.

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Change log

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Risk register

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Lessons learned

Question 8

A project manager is leading a software development project. The team has completed the design phase and is about to start coding. The project sponsor asks the project manager to add a new feature that was not in the original scope. What should the project manager do first?

Accepted Answer

Initiate a change request to assess the impact on cost, schedule, and resources.. The project manager must first initiate a formal change request to assess the impact of the new feature on cost, schedule, and resources before any action is taken. This aligns with the PMI's integrated change control process, which requires evaluating trade-offs in a software development context where code dependencies and integration points can be affected. Adding features without analysis risks scope creep, budget overruns, and missed deadlines.

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Add the feature to the project plan and adjust the schedule accordingly.

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Approve the change and inform the team to start working on it.

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Refuse the request because the scope was already baselined.

Question 9

A project manager is tracking remaining work over the course of a sprint to see if the team is on pace to complete all committed stories. Which agile artifact should the project manager use?

Accepted Answer

Burndown chart. A burndown chart tracks the amount of remaining work (typically story points or hours) over the sprint duration, showing whether the team is on pace to complete all committed stories by sprint end. It plots remaining work on the Y-axis against time on the X-axis, with an ideal trend line for comparison.

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Velocity chart

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Burnup chart

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Gantt chart

Question 10

A project manager identifies a risk that a key team member might leave during the project. To reduce the impact, she cross-trains other team members. Which risk response strategy is being applied?

Accepted Answer

Mitigate. Mitigation reduces the probability or impact of a risk. Cross-training reduces impact.

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Accept

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Avoid

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Transfer

Question 11

The project manager receives a defect report for CI-103. The team identifies that a new requirement necessitates updating CI-103. According to the configuration management process, what should the project manager do FIRST?

Accepted Answer

Submit a change request to the change control board.. When a defect report indicates that a new requirement necessitates updating a configuration item (CI-103), the first step in the configuration management process is to submit a change request to the change control board (CCB). This ensures that any modification to a baselined CI is formally evaluated, approved, and tracked before implementation, preventing unauthorized changes that could destabilize the project.

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Ignore the defect because CI-103 is approved.

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Update CI-103 to version 1.1 and deploy the fix.

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Assign the defect to a developer to fix immediately.

Question 12

A project manager is assigned to a new project with unclear requirements and expects frequent changes. Which project management methodology is most suitable?

Accepted Answer

Agile. Agile methodologies are designed to handle evolving requirements and frequent changes.

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Hybrid

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Predictive (waterfall)

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Lean

Question 13

A project has a BAC of $100,000. The earned value is $40,000, actual cost is $50,000, and planned value is $30,000. What is the estimate at completion (EAC) assuming the current cost performance is expected to continue?

Accepted Answer

$125,000. When the current cost performance is expected to continue, EAC is calculated as BAC / CPI. Here CPI = EV / AC = 40,000 / 50,000 = 0.8, so EAC = 100,000 / 0.8 = $125,000. This is the standard PMBOK formula for EAC when cost performance is assumed to persist.

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$110,000

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$75,000

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$90,000

Question 14

A project manager is using a risk probability and impact matrix. A risk has a probability of 0.3 and an impact of $50,000. What is the expected monetary value (EMV) of this risk?

Accepted Answer

$15,000. EMV = Probability × Impact = 0.3 × $50,000 = $15,000.

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$50,000

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$1,500

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$150,000

Question 15

According to Tuckman's model, during which stage do team members begin to resolve conflicts and establish norms?

Accepted Answer

Norming. In Tuckman's model, the Norming stage is when team members resolve their differences, agree on working methods, and establish shared norms and values. Conflict from the Storming stage gives way to cohesion, and the team begins to function as a coordinated unit with agreed-upon rules. This is the stage where trust and mutual support replace the earlier friction.

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Performing

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Storming

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Forming

Question 16

Which document contains all identified risks, their probability and impact, and planned response strategies?

Accepted Answer

Risk register. The risk register is the project management document that catalogs every identified risk along with its assessed probability, potential impact, and the planned response strategy (avoid, transfer, mitigate, or accept). It is a living artifact updated throughout the project lifecycle as risks are identified, re-evaluated, or closed. This is the standard output of the Identify Risks and Plan Risk Responses processes in PMBOK.

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Change log

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Issue log

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Project charter

Question 17

In a matrix organization, a project manager is struggling to get resources assigned to project tasks because the functional managers prioritize operational work. Which type of matrix organization is MOST likely in place?

Accepted Answer

Weak matrix. In a weak matrix, the project manager has limited authority and resources are controlled by functional managers. Strong matrix gives PM more authority; balanced is in between; functional is not a matrix.

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Strong matrix

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Balanced matrix

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Functional

Question 18

A project manager is reviewing the project schedule and notices that a critical path activity has a variance of -2 days. What does this indicate?

Accepted Answer

The activity is behind schedule and will delay the project.. A negative variance on the critical path indicates the activity is behind schedule. Since the critical path has zero float, any delay directly extends the project's finish date. A variance of -2 days means the activity is 2 days late, which will delay the project by 2 days unless corrective action is taken.

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The activity is ahead of schedule.

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The activity is on schedule.

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The activity has float and can be delayed.

Question 19

A project manager is using a schedule compression technique that adds resources to critical path activities to shorten the project duration. Which technique is being used, and what is its primary trade-off?

Accepted Answer

Crashing; increases cost. Crashing is the schedule compression technique that adds resources to critical path activities to shorten duration, and its primary trade-off is increased cost due to additional labor, overtime, or expediting fees. It is used when schedule is more critical than budget.

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Fast-tracking; increases cost

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Crashing; increases risk

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Fast-tracking; increases risk

Question 20

Which THREE of the following are examples of project constraints?

Accepted Answer

Scope. Scope is a classic project constraint because it defines the boundaries of what the project will deliver. Any change to scope directly impacts time and cost, forming the core of the triple constraint model. In project management, scope must be clearly defined and controlled to prevent scope creep, which can derail project objectives.

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Communication

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Risk