PK0-005 Practice Test 28 — 15 Questions

Question 1

A project manager is managing an agile project. The team uses iterative development and daily stand-up meetings. Which of the following is a key principle of agile project management?

Accepted Answer

Customer collaboration over contract negotiation. The Agile Manifesto prioritizes customer collaboration over contract negotiation, meaning the project team works closely with the customer to refine requirements and deliver value iteratively. In an agile project with daily stand-ups and iterative development, this principle ensures continuous feedback and adaptation rather than rigid adherence to a contract.

Answer

Comprehensive documentation

Answer

Following a detailed plan

Answer

Sequential phases

Question 2

Which THREE are common types of project organizational structures? (Choose three.)

Accepted Answer

Matrix. A matrix organizational structure is common because it blends functional and projectized elements, allowing team members to report to both a functional manager and a project manager. This structure balances resource sharing with project focus, making it widely used in organizations that handle multiple concurrent projects.

Answer

Flat

Answer

Hierarchical

Question 3

At a certain point in the project, the earned value (EV) is $500, the planned value (PV) is $600, and the actual cost (AC) is $400. What is the schedule performance index (SPI)?

Accepted Answer

0.83. The Schedule Performance Index (SPI) is calculated as EV / PV. With EV = $500 and PV = $600, SPI = 500 / 600 = 0.8333, which rounds to 0.83. An SPI less than 1.0 indicates the project is behind schedule because less value has been earned than planned.

Answer

1.25

Answer

0.67

Answer

1.20

Question 4

During project execution, a team member reports that a key deliverable will be delayed by two weeks due to an unforeseen technical issue. The project manager evaluates the change and determines the impact on the critical path. According to best practices, what should the project manager do first?

Accepted Answer

Analyze the impact on the project schedule and cost, then submit a change request.. Option C is correct because, upon identifying a delay that impacts the critical path, the project manager must first analyze the full impact on schedule and cost before formally documenting the change. Submitting a change request initiates the formal change control process, ensuring that all stakeholders review and approve adjustments before any plan updates or actions are taken. This aligns with the PMBOK Guide's integrated change control process, which requires impact analysis as the first step after identifying a potential change.

Answer

Update the project plan and inform stakeholders after the delay occurs.

Answer

Tell the team member to work overtime to meet the original deadline.

Answer

Immediately inform the sponsor and request a budget increase.

Question 5

Which TWO are examples of project constraints in the project management triangle? (Choose two.)

Accepted Answer

Time. The project management triangle, also known as the triple constraint, traditionally consists of time, cost, and scope. Time (A) is a core constraint because it defines the project schedule and deadlines, directly impacting resource allocation and deliverables. Cost (D) is another core constraint, representing the budget available for labor, materials, and overhead, which limits project scope and quality. These two are explicitly listed as primary vertices in the classic triple constraint model.

Answer

Risk

Answer

Resources

Answer

Quality

Question 6

A project manager is creating a document that defines the project's objectives, key stakeholders, high-level requirements, and initial budget. Which document is this?

Accepted Answer

Project charter. The project charter is the document that formally authorizes the project and defines high-level information such as objectives, key stakeholders, high-level requirements, and the initial budget. This aligns with the PMBOK Guide definition, where the charter provides the project manager with the authority to apply organizational resources to project activities.

Answer

Scope statement

Answer

Project management plan

Answer

Work breakdown structure

Question 7

A project manager is leading a team in a functional organization. Which statement BEST describes the project manager's authority?

Accepted Answer

The project manager has limited authority and acts as a coordinator.. In a functional organization, the project manager's role is primarily that of a coordinator or expediter, with limited authority over project resources and team members. Functional managers retain authority over personnel and budget, leaving the project manager to facilitate communication and track progress without direct control.

Answer

The project manager has full authority over project resources.

Answer

The project manager shares authority with functional managers.

Answer

The project manager has authority only over project budget.

Question 8

Based on the exhibit, who is directly responsible for the work of Developer 1?

Accepted Answer

Bob. In a typical organizational chart for a project, the reporting structure shows that Developer 1 reports directly to Bob, who is the team lead or manager. Bob is therefore directly responsible for assigning tasks, reviewing work, and managing Developer 1's performance. This is based on the hierarchical lines of authority depicted in the exhibit.

Answer

Grace

Answer

Eve

Answer

Alice

Question 9

Which of the following is an output of the Close Project or Phase process?

Accepted Answer

Final product, service, or result transition. The Close Project or Phase process formally completes the project or phase and produces the final product, service, or result transition as a key output. This output documents the handover of deliverables to the customer or operations, ensuring acceptance and closure. It is the definitive artifact that signals the end of project work.

Answer

Project charter

Answer

Issue log

Answer

Work performance information

Question 10

Refer to the exhibit. Based on the risk register, which risk has the highest risk score?

Accepted Answer

R003. Risk R003 has the highest risk score because the risk register shows a probability of 0.8 and an impact of 0.9, yielding a risk score of 0.72 (0.8 × 0.9). This is higher than R001 (0.5 × 0.7 = 0.35) and R002 (0.6 × 0.8 = 0.48). In project risk management, the risk score is calculated by multiplying probability and impact, and R003's product is the greatest.

Answer

R001

Answer

All risks have the same score

Answer

R002

Question 11

During a project status meeting, a stakeholder requests a report showing the variance of actual costs from the planned budget. Which metric should the project manager include?

Accepted Answer

Cost variance (CV). Cost variance (CV) is the direct measure of the difference between the earned value (EV) and the actual cost (AC), showing exactly how actual costs deviate from the planned budget. Since the stakeholder specifically requests a report on variance of actual costs from the planned budget, CV is the correct metric. CV = EV - AC, where a negative value indicates overspending.

Answer

Schedule performance index (SPI)

Answer

Cost performance index (CPI)

Answer

Schedule variance (SV)

Question 12

Two project team members disagree on the technical approach for a critical deliverable. The project manager needs to resolve the conflict to avoid schedule delays. What is the best course of action?

Accepted Answer

Facilitate a meeting to discuss pros and cons and reach consensus. Option D is correct because the project manager should facilitate a collaborative discussion to evaluate the technical merits of each approach, enabling the team to reach consensus. This aligns with conflict resolution best practices in project management, leveraging the team's expertise to find the optimal solution without imposing a decision that could undermine buy-in or quality. By addressing the disagreement directly, the PM prevents schedule delays while maintaining team cohesion and technical integrity.

Answer

Escalate the issue to the project sponsor

Answer

Immediately decide on the approach and direct the team

Answer

Split the work and let each member implement their own approach

Question 13

A project manager is evaluating a project proposal. Which TWO of the following criteria are most important for deciding whether to approve the project?

Accepted Answer

Alignment with organizational strategy. Alignment with organizational strategy (Option B) is the most critical criterion because a project must support the organization's long-term goals and mission to justify resource allocation and executive sponsorship. Without strategic alignment, even a technically sound project can be deprioritized or canceled, as it fails to deliver value that advances the business's core objectives.

Answer

Shortest duration

Answer

High profit potential

Answer

Lowest cost among alternatives

Question 14

A project is in the initiation phase, and the sponsor asks the project manager to evaluate which project to select among three proposals. Proposal A has an NPV of $150,000, Proposal B has a payback period of 18 months, and Proposal C has an internal rate of return (IRR) of 12%. The organization's cost of capital is 10%. Which project should be selected based on the most financially sound criterion?

Accepted Answer

Proposal A. Proposal A has an NPV of $150,000, which is a direct measure of the project's value creation in today's dollars. Since NPV accounts for the time value of money and the organization's cost of capital (10%), a positive NPV indicates the project is expected to generate value above the required return. Among the options, NPV is the most financially sound criterion because it quantifies absolute wealth increase, unlike payback period (which ignores time value and cash flows after payback) or IRR (which can be misleading for mutually exclusive projects).

Answer

Proposal C

Answer

Proposal B

Answer

Cannot determine without additional data

Question 15

A project is in the execution phase. The project manager discovers that the actual cost performance index (CPI) is 0.8 and the schedule performance index (SPI) is 0.9. What does this indicate about the project?

Accepted Answer

The project is over budget and behind schedule.. A CPI of 0.8 means the project is earning only $0.80 for every $1.00 spent, indicating it is over budget. An SPI of 0.9 means the project is progressing at 90% of the planned rate, indicating it is behind schedule. Therefore, the project is both over budget and behind schedule, making option D correct.

Answer

The project is on budget but behind schedule.

Answer

The project is over budget and ahead of schedule.

Answer

The project is under budget and ahead of schedule.