PK0-005 Practice Test 28 — 15 Questions

Question 1

In earned value management, the project has an EV of $50,000, PV of $60,000, and AC of $55,000. What is the cost variance (CV)?

Accepted Answer

-$5,000. Cost Variance (CV) is calculated as EV − AC. With EV = $50,000 and AC = $55,000, CV = $50,000 − $55,000 = −$5,000, indicating the project is over budget by $5,000.

Answer

-$10,000

Answer

$10,000

Answer

$5,000

Question 2

Which THREE of the following are commonly recognized project constraints according to the Project Management Body of Knowledge (PMBOK)?

Accepted Answer

Cost. The PMBOK Guide identifies the classic triple constraint (also called the iron triangle) as Cost, Scope, and Time, which are the three fundamental project constraints that must be balanced against each other. Option A (Cost) is correct because the approved budget is a primary constraint that limits what resources a project can use. Option C (Scope) is correct because the defined deliverables and boundaries of the project constrain what work must be performed. Option E (Time) is correct because the schedule or deadline constrains how long the project has to deliver its scope. Options B (Communication) and D (Quality) are not part of the classic triple constraint; while both are important project management knowledge areas and can be affected by the triple constraint, they are not themselves the three commonly recognized constraints in the PMBOK framework.

Answer

Communication

Answer

Quality

Question 3

A project manager is preparing for the project closure phase. Which three activities should the project manager perform? (Select THREE).

Accepted Answer

Release project resources. Closure activities include obtaining formal acceptance, documenting lessons learned, and releasing resources. Updating the stakeholder register is not a primary closure activity, and the charter is created earlier.

Answer

Update the stakeholder register

Answer

Create the project charter

Question 4

During project execution, a key stakeholder requests a change that will affect the project scope. The project manager assesses the impact and finds it will increase costs by 15% and delay the schedule by two weeks. What is the FIRST action the project manager should take?

Accepted Answer

Submit the change request to the change control board for review.. In project management, when a change request impacts scope, cost, or schedule, the project manager must follow the formal change control process. The first action is to submit the change request to the change control board (CCB) for review and approval, as the project manager does not have unilateral authority to approve or reject changes that affect the project baseline. This ensures proper governance and stakeholder alignment.

Answer

Reject the change because it will impact schedule and cost.

Answer

Approve the change since the impact is minimal.

Answer

Implement the change immediately to satisfy the stakeholder.

Question 5

A project manager is preparing a procurement document that asks vendors to provide a price for a specific product. Which type of document is this?

Accepted Answer

Request for quotation (RFQ). A Request for Quotation (RFQ) is used when the buyer has a well-defined requirement (e.g., a specific product) and wants vendors to submit pricing. It is typically used for commodity or standard items where the specification is clear and the primary differentiator is price. This matches the scenario of asking vendors to provide a price for a specific product.

Answer

Request for proposal (RFP)

Answer

Request for information (RFI)

Answer

Statement of work (SOW)

Question 6

Which THREE items are considered agile artefacts?

Accepted Answer

Sprint backlog. The Sprint backlog (A) is a core agile artefact because it is the Scrum team's real-time plan of the work selected for the current Sprint, decomposed into tasks and owned by the Developers. The Product backlog (C) is the single, ordered, emergent list of everything that may be needed in the product, maintained by the Product Owner and refined continuously. The Burndown chart (D) is an agile artefact used to visualize remaining work versus time within a Sprint or release, supporting transparency and inspection. The Risk register (B) and RACI matrix (E) are traditional project-management documents typically associated with predictive/waterfall governance, not with agile frameworks such as Scrum.

Answer

Risk register

Answer

RACI matrix

Question 7

A project manager is using a quantitative analysis technique that runs thousands of iterations of the project schedule to determine the probability of completing the project by a certain date. This technique uses probability distributions for activity durations. Which technique is being described?

Accepted Answer

Monte Carlo simulation. Monte Carlo simulation is a quantitative risk analysis technique that runs thousands (or tens of thousands) of iterations of a project schedule, each time sampling activity durations from defined probability distributions (e.g., triangular, beta, normal). The output is a probability distribution of possible completion dates, allowing the project manager to state the likelihood of finishing by a target date.

Answer

SWOT analysis

Answer

Decision tree analysis

Answer

Sensitivity analysis

Question 8

Who is typically responsible for providing the project budget and resources, and for resolving issues that are beyond the project manager's authority?

Accepted Answer

Project sponsor. The project sponsor is the executive champion who authorizes the project, provides the budget and resources, and resolves issues escalated beyond the project manager's authority. This role is distinct from day-to-day management and is defined in PMBOK as the person or group that provides the financial resources and high-level support.

Answer

Project manager

Answer

Steering committee

Answer

Functional manager

Question 9

Which project life cycle phase involves obtaining formal acceptance of the project deliverables and releasing project resources?

Accepted Answer

Closing. The Closing phase is where the project is formally concluded. This includes obtaining formal acceptance of the final deliverables from the customer or sponsor, archiving project documents, releasing project resources (team members, equipment, etc.), and performing lessons learned. It is the only phase that encompasses these final wrap-up activities.

Answer

Executing

Answer

Planning

Answer

Monitoring and controlling

Question 10

During which project phase is the project charter created and the project manager officially assigned?

Accepted Answer

Initiating. The project charter is created and the project manager is officially assigned during the Initiating phase. This phase formally authorizes the project and gives the project manager authority to apply organizational resources to project activities. It is the first phase in the project lifecycle.

Answer

Executing

Answer

Planning

Answer

Monitoring and Controlling

Question 11

A project manager is leading a cross-functional team in a matrix organization. The project is experiencing conflicts between team members due to competing priorities from their functional departments. Which THREE techniques should the project manager use to resolve resource conflicts? (Select THREE).

Accepted Answer

Apply resource leveling to smooth resource demand. Resource leveling (B) is correct because it adjusts the project schedule to resolve over-allocation of resources, smoothing demand peaks and reducing the conflicts caused by competing priorities. Negotiating with functional managers (C) is correct because in a matrix organization the project manager must coordinate with functional managers who control resource availability and priorities, aligning project tasks with departmental demands. Escalating unresolved conflicts to the project sponsor (D) is correct because when conflicts cannot be resolved at the project manager's level, the sponsor has the authority to make decisions and remove organizational barriers. Ignoring conflicts (A) is incorrect because it allows issues to escalate and damages team performance rather than resolving them. Immediately reassigning team members (E) is incorrect because it is a reactive action that does not address the root cause of competing priorities and can create new resource problems.

Answer

Ignore conflicts to maintain team harmony

Answer

Immediately reassign team members to reduce conflict

Question 12

In a risk register, the risk score is typically calculated by multiplying which two fields?

Accepted Answer

Probability and impact. Risk score is usually probability multiplied by impact.

Answer

Impact and urgency

Answer

Risk score and residual risk

Answer

Probability and risk trigger

Question 13

A project is behind schedule. The project manager decides to start the next phase before the previous phase is fully complete, overlapping activities. This technique is known as:

Accepted Answer

Fast-tracking. Fast-tracking is a schedule compression technique where activities that would normally be performed sequentially are overlapped to shorten the project duration. Starting the next phase before the previous one is fully complete is the textbook definition of fast-tracking. It increases risk because it can require rework if the earlier phase's output changes.

Answer

Resource leveling

Answer

Monte Carlo simulation

Answer

Crashing

Question 14

Which of the following describes scope creep?

Accepted Answer

Uncontrolled additions to project scope without formal review.. Scope creep is defined as uncontrolled changes or continuous growth in a project's scope without going through the formal change control process. Option D captures this exactly: additions to scope that occur without formal review or approval, which typically lead to budget overruns, schedule delays, and resource strain. The key characteristic is the absence of proper authorization, distinguishing it from legitimate scope changes that follow change management procedures.

Answer

Reduction of scope to meet project constraints.

Answer

Decomposition of deliverables into smaller components.

Answer

Formal approval of changes to the project scope.

Question 15

A project manager is reviewing the risk register and sees a risk with high probability and high impact. The risk response strategy chosen is to purchase insurance. This is an example of which risk response strategy?

Accepted Answer

Transfer. Purchasing insurance shifts the financial consequence of a risk to a third party (the insurer) in exchange for a premium. In PMBOK/CompTIA risk terminology, this is the classic example of the Transfer strategy, because the risk itself still exists but its ownership and financial impact are moved to another entity. Transfer is most effective for risks with high probability and high impact where the cost of insurance is less than the potential loss.

Answer

Avoid

Answer

Accept

Answer

Mitigate