PK0-005 Practice Test 33 — 15 Questions

Question 1

A project manager is overseeing the implementation of a new customer relationship management (CRM) system. The vendor requires access to the company's internal network to install and configure the software. Which of the following is the BEST practice to ensure security while allowing vendor access?

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

Accepted Answer

Set up a VPN connection with two-factor authentication. Setting up a VPN connection with two-factor authentication is the best practice because it creates an encrypted tunnel over the internet, ensuring data confidentiality and integrity, while two-factor authentication adds an extra layer of security beyond just a password. This approach allows the vendor to access only the internal network resources necessary for installation and configuration, without exposing the entire network to unauthenticated or unencrypted access.

Answer

Provide the vendor with access to the guest Wi-Fi network

Answer

Allow the vendor to use remote desktop protocol (RDP) directly over the internet

Answer

Create a local user account with administrative privileges for the vendor

Question 2

Which THREE of the following are project management knowledge areas as defined in the PMBOK Guide?

Accepted Answer

Risk. Option A (Risk) is correct because Project Risk Management is one of the ten PMBOK Guide knowledge areas, covering processes to identify, analyze, and respond to project uncertainties. Option B (Stakeholder) is correct because Project Stakeholder Management is a defined PMBOK knowledge area, encompassing processes to identify people or organizations impacted by the project and manage their engagement. Option D (Integration) is correct because Project Integration Management is the PMBOK knowledge area that coordinates all other knowledge areas through processes such as developing the project charter and directing project work. Option C (Security) is not a PMBOK knowledge area; security concerns are typically addressed within risk, quality, or resource management rather than as a standalone area. Option E (Budgeting) is not a separate knowledge area either; cost budgeting is a process within Project Cost Management, not a knowledge area itself.

Answer

Security

Answer

Budgeting

Question 3

During execution, the project manager receives a customer change request to add a significant feature. Analysis shows the change will increase the budget by 15% and extend the schedule by two months. What should the project manager do first?

Accepted Answer

Submit the change to the change control board. The project manager should first submit the change to the change control board (CCB) because any change that impacts scope, schedule, or budget must go through the Perform Integrated Change Control process. The CCB is the designated authority to review, evaluate, and approve or reject change requests, ensuring that the change is assessed against project constraints and objectives. Approving or rejecting the change unilaterally would bypass this governance process, and updating the project plan before approval would be premature.

Answer

Approve the change

Answer

Reject the change

Answer

Update the project plan

Question 4

A project has a cost performance index (CPI) of 1.2 and a schedule performance index (SPI) of 0.8. What does this indicate about the project?

Accepted Answer

Under budget and behind schedule. CPI is calculated as Earned Value (EV) divided by Actual Cost (AC). A CPI of 1.2 means EV > AC, so the project is under budget (getting more value per dollar spent). SPI is EV divided by Planned Value (PV). An SPI of 0.8 means EV < PV, so the project is behind schedule. Therefore, the project is under budget and behind schedule.

Answer

Over budget and behind schedule

Answer

Over budget and ahead of schedule

Answer

Under budget and ahead of schedule

Question 5

Put the steps for closing a project in the correct order.

Accepted Answer

Acceptance, then Releasing resources, then Closing contracts, then Lessons learned, then Archiving. Project closing includes acceptance, releasing resources, closing contracts, lessons learned, and archiving.

Answer

Releasing resources, then Acceptance, then Closing contracts, then Lessons learned, then Archiving

Answer

Lessons learned, then Acceptance, then Releasing resources, then Closing contracts, then Archiving

Answer

Archiving, then Acceptance, then Releasing resources, then Closing contracts, then Lessons learned

Question 6

Which TWO of the following are examples of gold plating? (Select two.)

Accepted Answer

Including an additional reporting module that was not specified. Gold plating means delivering extra functionality or quality beyond what was agreed in scope, without the customer requesting it. Option B is correct because adding an additional reporting module that was not specified introduces unrequested scope, which is a classic example of gold plating. Option D is correct because using higher quality materials than specified to improve durability exceeds the agreed requirements and adds unrequested value, also gold plating. Option A is not gold plating because the feature was requested by the customer after scope approval, making it a scope change rather than unrequested extra work. Option C is not gold plating because removing a feature reduces scope and cost rather than adding unrequested functionality. Option E is not gold plating because correcting a defect is required quality work to meet the agreed specification, not extra scope.

Answer

Adding a feature the customer requested after scope approval

Answer

Removing a feature to reduce cost

Answer

Correcting a defect found during testing

Question 7

Which TWO of the following are examples of key performance indicators (KPIs) used to measure project success?

Accepted Answer

Schedule variance (SV). Schedule variance (SV) and cost performance index (CPI) are both standard key performance indicators (KPIs) defined in earned value management (EVM). SV measures the difference between earned value and planned value, indicating whether the project is ahead or behind schedule. CPI measures cost efficiency by comparing earned value to actual cost, directly reflecting project budget performance.

Answer

Project charter approval date

Answer

Number of team meetings per week

Answer

Work breakdown structure (WBS)

Question 8

A project manager is using an issue log to track problems. During a weekly status meeting, a team member reports a new issue that has already caused a one-day delay. The project manager adds it to the issue log. What is the NEXT step?

Accepted Answer

Assign an owner and a target resolution date. Once an issue is added to the issue log, the next step is to assign an owner and a target resolution date. This ensures accountability and provides a clear deadline for resolving the problem, which is essential for tracking progress and minimizing further impact on the project schedule.

Answer

Close the issue since it has already occurred

Answer

Communicate the delay to stakeholders immediately

Answer

Update the risk register with the issue

Question 9

During project closure, which three activities should be performed? (Select THREE)

Accepted Answer

Obtain formal acceptance. Option A (Obtain formal acceptance) is correct because project closure requires the customer or sponsor to formally sign off on the deliverables, confirming they meet requirements before the project can be officially closed. Option B (Conduct lessons learned) is correct because closure includes capturing what went well, what did not, and recommendations so future projects benefit from the experience. Option D (Archive project documents) is correct because closure involves storing final artifacts, contracts, and records in the organizational knowledge base for audit, compliance, and historical reference. Option C (Develop project charter) is incorrect because the charter is created during initiation to authorize the project, not at closure. Option E (Create risk register) is incorrect because the risk register is built and maintained during planning and execution, and closure instead focuses on closing out remaining risks.

Answer

Develop project charter

Answer

Create risk register

Question 10

A project manager needs to communicate the project schedule to senior management, highlighting only key events such as the start and end of phases and major deliverables. Which type of chart is most appropriate?

Accepted Answer

Milestone chart. A milestone chart is designed to show only key events and major deliverables, such as the start and end of phases, without the detailed task-level bars of a Gantt chart. This makes it ideal for communicating high-level schedule information to senior management.

Answer

Network diagram

Answer

Gantt chart

Answer

Burndown chart

Question 11

A project manager is reviewing a change request to add a new feature to a software product. The change will increase the project timeline by two weeks and require additional budget. Which of the following should the project manager do first?

Accepted Answer

Evaluate the impact on the triple constraint.. According to PMBOK, when a change request is received, the project manager should first evaluate its impact on the project constraints (scope, time, cost, quality, etc.) before taking any other action. This impact analysis is part of the Perform Integrated Change Control process. Only after assessing the impact can the change be submitted to the change control board (CCB) for a decision. Therefore, evaluating the impact on the triple constraint is the first step.

Answer

Submit the change to the change control board for approval.

Answer

Update the project management plan.

Answer

Reject the change because it will increase time and cost.

Question 12

A project manager is assigning stakeholders to quadrants on a power/interest grid. Which stakeholders require the most active management?

Accepted Answer

High power, high interest. In the power/interest grid, stakeholders with both high power (authority to influence decisions) and high interest (stake in the outcome) must be managed closely because they can both affect and are affected by the project. These are typically 'key players' who require active engagement, regular communication, and involvement in decision-making. The PMBOK-aligned strategy for this quadrant is 'Manage Closely.'

Answer

Low power, low interest

Answer

High power, low interest

Answer

Low power, high interest

Question 13

A project manager is leading a cross-functional team that is working together for the first time. The team members are polite but hesitant to share ideas. According to Tuckman's stages of group development, which stage is the team currently in?

Accepted Answer

Forming. In Tuckman's model, the Forming stage is characterized by politeness, uncertainty, and hesitation as members get to know each other and clarify roles. The team described is polite but reluctant to share ideas, which is the hallmark of Forming, before conflict (Storming) or cohesion (Norming) develops.

Answer

Norming

Answer

Storming

Answer

Performing

Question 14

During a project, the project manager receives a change request that would modify the project's scope. According to the integrated change control process, which THREE actions are part of evaluating this change request? (Choose three.)

Accepted Answer

Determine the benefits and risks of the change. In the Perform Integrated Change Control process, every change request must be evaluated before a decision is made, and option B (determine the benefits and risks of the change) is correct because the team must weigh the potential value the change delivers against the threats it introduces to the project objectives. Option C (assess alternatives to the requested change) is correct because evaluation includes examining other ways to achieve the requester's underlying need, such as a different technical approach or a workaround, rather than accepting the change as written. Option D (analyze the impact on the schedule, cost, and quality) is correct because the change must be assessed against the project constraints and knowledge areas, typically via a change control board review of schedule, cost, scope, quality, and risk impacts. Option A is wrong because baselines are updated only after the change is formally approved and implemented, not during evaluation. Option E is wrong because scope increases are not automatically rejected; a change that adds scope may be approved if its benefits justify the impact, and rejection is a decision output, not an evaluation action.

Answer

Update the project baselines immediately

Answer

Reject the change if it increases scope

Question 15

In the stakeholder power/interest grid, stakeholders with high power and low interest should be managed using which strategy?

Accepted Answer

Keep satisfied. In the power/interest grid, stakeholders with high power but low interest must be kept satisfied because they can exert significant influence over the project (e.g., block approvals or funding) yet they don't want to be burdened with day-to-day details. The 'Keep Satisfied' strategy delivers enough high-level information to prevent them from becoming disengaged or obstructive without overwhelming them. This matches the classic Mendelow matrix quadrant mapping: high power/low interest = keep satisfied.

Answer

Keep informed

Answer

Manage closely

Answer

Monitor