PK0-005 Practice Test 43 — 15 Questions

Question 1

Which of the following is an example of a risk response strategy to avoid a risk?

Accepted Answer

Changing the project scope to eliminate the risk. Avoiding a risk means eliminating the threat entirely by removing its cause — for example, changing project scope so the risky activity is no longer performed. This is the definition of the 'avoid' risk response strategy in PMI's risk management framework. Option A directly describes removing the risk source through scope change.

Answer

Accepting the risk and budgeting for impact

Answer

Purchasing insurance

Answer

Assigning a risk owner

Question 2

A project manager needs to identify the root cause of a recurring defect. Which quality tool uses a fishbone diagram to categorize potential causes?

Accepted Answer

Cause-and-effect diagram. The cause-and-effect diagram, also called a fishbone or Ishikawa diagram, is the quality tool specifically designed to categorize potential causes of a problem into branches such as people, process, technology, environment, and materials. It is used in root cause analysis to visually organize brainstorming around why a defect recurs. The 'fishbone' shape places the effect (defect) at the head and potential causes along the spine and ribs.

Answer

Scatter diagram

Answer

Control chart

Answer

Pareto chart

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

A project manager is developing a communication plan. Which two elements should be included in the plan? (Select TWO)

Accepted Answer

Frequency of communication. Option A (Frequency of communication) is correct because a communication plan must specify how often information is distributed—daily, weekly, monthly, or at milestones—so stakeholders know when to expect updates and the team can schedule reporting activities. Option D (Stakeholder communication needs) is correct because the plan must identify who needs what information, in what format, and through which channel, tailoring communications to each stakeholder's requirements and influence. Options B, C, and E are incorrect because the risk register, project charter, and work breakdown structure are project artifacts or inputs that inform planning, not elements that constitute the communication plan itself.

Answer

Risk register

Answer

Project charter

Answer

Work breakdown structure

Question 5

A project manager is creating a RACI matrix for the project. One activity involves conducting security testing. The security lead will perform the testing, the project manager is responsible for ensuring it happens, and the compliance officer needs to be informed of the results. Which assignment is correct?

Accepted Answer

Security lead: Responsible; Project manager: Accountable; Compliance officer: Informed. In a RACI matrix, the person who performs the work is Responsible (R), the person ultimately answerable for the correct completion is Accountable (A), and those who need to be kept informed are Informed (I). Here, the security lead performs the testing, so they are Responsible; the project manager ensures it happens and is ultimately answerable, so they are Accountable; the compliance officer needs to be informed, so they are Informed. This matches option C.

Answer

Security lead: Accountable; Project manager: Informed; Compliance officer: Responsible

Answer

Security lead: Responsible; Project manager: Informed; Compliance officer: Accountable

Answer

Security lead: Accountable; Project manager: Responsible; Compliance officer: Informed

Question 6

A project manager is assigning resources to activities. Activity X requires a specialized skill that is only available from a contractor. The project manager decides to hire the contractor. Which TWO documents are most likely to be used to define the work and terms for this contractor? (Select TWO).

Accepted Answer

Statement of Work (SOW). The Statement of Work (SOW) [CORRECT] is the document that defines the work to be performed by the contractor, including deliverables, scope, and acceptance criteria, so it directly specifies what the contractor must do for Activity X. The Procurement contract [CORRECT] is the legally binding agreement that establishes the terms and conditions between the buyer and the seller, covering payment, schedule, and obligations for the hired contractor. The Project charter authorizes the project but does not define contractor work or terms, so it is not appropriate here. The Work Breakdown Structure (WBS) decomposes project deliverables into work packages but does not specify contractual terms or the contractor's obligations. The Request for Proposal (RFP) is used to solicit bids before selecting a contractor, not to define the final work and terms once the contractor is hired.

Answer

Project charter

Answer

Work Breakdown Structure (WBS)

Answer

Request for Proposal (RFP)

Question 7

A project manager is assigned to a new project that involves developing a mobile application. The project sponsor wants to ensure that the project delivers value to the organization. Which project management concept should the project manager apply to align the project with strategic goals?

Accepted Answer

Define the business case and ensure it reflects organizational objectives.. The business case is the foundational document that justifies the project by linking it directly to organizational objectives and strategic goals. For a mobile application project, the business case would articulate how the app supports the company's strategic direction (e.g., increasing market share, improving customer engagement, or generating new revenue streams). Without a clear business case aligned with strategy, the project risks delivering a technically sound product that fails to provide business value.

Answer

Conduct a stakeholder analysis to identify all interested parties.

Answer

Create a risk register to manage potential threats.

Answer

Develop a detailed project scope statement.

Question 8

A company is migrating to a new ERP system. The project manager needs to ensure minimal downtime during cutover. Which deployment strategy should be recommended?

Accepted Answer

Parallel. The parallel deployment strategy is recommended because it allows the old and new ERP systems to run concurrently during cutover, enabling users to validate the new system while maintaining operations on the legacy system. This minimizes downtime by providing a fallback option if issues arise, ensuring business continuity during the migration.

Answer

Big bang

Answer

Pilot

Answer

Phased

Question 9

A project manager is closing a project. Which THREE activities are part of the project closure process? (Select THREE).

Accepted Answer

Release project resources. Option A (Release project resources) is correct because once the project is complete and deliverables are accepted, the team members, equipment, and other resources must be released back to the organization or reassigned to other projects as part of closing. Option C (Archive project documents) is correct because closure includes collecting, organizing, and storing project records, lessons learned, and final reports for future reference and audits. Option E (Obtain formal acceptance from the sponsor) is correct because formal sign-off confirms the deliverables meet requirements and is a prerequisite to closing the project. Option B (Implement risk response strategies) is not a closure activity; risk responses are executed during project execution and monitoring/controlling. Option D (Create the Work Breakdown Structure) is not a closure activity; the WBS is created during project planning.

Answer

Implement risk response strategies

Answer

Create the Work Breakdown Structure

Question 10

A project is in the Monitoring and Controlling phase. A change request has been submitted to add a new feature. The change control board (CCB) has approved the change. Which THREE actions should the project manager take next?

Accepted Answer

Communicate the change to stakeholders. After the CCB approves a change request, the project manager must communicate the change to stakeholders (B) so that everyone affected understands the new scope, timeline, and impacts, which is essential for managing expectations during Monitoring and Controlling. The project manager must also update the project baselines (C), such as scope, schedule, and cost, because approved changes modify the performance measurement baseline against which project performance is tracked. Finally, the approved change should be implemented as planned (E), following the perform integrated change control process, so the new feature is executed and its results verified. Option A is incorrect because closing the project is a Closing process group activity, not a response to an approved change during Monitoring and Controlling. Option D is incorrect because the change was already approved by the CCB, so rejecting it contradicts the authorization and the integrated change control process.

Answer

Close the project

Answer

Reject the change because it was not in the original plan

Question 11

A project manager is assigned to a project that has already started without a formal project charter. What should the project manager do first?

Accepted Answer

Obtain approval for a project charter. Without a formal project charter, the project lacks official authorization and a clear link to organizational objectives. The project manager must first obtain approval for a project charter to secure the authority to apply organizational resources and formally initiate the project, as defined by PMI standards.

Answer

Create a work breakdown structure

Answer

Develop a project management plan

Answer

Identify stakeholders

Question 12

Which of the following is a key responsibility of the project sponsor?

Accepted Answer

Providing resources and removing obstacles. The project sponsor provides resources, champions the project, and resolves escalations. The PM plans and executes; the team does tasks; the steering committee provides governance.

Answer

Performing quality assurance

Answer

Developing the project schedule

Answer

Executing project tasks

Question 13

A project manager is creating the WBS. Which THREE of the following are characteristics of a well-constructed WBS?

Accepted Answer

Each level represents a smaller detail of the level above. A well-constructed WBS is hierarchical, so option A is correct: each descending level represents an increasingly detailed decomposition of the level above it, moving from the project deliverable down to work packages. Option B is correct because a proper WBS is deliverable-oriented, decomposing the project into tangible outputs (deliverables) rather than activities or organizational units. Option C is correct because the WBS must capture 100% of the work defined in the project scope—the '100% rule'—including all deliverables and, where relevant, project management work, with no scope omitted. Option D is not inherently a defining characteristic: organizing by project phases is merely one possible approach, and a WBS can instead be organized by product, deliverable, or other structures. Option E is incorrect because including administrative tasks not in scope violates the 100% rule and introduces scope creep, since the WBS may only contain work that is part of the approved project scope.

Answer

Organized by project phases

Answer

Includes administrative tasks not in scope

Question 14

A project team is using an agile methodology and the product owner frequently changes priorities mid-sprint. What is the most likely consequence?

Accepted Answer

Missed sprint goals. In agile methodology, the sprint is a time-boxed iteration with a fixed scope of work committed by the team. When the product owner frequently changes priorities mid-sprint, it disrupts the team's focus and capacity, making it highly likely that the original sprint goals will not be completed. This directly leads to missed sprint goals, as the team cannot deliver the planned work within the sprint's fixed duration.

Answer

Increased team morale

Answer

Better stakeholder satisfaction

Answer

Higher quality deliverables

Question 15

Which document formally authorizes the project and provides the project manager with the authority to apply resources?

Accepted Answer

Project charter. The project charter is the document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It is issued by a sponsor or initiator external to the project and establishes a partnership between the performing organization and the requesting organization. Without a signed charter, the project manager lacks the official mandate to allocate budget, personnel, or equipment.

Answer

Project management plan

Answer

Business case

Answer

Scope statement