PK0-005 Practice Test 46 — 15 Questions

Question 1

A project team uses a tool that displays columns such as 'To Do', 'In Progress', and 'Done' to visualize workflow. This is an example of which type of board?

Accepted Answer

Kanban board. A Kanban board is a visual workflow management tool that uses columns representing stages of a process (typically 'To Do', 'In Progress', and 'Done') to show the status of work items. It emphasizes continuous flow and limiting work-in-progress (WIP), and is a core artifact in Kanban methodology. The column-based layout described in the question is the defining characteristic of a Kanban board.

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Pareto chart

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Gantt chart

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Scrum board

Question 2

In a manufacturing project, the team uses a Pareto chart to analyze defects. The chart shows that 80% of defects come from 20% of the causes. Which principle does this illustrate?

Accepted Answer

80/20 rule. The Pareto chart visualizes the Pareto principle, also known as the 80/20 rule, which states that roughly 80% of effects come from 20% of causes. In quality management, this helps teams focus on the vital few defect sources that produce the majority of problems, rather than spreading effort across trivial many causes.

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Scatter diagram

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Control limits

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Fishbone diagram

Question 3

A project manager is assigned to a new project that has a tight deadline. The sponsor wants to fast-track the project by overlapping some phases. Which project management concept should the PM be most concerned about regarding this approach?

Accepted Answer

Risk of rework due to incomplete deliverables from previous phases.. Fast-tracking involves overlapping project phases that would normally be sequential. The primary risk is that work on a later phase begins before the deliverables from the previous phase are fully complete and verified. This increases the probability of rework if the earlier deliverables contain errors or require changes, which can negate any time savings and introduce schedule instability.

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Longer overall project duration.

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Increased cost of additional resources.

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Reduced quality of final product.

Question 4

A project manager is conducting a risk assessment and identifies a risk with a high probability and high impact. The team decides to purchase insurance to cover potential losses. This is an example of which risk response strategy?

Accepted Answer

Transfer. Purchasing insurance transfers the financial risk of a potential loss to a third party (the insurer). This is the defining characteristic of the Transfer risk response strategy, where the ownership and impact of the risk are shifted, but the risk itself is not eliminated. In project management, this is distinct from Mitigate, which reduces probability or impact through direct action.

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Mitigate

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Accept

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Avoid

Question 5

Which cost estimation technique uses historical data from similar projects to estimate the current project?

Accepted Answer

Analogous. Analogous estimating uses historical data from similar past projects as the basis for estimating the current project's cost or duration. It is a top-down, expert-judgment technique that is fast and inexpensive but less accurate. The question's phrase 'historical data from similar projects' is the defining characteristic of analogous estimating.

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Three-point

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Bottom-up

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Parametric

Question 6

A project sponsor asks the project manager to accelerate the schedule. Which TWO schedule compression techniques could the project manager consider?

Accepted Answer

Fast-tracking. Fast-tracking (A) is a valid schedule compression technique because it overlaps activities that would normally be performed sequentially, thereby shortening the critical path duration, though it increases risk of rework. Crashing (B) is also a valid compression technique because it adds resources (often at increased cost) to critical path activities to reduce their duration. Monte Carlo simulation (C) is a quantitative risk analysis technique that models schedule uncertainty; it does not compress the schedule. Resource leveling (D) adjusts activity start/finish dates to resolve resource over-allocation, which typically extends the schedule rather than compressing it. Scope reduction (E) is scope change or descoping, not a recognized schedule compression technique.

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Monte Carlo simulation

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Resource leveling

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Scope reduction

Question 7

A project manager identifies a risk that could cause a $50,000 loss with a 20% probability. What is the expected monetary value (EMV) of this risk?

Accepted Answer

$10,000. Expected Monetary Value (EMV) for a risk is calculated as probability × impact. Here, EMV = 0.20 × $50,000 = $10,000. This represents the average expected loss from the risk and is used to prioritize risks and build contingency reserves.

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$100,000

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$50,000

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$25,000

Question 8

During a sprint review, the product owner notices that the team completed 30 story points in the previous sprint and 25 in the current sprint. The project manager wants to track the average story points completed per sprint to predict future performance. Which metric should be used?

Accepted Answer

Velocity. Velocity is the agile metric that measures the average number of story points a team completes per sprint, and it is used to forecast how much work the team can deliver in future sprints. With 30 points in one sprint and 25 in the next, the average velocity is 27.5, which the project manager can use for release planning and capacity forecasting. This is exactly the metric the question describes.

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Burnup chart

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Burndown chart

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Planned value

Question 9

A project manager is tracking the completion of key deliverables against the project schedule. Which tool should they use to display only major milestones without showing detailed dependencies or tasks?

Accepted Answer

Milestone chart. A milestone chart displays only major milestones — key events or deliverables — without showing the detailed tasks, dependencies, or durations that a Gantt chart would include. It provides a high-level view of progress against the schedule, making it ideal for executive reporting and tracking critical checkpoints. The project manager can quickly see which milestones are complete and which are pending.

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Network diagram

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Gantt chart

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Burndown chart

Question 10

A project manager is defining the roles and responsibilities for a project. Which TWO of the following are typical responsibilities of the project sponsor? (Select TWO).

Accepted Answer

Act as a champion for the project. Option A is correct because the project sponsor is the senior executive who champions the project, advocating for it at the executive level, securing organizational buy-in, and removing high-level obstacles. Option E is correct because the sponsor typically controls the funding, authorizes the budget, and provides or approves the financial resources needed for the project to proceed. The other options are not sponsor responsibilities: quality control inspections (B) are performed by quality assurance/control personnel or testers, task assignment (C) is a project manager or team lead duty, and developing the project schedule (D) is done by the project manager with the team, not the sponsor.

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Perform quality control inspections

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Assign tasks to team members

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Develop the project schedule

Question 11

A project manager is selecting tools for agile project management. Which TWO tools are specifically designed for agile methodologies?

Accepted Answer

Jira. Jira (B) is specifically designed for agile methodologies, offering native Scrum and Kanban boards, sprint planning, backlog grooming, velocity charts, and burndown/burnup reports that map directly to agile ceremonies. Trello (D) is built around Kanban-style boards with lists and cards, making it a purpose-built tool for visualizing agile workflows, limiting work in progress, and supporting iterative delivery. By contrast, Smartsheet (A) and Monday.com (E) are general work-management and spreadsheet-style platforms that can be configured for agile but were not specifically designed for it, and Microsoft Project (C) is a traditional waterfall/Gantt-based scheduling tool focused on critical-path planning rather than agile iterations.

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Smartsheet

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Microsoft Project

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Monday.com

Question 12

A project sponsor asks for a document that formally authorizes the project and provides the project manager with authority to apply resources. Which document should the project manager provide?

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 typically issued by the project sponsor or initiating entity and serves as the official start of the project. Without a charter, the project manager lacks the formal authority to proceed.

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Project management plan

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Business case

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Scope statement

Question 13

Which document defines the communication requirements, including who needs what information, when, and how?

Accepted Answer

Communication plan. The communication plan is the project document that defines who needs what information, when they need it, and through which channel. It captures stakeholder communication requirements, frequency, format, and responsible parties. This directly matches the question's wording about communication requirements.

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Stakeholder register

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RACI matrix

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Project charter

Question 14

A project is closing. The project manager collects feedback from the team on what went well and what could be improved. Which document is being created?

Accepted Answer

Lessons learned. The process of collecting feedback on what went well and what could be improved is the essence of creating a lessons learned document. In project management, this document captures insights and recommendations to improve future project performance, and it is a key output during project closure.

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Final project report

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Project closure checklist

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Project charter

Question 15

A project has a budget at completion (BAC) of $200,000. The earned value (EV) is $120,000 and the actual cost (AC) is $150,000. What is the estimate at completion (EAC) using the typical cost performance index (CPI) assumption?

Accepted Answer

$250,000. CPI = EV / AC = 120,000 / 150,000 = 0.8. Using the typical CPI assumption, EAC = BAC / CPI = 200,000 / 0.8 = $250,000. This assumes the current cost performance will continue for the remainder of the project.

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$170,000

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$300,000

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$230,000