PK0-005 Practice Test 49 — 15 Questions

Question 1

During a project status meeting, a team member reports that a critical task is delayed due to a vendor not delivering a required component. The project manager needs to update the project schedule and communicate the impact. Which tool should the project manager use to analyze the effect of this delay on the overall project timeline?

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

Accepted Answer

Critical path method (CPM). The Critical Path Method (CPM) is the scheduling technique used to determine the longest sequence of dependent tasks and calculate float/slack, which directly reveals how a delay on a critical task propagates to the project end date. When a vendor delay affects a critical task, CPM analysis shows whether the project finish date slips and by how much, enabling the PM to update the schedule and communicate impact accurately.

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PERT chart

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Gantt chart

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Kanban board

Question 2

A project team is identifying risks using a technique that involves a group of experts answering questionnaires anonymously to avoid bias. Which risk identification technique is being used?

Accepted Answer

Delphi technique. The Delphi technique is a structured risk identification method where a panel of experts answers questionnaires anonymously over multiple rounds, with a facilitator summarizing responses between rounds until consensus emerges. Anonymity reduces bias from dominant personalities or hierarchical pressure. This matches the scenario exactly.

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Assumptions analysis

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Brainstorming

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SWOT analysis

Question 3

A project manager is overseeing a manufacturing process improvement project. During the monitoring and controlling phase, the project manager notices that the project is two weeks behind schedule due to unexpected machine downtime. The team suggests reducing the amount of testing on the new equipment to recover the schedule. The project sponsor is concerned about meeting the deadline and supports the team's suggestion. What should the project manager do?

Accepted Answer

Analyze the impact and propose fast-tracking or crashing as alternatives.. The project manager should analyze the impact of the schedule delay and propose schedule compression techniques like fast-tracking or crashing as alternatives to reducing testing. Reducing testing on new equipment introduces quality risks that could have severe consequences in a manufacturing context. Fast-tracking (performing activities in parallel) or crashing (adding resources) are standard PMBOK techniques to recover schedule without compromising scope or quality. This approach aligns with the project manager's responsibility to balance competing constraints and make informed recommendations.

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Add more resources to the testing phase later to compensate.

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Accept the team's suggestion to reduce testing and update the schedule.

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Immediately escalate to the steering committee for a decision.

Question 4

A project has three activities: Activity A (5 days), Activity B (7 days), Activity C (4 days). Activity B depends on A. Activity C depends on B. What is the total float for Activity B?

Accepted Answer

0 days. Activity B is on the critical path: A (5) → B (7) → C (4) = 16 days total, and B has no slack because any delay to B delays C and the project. Total float is calculated as Late Start − Early Start (or Late Finish − Early Finish); for B, both are equal, giving 0 days of float.

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5 days

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7 days

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4 days

Question 5

During a quality audit, the project team discovers that 80% of customer complaints are caused by 20% of the defect types. Which quality tool should the project manager use to present this data and prioritize corrective actions?

Accepted Answer

Pareto chart. A Pareto chart is the correct tool because it combines a bar chart of defect frequencies (ordered from highest to lowest) with a cumulative percentage line, visually demonstrating the 80/20 principle. It helps the project manager prioritize corrective actions by focusing on the 20% of defect types causing 80% of complaints.

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Scatter diagram

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Control chart

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Cause-and-effect diagram

Question 6

An IT project manager is using a project management software tool to track progress. The tool shows that the project's SPI is 0.8 and CPI is 1.1. Which conclusion can the project manager draw about the project's performance?

Accepted Answer

The project is behind schedule and under budget.. The SPI (Schedule Performance Index) of 0.8 indicates that the project is behind schedule, as SPI < 1 means less progress was achieved than planned. The CPI (Cost Performance Index) of 1.1 indicates the project is under budget, as CPI > 1 means the earned value exceeds the actual cost. Therefore, the project is behind schedule and under budget, making option D correct.

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The project is behind schedule and over budget.

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The project is on schedule and on budget.

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The project is ahead of schedule and over budget.

Question 7

A project manager is creating a document that identifies all project stakeholders and their interests, influence, and expectations regarding the project. This document is the:

Accepted Answer

Stakeholder register. The stakeholder register is the project document that identifies all stakeholders and records their interests, influence, expectations, and other relevant details. It is a key output of the Identify Stakeholders process in project stakeholder management. Unlike other documents, it specifically captures stakeholder analysis information to help the project manager engage stakeholders effectively.

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RACI matrix

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Issue log

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Communication plan

Question 8

During a project, a critical team member is reassigned to a higher-priority project, leaving the project without sufficient resources. This is an example of a(n):

Accepted Answer

Resource constraint. A resource constraint occurs when the availability of a required resource — here, a critical team member — is limited or removed, directly affecting the project's ability to proceed. The reassignment of the team member to a higher-priority project creates a shortage of human resources, which is the textbook definition of a resource constraint. It limits what the project can accomplish within its schedule and scope.

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Issue

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Technical constraint

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External dependency

Question 9

A project team is identifying risks using a SWOT analysis. Which THREE of the following are categories examined in a SWOT analysis? (Select THREE).

Accepted Answer

Opportunities. SWOT analysis examines four categories: Strengths, Weaknesses, Opportunities, and Threats. Option A (Opportunities) is correct because SWOT explicitly evaluates external favorable factors that could benefit the project or organization. Option B (Weaknesses) is correct because SWOT examines internal negative attributes that could hinder performance. Option E (Strengths) is correct because SWOT assesses internal positive attributes and capabilities that provide an advantage. Options C (Assumptions) and D (Constraints) are not part of the SWOT framework; assumptions and constraints are typically captured in a project charter or risk register, not in the SWOT categories.

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Assumptions

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Constraints

Question 10

Which document formally records the deliverables, acceptance criteria, exclusions, assumptions, and constraints of a project?

Accepted Answer

Scope statement. The scope statement is the document that formally records the project's deliverables, acceptance criteria, exclusions, assumptions, and constraints. It provides a detailed description of the project scope and serves as a baseline for scope control. It is a key output of the Define Scope process.

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Work breakdown structure (WBS)

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Risk register

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Project charter

Question 11

A project has a budget at completion (BAC) of $500,000. After 3 months, the earned value (EV) is $200,000, the actual cost (AC) is $250,000, and the planned value (PV) is $180,000. What is the cost performance index (CPI) and what does it indicate?

Accepted Answer

CPI = 0.8, over budget. CPI is calculated as EV / AC = $200,000 / $250,000 = 0.8. A CPI less than 1.0 indicates that the project is over budget, because the value earned is less than the cost incurred. Therefore, CPI = 0.8, over budget is correct.

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CPI = 1.11, under budget

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CPI = 0.8, behind schedule

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CPI = 1.25, over budget

Question 12

A project manager is working on a project with high uncertainty and rapidly changing requirements. Which project life cycle model is MOST appropriate?

Accepted Answer

Iterative/Adaptive life cycle.. The iterative/adaptive life cycle is most appropriate for projects with high uncertainty and rapidly changing requirements because it embraces change through short, time-boxed iterations that allow for continuous feedback and reprioritization. Unlike predictive models, adaptive approaches like Scrum or Kanban enable the project team to adjust scope and direction based on evolving stakeholder needs and emerging information, making them ideal for dynamic environments.

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Spiral life cycle.

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Incremental life cycle.

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Predictive (Waterfall) life cycle.

Question 13

During project planning, the project manager decomposes the project scope into smaller, more manageable components. What is the resulting document called?

Accepted Answer

Work breakdown structure (WBS). The Work Breakdown Structure (WBS) is the deliverable-oriented hierarchical decomposition of the total scope of work required to complete the project. It breaks the project into smaller, more manageable components called work packages, which can be estimated, scheduled, and assigned.

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Scope statement

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Project charter

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Network diagram

Question 14

A project manager is selecting a methodology for a project with well-understood requirements and low expected change. Which methodology is MOST appropriate?

Accepted Answer

Predictive (Waterfall). Predictive/waterfall is suitable for stable requirements and low change, as it follows a sequential plan-driven approach.

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Agile

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Scrum

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Hybrid

Question 15

A project is 40% complete. The earned value (EV) is $80,000, planned value (PV) is $100,000, and actual cost (AC) is $90,000. What is the cost performance index (CPI) and schedule performance index (SPI)?

Accepted Answer

CPI = 0.89, SPI = 0.80. The Cost Performance Index (CPI) is calculated as EV/AC = $80,000/$90,000 = 0.89, indicating cost overrun. The Schedule Performance Index (SPI) is EV/PV = $80,000/$100,000 = 0.80, indicating schedule delay. Option B correctly matches these values.

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CPI = 0.80, SPI = 0.89

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CPI = 1.13, SPI = 1.25

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CPI = 0.89, SPI = 1.25