PK0-005 Practice Test 50 — 15 Questions

Question 1

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

Accepted Answer

Scope statement. The scope statement is the formal document that explicitly records the project's deliverables, acceptance criteria, exclusions, assumptions, and constraints. It builds on the project charter by adding detail and serves as the baseline against which scope changes are evaluated. Because it captures what is in and out of scope, it directly answers the question's list of items.

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Work Breakdown Structure

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Project charter

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Change log

Question 2

A project team is creating a WBS. They ensure that every deliverable and work package is included and that the sum of the work at the lower levels equals the total work at the higher levels. Which principle are they applying?

Accepted Answer

100% rule. The 100% rule in Work Breakdown Structure (WBS) creation states that the WBS must include 100% of the work defined by the project scope and capture all deliverables—internal, external, and interim—in terms of work to be completed. It also ensures that the sum of the work at the lower levels equals the total work at the higher levels, preventing scope creep and ensuring completeness. This is exactly what the team is applying.

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Rolling wave planning

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Decomposition

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Scope verification

Question 3

A project manager documents a change request and updates the change log. Which step of integrated change control is being performed?

Accepted Answer

Change request documentation and logging. Integrated change control is a process with distinct sequential steps: documenting the change request, logging it in the change log, evaluating impact, obtaining CCB approval, and updating the project plan. The scenario explicitly states the PM documents the request and updates the change log, which maps directly to the 'change request documentation and logging' step. This is the formal capture phase before any analysis or approval occurs.

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Updating project plan

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Evaluating impact

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CCB review

Question 4

During project execution, a stakeholder requests a new feature that was not originally included in the scope. The project manager records the request and evaluates its impact on the triple constraint. What should the project manager do next?

Accepted Answer

Submit the change request to the change control board.. After recording the change request and evaluating its impact on the triple constraint (scope, time, cost), the project manager should submit the change request to the change control board (CCB) for review and approval. The CCB is the authorized body that decides whether to approve, reject, or defer changes. This ensures that changes are properly evaluated and approved before implementation.

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Approve the change and update the project plan.

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Implement the change and inform stakeholders later.

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Reject the request because it was not in the original scope.

Question 5

A project manager uses a quantitative risk analysis tool that runs thousands of simulations to determine the probability of completing the project by a certain date. Which technique is being used?

Accepted Answer

Monte Carlo simulation. Monte Carlo simulation is a quantitative risk analysis technique that runs thousands of iterations with random values for uncertain variables to produce a probability distribution of possible outcomes, such as the likelihood of completing the project by a specific date. It is specifically designed for schedule and cost risk modeling under uncertainty.

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Decision tree analysis

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Expected monetary value analysis

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Sensitivity analysis

Question 6

A project manager is leading an IT infrastructure upgrade project that follows a phased life cycle. During the planning phase, the project team is divided on the estimation approach for the migration tasks. Some members insist on using expert judgment, while others prefer parametric estimating based on historical data from similar projects. The project manager needs to decide on a method to ensure accurate estimates and team consensus. What should the project manager do?

Accepted Answer

Facilitate a meeting to combine both methods, using parametric estimates as a baseline and expert judgment to adjust.. Combining parametric estimating (data-driven baseline from historical projects) with expert judgment (contextual adjustments for unique risks) produces the most accurate estimate and builds team consensus. Facilitating a meeting where both methods inform the final number leverages the strengths of each and resolves the disagreement collaboratively. This aligns with PMI's emphasis on inclusive, data-informed decision-making.

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Let the team members use their preferred method and average the results.

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Override the disagreement and mandate the use of expert judgment.

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Postpone estimation until more data is available from other projects.

Question 7

A project manager is estimating the duration of a task that has never been done before. The team provides three estimates: optimistic (4 days), most likely (7 days), and pessimistic (16 days). Using the PERT three-point estimate formula, what is the expected duration?

Accepted Answer

8 days. The PERT three-point estimate formula is (Optimistic + 4×Most Likely + Pessimistic) / 6. Plugging in the values: (4 + 4×7 + 16) / 6 = (4 + 28 + 16) / 6 = 48 / 6 = 8 days. This weighted average accounts for uncertainty in tasks with no historical data, giving more weight to the most likely estimate.

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9 days

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7 days

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10 days

Question 8

A project manager is assigned to a new project. The project charter has been approved. Which of the following is the NEXT step?

Accepted Answer

Develop the project management plan. After the project charter is approved, the next step is to develop the project management plan. This plan defines how the project is executed, monitored, controlled, and closed, and it integrates all subsidiary plans (e.g., scope, schedule, cost). The PMBOK Guide and the PK0-005 exam follow the sequence: charter approval → develop project management plan → then detailed planning activities like risk assessment, budget determination, and WBS creation.

Answer

Perform risk assessment

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Determine the project budget

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Create the work breakdown structure

Question 9

Which TWO documents should be updated when a change request is approved?

Accepted Answer

Change log. The change log (A) must be updated because it is the formal record that tracks each change request's status, approval decision, and disposition, so an approved request must be logged there to maintain an auditable history. The project baseline (D) must be updated because once a change is approved, the affected scope, schedule, and/or cost baselines are revised to reflect the new authorized plan, which is the whole purpose of integrated change control. The status report (B) is not a required update triggered by approval itself, since it is a periodic communication of progress rather than the authoritative record of the change. The risk register (C) is only updated if the approved change introduces or alters risks, so it is not inherently required. The stakeholder register (E) is updated when stakeholder information changes, which an approved change request does not automatically cause.

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Status report

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Risk register

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Stakeholder register

Question 10

During project execution, a project manager notices that team members are spending excessive time on non-essential tasks, and the project is falling behind schedule. Which tool should the project manager use first to identify the root cause of the delays?

Accepted Answer

Fishbone diagram. The fishbone diagram (Ishikawa diagram) is the correct first tool because it is designed for root cause analysis, helping the project manager systematically brainstorm and categorize potential causes of delays (e.g., people, process, tools) before collecting data. Unlike other tools, it does not require pre-existing quantitative data, making it ideal for the initial investigative step when the root cause is unknown.

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Gantt chart

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Pareto chart

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RACI matrix

Question 11

Which of the following is a key component of a project scope statement?

Accepted Answer

Acceptance criteria. The project scope statement formally documents what the project will deliver and the criteria for accepting those deliverables. Acceptance criteria are a key component because they define the specific conditions that must be met for the project's outputs to be considered complete and satisfactory by the stakeholders. Without acceptance criteria, there is no objective basis for verifying scope completion, making them essential to the scope statement.

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Work breakdown structure (WBS)

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Risk register

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Change log

Question 12

A project manager is leading a hybrid project that combines waterfall planning with iterative execution. Which of the following is a key challenge in managing such a project?

Accepted Answer

Balancing scope changes with baseline control. In a hybrid project combining waterfall planning with iterative execution, the key challenge is balancing scope changes (which are natural in iterative cycles) with baseline control (which is rigidly defined in waterfall planning). This tension requires careful change management to prevent scope creep while still allowing adaptive adjustments, making option A correct.

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Eliminating all documentation

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Using only daily stand-ups for communication

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Ensuring strict adherence to a fixed schedule

Question 13

During project initiation, a project manager needs to identify high-level risks. Which document should the project manager reference?

Accepted Answer

Project charter. The project charter contains high-level risks, assumptions, and constraints. The risk register is created later during planning. The stakeholder engagement plan addresses communication, not risks. Lessons learned are from past projects but are not the primary source for identifying risks in initiation.

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Risk register

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Stakeholder engagement plan

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Lessons learned

Question 14

Which TWO documents are typically created during project initiation?

Accepted Answer

Project charter. The project charter (A) is a key output of the project initiation phase, formally authorizing the project and giving the project manager authority to apply organizational resources. The stakeholder register (D) is also typically created during initiation as part of identifying stakeholders, capturing their interests, involvement, and impact on the project. The issue log (B) is generally created and maintained during project execution to track and resolve issues as they arise. The risk register (C) is typically developed during project planning, not initiation. The work breakdown structure (E) is a planning artifact that decomposes project deliverables into manageable work packages.

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Issue log

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Risk register

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Work breakdown structure (WBS)

Question 15

Which type of contract places the greatest cost risk on the seller?

Accepted Answer

Fixed-price contract. A fixed-price contract places the greatest cost risk on the seller because the seller agrees to deliver the specified scope for a set price, regardless of actual costs incurred. If the seller's costs exceed the agreed price, the seller absorbs the loss. This is in contrast to cost-reimbursable contracts, where the buyer bears the cost risk.

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Cost plus incentive fee

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Time and materials contract

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Cost-reimbursable contract