PK0-005 Practice Test 6 — 10 Questions

Question 1

A project has a budget at completion (BAC) of $200,000. The earned value (EV) is $100,000, actual cost (AC) is $120,000, and planned value (PV) is $90,000. What is the estimate at completion (EAC) if the project will continue to perform at the current cost performance index (CPI)?

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

Accepted Answer

$240,000. CPI = EV/AC = 100,000/120,000 = 0.833. EAC = BAC/CPI = 200,000/0.833 = 240,000.

Answer

$200,000

Answer

$220,000

Answer

$260,000

Question 2

A project team is in the storming stage of Tuckman's model. Which of the following behaviors is most likely to be observed?

Accepted Answer

Team members challenge each other's ideas. In the storming stage, team members may have conflicts and disagreements as they assert their opinions and struggle for positions. This is a natural part of team development.

Answer

Team members are polite and avoid conflict

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Team members work together efficiently

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Team members focus on completing tasks

Question 3

A project manager is developing a communication plan. Which two factors should be considered for each stakeholder? (Select TWO.)

Accepted Answer

Communication needs. Communication needs and preferred frequency are key inputs to the communication plan.

Answer

Vendor performance

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Budget constraints

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Risk tolerance

Question 4

Which project life cycle phase involves obtaining formal acceptance of the project deliverables?

Accepted Answer

Closing. The closing phase includes finalizing all activities, obtaining stakeholder acceptance, and closing the project.

Answer

Planning

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Executing

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Initiating

Question 5

Which document contains the deliverables, acceptance criteria, exclusions, assumptions, and constraints for a project?

Accepted Answer

Scope statement. The scope statement is the document that formally defines what is included and excluded from the project, including deliverables, acceptance criteria, exclusions, assumptions, and constraints. It serves as the baseline for scope control and helps prevent scope creep by clearly documenting boundaries.

Answer

Work breakdown structure (WBS)

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Project charter

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Requirements traceability matrix

Question 6

The project manager is reviewing the work breakdown structure (WBS) with the team to ensure that all deliverables are included. Which rule states that the WBS should capture 100% of the work defined by the project scope?

Accepted Answer

100% rule. The 100% rule in project management states that the work breakdown structure (WBS) must capture 100% of the work defined by the project scope, including all deliverables and internal, external, and project management work. It ensures that no work is omitted and no extra work is included beyond the scope. This rule is fundamental to scope management and prevents scope creep or gaps.

Answer

Scope verification

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Rolling wave planning

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Decomposition rule

Question 7

A project has a dependency that requires the foundation to be poured before the walls can be erected. This is an example of which type of dependency?

Accepted Answer

Mandatory dependency. A mandatory dependency is one that is contractually or legally required, often due to hard logic or regulatory constraints. Pouring the foundation before erecting walls is a physical necessity — you cannot build walls without a foundation — making it a mandatory dependency. This is also known as a hard logic dependency.

Answer

Discretionary dependency

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External dependency

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Resource constraint

Question 8

A project manager is leading a team in a matrix organization. The project has high priority, but the team members report to their functional managers. What is the PRIMARY challenge for the project manager?

Accepted Answer

Limited authority over team members. In a matrix organization, team members report to both a project manager and their functional manager. The project manager has high project priority but lacks direct authority over team members, meaning they cannot unilaterally assign work, evaluate performance, or make personnel decisions. This limited authority is the primary challenge because the project manager must rely on negotiation and influence rather than command-and-control to secure resources and commitment.

Answer

Difficulty in communicating with stakeholders

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Lack of project budget

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Insufficient technical skills

Question 9

A change request is submitted to add a new feature to a project. What is the first step the project manager should take?

Accepted Answer

Perform impact analysis. When a change request is submitted, the project manager's first step is to perform an impact analysis to assess how the change affects scope, schedule, cost, quality, risk, and resources. Only after this analysis is documented can the request be reviewed by the change control board (CCB) for approval or rejection. Implementing or updating the plan before analysis would bypass the integrated change control process.

Answer

Implement the change

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Update the project plan

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Submit to change control board

Question 10

A project manager is assigned to a project that has a high degree of uncertainty and rapidly changing requirements. The project sponsor is concerned about cost overruns and wants a method that allows for frequent delivery of value while adapting to changes. Which project management methodology should the project manager recommend?

Accepted Answer

Agile. Agile is the correct methodology because it is designed for projects with high uncertainty and rapidly changing requirements. It emphasizes iterative development, frequent delivery of value, and adaptive planning, which directly addresses the sponsor's concerns about cost overruns by allowing the team to adjust scope and priorities based on feedback.

Answer

Six Sigma

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PRINCE2

Answer

Waterfall