PK0-005 Practice Exam 61 — 20 Questions

Question 1

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)?

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

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.

Answer

CPI = 0.80, SPI = 0.89

Answer

CPI = 1.13, SPI = 1.25

Answer

CPI = 0.89, SPI = 1.25

Question 2

During project execution, the project manager notices that the development team has been adding extra features that were not requested by the customer. Which of the following describes this behavior?

Accepted Answer

Gold plating. Gold plating is when the team adds extra features beyond requirements without approval. Scope creep is uncontrolled changes to scope; change control is the process to manage changes; value engineering improves value without extra cost.

Answer

Value engineering

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Scope creep

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Change control

Question 3

A project manager is creating a visual representation of the project schedule that shows tasks as horizontal bars along a timeline, including dependencies and milestones. Which tool is being used?

Accepted Answer

Gantt chart. The Gantt chart is the correct tool because it visually represents a project schedule with horizontal bars plotted against a timeline, where each bar corresponds to a task, and it can display dependencies (via arrows or linking lines) and milestones (as diamond symbols). This aligns directly with the description in the question, making it the standard choice for schedule visualization in project management.

Answer

Control chart

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Network diagram

Answer

Milestone chart

Question 4

Which THREE of the following are responsibilities of a project manager during project closure?

Accepted Answer

Obtain formal acceptance of deliverables. Obtaining formal acceptance of deliverables is a key responsibility during project closure because it ensures that the customer or stakeholder has signed off that all project requirements have been met. This formal acceptance triggers the transition to operations and closes the contractual or service obligations. Without it, the project cannot be considered officially complete, and any remaining disputes would remain unresolved.

Answer

Execute remaining project tasks

Answer

Update the risk register

Question 5

Refer to the exhibit. Which risk response strategy is most appropriate for this risk?

Accepted Answer

Mitigate. The exhibit shows a risk of a critical database server failure due to a single point of failure in the storage controller. The most appropriate response is to mitigate this risk by implementing redundant storage controllers or a RAID configuration, which reduces the probability or impact of the failure. Transfer (A) would involve shifting the risk to a third party (e.g., insurance), which does not address the technical single point of failure. Exploit (C) is for positive risks (opportunities), not threats. Accept (D) would mean acknowledging the risk without action, which is inappropriate when a cost-effective technical solution exists.

Answer

Transfer

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Exploit

Answer

Accept

Question 6

In a RACI matrix, the person who is ultimately accountable for the completion of a task is denoted by which letter?

Accepted Answer

A - Accountable. In a RACI matrix, 'A' stands for Accountable, meaning the person who has ultimate ownership and sign-off authority for the task. This individual is answerable for the successful completion of the deliverable and cannot delegate that responsibility. The correct answer is D because the RACI acronym explicitly defines 'A' as Accountable.

Answer

C - Consulted

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R - Responsible

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I - Informed

Question 7

A project manager wants to visually represent the flow of tasks and decision points in a business process. Which tool should be used?

Accepted Answer

Flowchart. A flowchart is the correct tool because it is specifically designed to visually represent the sequence of tasks, decision points, and branching logic within a business process. Unlike other charts, flowcharts use standardized symbols (e.g., rectangles for processes, diamonds for decisions) to map out the flow of activities, making them ideal for process mapping and workflow analysis.

Answer

Pareto chart

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Gantt chart

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Scatter diagram

Question 8

During a project status meeting, a stakeholder requests a report showing the variance of actual costs from the planned budget. Which metric should the project manager include?

Accepted Answer

Cost variance (CV). Cost variance (CV) is the direct measure of the difference between the earned value (EV) and the actual cost (AC), showing exactly how actual costs deviate from the planned budget. Since the stakeholder specifically requests a report on variance of actual costs from the planned budget, CV is the correct metric. CV = EV - AC, where a negative value indicates overspending.

Answer

Schedule performance index (SPI)

Answer

Cost performance index (CPI)

Answer

Schedule variance (SV)

Question 9

A project manager is using a control chart to monitor the number of defects per day. The chart shows 10 data points within the control limits, but all 10 points are above the mean. What does this indicate?

Accepted Answer

A special cause variation is likely present. In a control chart, a run of 10 consecutive points above the mean (center line) is a classic indicator of a non-random pattern, even if all points fall within the control limits. This violates the 'run rule' (typically 7 or more points on one side of the mean), which signals the presence of a special cause variation that should be investigated. Option C is correct because the sustained shift above the mean suggests an assignable cause is affecting the process, not random common cause variation.

Answer

The control limits need to be recalculated

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The process is producing fewer defects than expected

Answer

The process is in control and stable

Question 10

Which THREE documents are typically finalized during the project closure phase?

Accepted Answer

Lessons learned. The lessons learned document is finalized during project closure to capture what went well and what could be improved, serving as a knowledge base for future projects. It is a key output of the closing process group, ensuring organizational process assets are updated.

Answer

Project charter

Answer

Stakeholder register

Question 11

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 12

A project has a budget of $500,000 and is 40% complete. The actual cost incurred is $250,000. What is the cost variance?

Accepted Answer

-$50,000. Cost variance (CV) is calculated as Earned Value (EV) minus Actual Cost (AC). EV is 40% of the $500,000 budget, which equals $200,000. AC is $250,000, so CV = $200,000 - $250,000 = -$50,000. A negative CV indicates the project is over budget.

Answer

-$20,000

Answer

$20,000

Answer

$50,000

Question 13

A project manager wants to measure the percentage of work completed compared to the planned schedule. Which metric should be used?

Accepted Answer

Schedule Performance Index (SPI). The Schedule Performance Index (SPI) is the correct metric because it directly compares the Earned Value (EV) to the Planned Value (PV), providing a ratio that indicates whether the project is ahead of, on, or behind schedule. An SPI greater than 1.0 means the project is ahead of schedule, while less than 1.0 indicates it is behind. This aligns with the project manager's goal of measuring work completion against the planned schedule.

Answer

Cost Performance Index (CPI)

Answer

Earned Value (EV)

Answer

Planned Value (PV)

Question 14

A project is in the execution phase, and the project manager receives a change request to add a new feature that is not in the scope statement. The change request has been approved by the change control board. What must the project manager do next?

Accepted Answer

Update the project management plan and baseline to reflect the approved change.. Once the change control board (CCB) approves a change request, the project manager must formally integrate the approved change into the project by updating the project management plan and the associated baselines (scope, schedule, cost). This ensures that all future project work, performance measurement, and reporting are aligned with the new approved scope, maintaining the integrity of the project's control processes as defined in the PMBOK Guide.

Answer

Conduct a meeting with stakeholders to discuss the impact of the change.

Answer

Defer the change to the next project phase to minimize disruption.

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Inform the development team to continue with the original scope and ignore the change.

Question 15

Which of the following BEST describes the role of a project sponsor?

Accepted Answer

Provides funding and champions the project. The project sponsor is the executive-level individual who provides the financial resources and organizational authority for the project. They champion the project at the highest levels, remove roadblocks, and ensure alignment with business strategy, but they are not involved in the day-to-day management or quality assurance tasks.

Answer

Performs quality assurance

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Manages the project team

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Oversees day-to-day project activities

Question 16

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

Answer

Determine the project budget

Answer

Create the work breakdown structure

Question 17

A construction project is underway, and the project manager is using a Gantt chart to track progress. The project is divided into five phases: Foundation, Framing, Plumbing, Electrical, and Finishing. The project manager notices that the Framing phase is behind schedule because of a delayed material shipment. The Gantt chart shows that Framing has a predecessor of Foundation and a successor of Plumbing. The project manager updates the Gantt chart to reflect the delay. Which action should the project manager take next?

Accepted Answer

Recalculate the critical path to determine impact on finish date. When a delay occurs on a task (Framing) that is on the critical path (as it has predecessor and successor dependencies), the critical path may be affected, so recalculating the critical path is necessary to determine the impact on the project finish date. Option B is incorrect because adding a buffer to Plumbing without analyzing the overall schedule impact is premature and not a systematic response. Option C is incorrect because crashing (adding resources) should be considered only after assessing the critical path and determining if compression is needed. Option D is incorrect because informing stakeholders without first analyzing the impact is incomplete; the project manager should first understand the effect before communicating.

Answer

Add a buffer to the Plumbing phase

Answer

Crash the project by adding resources to Framing

Answer

Inform stakeholders that the timeline has been updated

Question 18

A project manager is developing the project schedule. Dependencies include: Task A starts after Task B finishes; Task C must be completed before Task D can start; Task E can start when Task F starts. Which dependency types are being used?

Accepted Answer

FS, FS, SS. The three dependency types described map exactly to Finish-to-Start (FS), Finish-to-Start (FS), and Start-to-Start (SS). 'Task A starts after Task B finishes' is FS; 'Task C must be completed before Task D can start' is also FS; 'Task E can start when Task F starts' is SS. These are the standard dependency definitions used in project scheduling per PMI guidelines.

Answer

SS, SS, SS

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FS, FS, SF

Answer

FS, FF, SS

Question 19

A project manager discovers that a critical path activity is behind schedule. The project has no float on the critical path. Which action should the project manager take to bring the project back on track without increasing scope?

Accepted Answer

Crash the project by assigning additional resources to critical tasks. Crashing the project by assigning additional resources to critical tasks is the correct action because the critical path has zero float, meaning any delay directly extends the project completion date. Crashing adds resources to compress the schedule without changing scope, which is the only viable option when no float exists and scope must remain unchanged.

Answer

Add a new activity to the critical path to create more time

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Fast track the remaining activities by starting them earlier

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Implement a change request to reduce the scope of the delayed activity

Question 20

Which THREE activities are typically performed during the execution phase of a project?

Accepted Answer

Perform quality assurance. Options A, B, and D are correct. Execution phase activities include performing quality assurance, managing stakeholder engagement, and directing and managing project work. Option C is incorrect because monitoring project risks is part of monitoring and controlling. Option E is incorrect because developing the project charter is done in the initiation phase.

Answer

Monitor project risks

Answer

Develop the project charter