PK0-005 Practice Test 8 — 10 Questions

Question 1

A project manager is using an issue log to track problems. During a weekly status meeting, a team member reports a new issue that has already caused a one-day delay. The project manager adds it to the issue log. What is the NEXT step?

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

Accepted Answer

Assign an owner and a target resolution date. Once an issue is added to the issue log, the next step is to assign an owner and a target resolution date. This ensures accountability and provides a clear deadline for resolving the problem, which is essential for tracking progress and minimizing further impact on the project schedule.

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Close the issue since it has already occurred

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Communicate the delay to stakeholders immediately

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Update the risk register with the issue

Question 2

A project team discovers a problem that is currently happening and affecting project deliverables. The project manager needs to document this situation. Which document should be used to record this?

Accepted Answer

Issue log. An issue log is used to document current problems that have occurred, as opposed to risks which are uncertain future events.

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Change log

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Risk register

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Lessons learned

Question 3

A project manager is developing the risk management plan. Which of the following is the primary purpose of this plan?

Accepted Answer

Define how risk management activities will be conducted. The risk management plan describes how risk management will be performed, while the risk register captures the actual risks.

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List all identified risks

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Prioritize risks

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Assign risk owners

Question 4

A project manager is assigned to a new project and needs to document high-level risks, assumptions, and constraints. Which document should the project manager create first?

Accepted Answer

Project charter. The project charter is the document that formally authorizes the project and includes high-level risks, assumptions, and constraints. Option A is incorrect because the project management plan is developed after the charter and is more detailed. Option B is incorrect because the risk register is created during the planning process, not initially. Option C is incorrect because the work breakdown structure is also developed later during planning. Therefore, the project charter is the first document to capture these high-level elements.

Answer

Project management plan

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Risk register

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Work breakdown structure

Question 5

A project manager at a marketing firm is using Microsoft Project to manage a campaign launch. The project has 15 tasks with several dependencies, including finish-to-start and start-to-start. Team members update their task progress daily. After a week, the project manager notices that some tasks are not reflecting updated finish dates even though dependencies are marked as complete. For example, Task 4 (Design finalization) has a finish-to-start dependency on Task 3 (Concept approval), which was completed three days ago, but Task 4's start date remains unchanged, causing the entire schedule to appear delayed. The project manager has verified that all task links are correctly set in the software. What should the project manager do first?

Accepted Answer

Recalculate the schedule after verifying that all dependencies are correctly set and that completed tasks have actual finish dates entered.. The most likely cause of the issue is that the actual finish dates for completed tasks (like Task 3) have not been entered in Microsoft Project. Without actual finish dates, the scheduling engine cannot calculate the successor task's start date, even if dependencies are correctly set. Recalculating the schedule after verifying and entering actual dates forces the tool to update the forward pass and reflect the true project status.

Answer

Reassign Task 4 to a different team member to speed up its start.

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Ignore the discrepancy because the overall schedule variance is still within the acceptable threshold of 5%.

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Manually adjust the start date of Task 4 to align with the completion of Task 3.

Question 6

A software development project is currently in the execution phase. The project manager has a team of 10 developers and 2 testers. The project is scheduled to be completed in 6 months, with a budget of $500,000. At the end of month 3, the project manager reviews the status and finds that only 40% of the work is complete, whereas 50% was planned. The actual cost incurred is $280,000. The project manager calculates the CPI as 0.71 and the SPI as 0.80. The project sponsor is concerned and asks for a recovery plan. The project manager must decide the best course of action. Which action should the project manager take?

Accepted Answer

Fast track the project by starting tasks concurrently. The project is behind schedule (SPI 0.8) and over budget (CPI 0.71). The sponsor wants a recovery plan. Since the project is already over budget, crashing (adding more developers) would increase costs further, which is not advisable. Fast tracking (starting tasks concurrently) can help recover the schedule without adding significant cost, although it does increase risk of rework. Reducing scope requires formal change and may not be acceptable. Replacing senior with junior developers would likely worsen quality and schedule. Therefore, fast tracking is the best immediate action in this situation.

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Add more developers to critical path tasks to catch up on schedule

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Reduce the project scope to align with the current progress

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Replace senior developers with junior ones to reduce cost

Question 7

A project manager is creating a document that identifies all project stakeholders and their influence, interest, and impact on the project. Which document is being created?

Accepted Answer

Stakeholder register. The stakeholder register is the document that captures all stakeholders along with their influence, interest, and impact on the project. This register serves as the foundational input for stakeholder analysis and engagement planning, directly matching the description in the question.

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Project scope statement

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Communication plan

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Risk register

Question 8

A project manager is developing the project management plan. The sponsor requests detailed cost estimates for each work package, but the activities have not yet been defined. What should the project manager do?

Accepted Answer

Defer the cost estimates until after activity definition.. Detailed cost estimates require that activities are defined first, as per the typical planning process sequence (e.g., PMBOK). Without activity definition, the project manager cannot accurately estimate costs for each work package. Option A is wrong because analogous estimating provides rough estimates, not detailed ones, and is used when little information is available—not suitable for this scenario. Option B is wrong because a rough order of magnitude estimate is not detailed and does not meet the sponsor's request for detailed cost estimates. Option D is wrong because breaking down work packages into activities is part of activity definition, which has not yet been done; bottom-up estimates should follow activity definition, not precede it.

Answer

Use analogous estimating to provide rough estimates.

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Ask the sponsor to approve a rough order of magnitude estimate.

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Break down the work packages into activities and create bottom-up estimates.

Question 9

Which THREE of the following are examples of project constraints?

Accepted Answer

Scope. Scope is a classic project constraint because it defines the boundaries of what the project will deliver. Any change to scope directly impacts time and cost, forming the core of the triple constraint model. In project management, scope must be clearly defined and controlled to prevent scope creep, which can derail project objectives.

Answer

Communication

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Risk

Question 10

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.

Answer

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