PK0-005 Constraints and Changes Practice Test 3 — 15 Questions

Question 1

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.. According to the integrated change control process, after evaluating the impact, the change request should be submitted to the change control board for review and decision. The project manager does not approve changes alone.

Answer

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 2

A project manager is breaking down the project deliverables into smaller components. Which technique ensures that all work required for the project is included and no work outside the scope is added?

Accepted Answer

100% rule. The 100% rule in WBS creation requires that the WBS captures all deliverables and work defined in the project scope, and nothing outside that scope. Decomposition is the process of breaking down work, but the 100% rule specifically ensures completeness.

Answer

Decomposition

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Scope verification

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Rolling wave planning

Question 3

A project manager is using a technique to identify risks by gathering a group of experts who provide anonymous input through multiple rounds of questionnaires. This technique avoids groupthink and allows experts to refine their opinions. Which risk identification technique is being used?

Accepted Answer

Delphi technique. The Delphi technique involves anonymous input from experts via questionnaires in multiple rounds, with controlled feedback, to reach a consensus. Brainstorming is typically face-to-face and not anonymous. SWOT analysis examines strengths, weaknesses, opportunities, and threats. Assumptions analysis identifies risks from invalid assumptions.

Answer

Brainstorming

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Assumptions analysis

Answer

SWOT analysis

Question 4

During project execution, a critical team member is assigned to another project and is no longer available full-time. The project manager updates the issue log and tries to negotiate with the functional manager for an alternative. However, the issue cannot be resolved at this level. What is the next step according to issue management best practices?

Accepted Answer

Escalate the issue following the escalation path.. When an issue cannot be resolved at the project manager level, it should be escalated to the appropriate level of management (e.g., program manager, sponsor) using the predefined escalation path. Updating the issue log is a good practice, but escalation is the required action when resolution is not possible.

Answer

Close the issue as unresolved.

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Assign the issue to the project sponsor.

Answer

Document the issue as a risk.

Question 5

A project has a mandatory dependency between two activities: the foundation must be poured before the walls can be erected. This dependency is based on the physical nature of the work and cannot be changed. What type of dependency is this?

Accepted Answer

Mandatory dependency. Mandatory dependencies, also known as hard logic, are inherent in the nature of the work and cannot be altered. Discretionary dependencies are best practices but can be changed. External dependencies involve factors outside the project. Resource constraints relate to limited availability.

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Discretionary dependency

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External dependency

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Resource constraint

Question 6

Which document contains information such as issue ID, description, owner, priority, status, and resolution date?

Accepted Answer

Issue log. The issue log is used to track and manage issues throughout the project. The risk register tracks risks. The change log tracks changes. The WBS is a decomposition of deliverables.

Answer

Risk register

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Work breakdown structure

Answer

Change log

Question 7

A project manager is performing schedule compression because the project is behind schedule. The team decides to start a follow-on activity before its predecessor is fully completed. This approach increases the risk of rework. Which schedule compression technique is being used?

Accepted Answer

Fast-tracking. Fast-tracking involves overlapping sequential activities, which increases risk. Crashing involves adding resources to the critical path, which increases cost. Both are schedule compression techniques, but the description matches fast-tracking.

Answer

Crashing

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Critical chain method

Answer

Resource leveling

Question 8

A project manager is using a quantitative analysis technique that runs thousands of iterations of the project schedule to determine the probability of completing the project by a certain date. This technique uses probability distributions for activity durations. Which technique is being described?

Accepted Answer

Monte Carlo simulation. Monte Carlo simulation is a quantitative risk analysis technique that models the probability of different outcomes by running multiple simulations. It is used for schedule and cost risk analysis. SWOT analysis is qualitative. Sensitivity analysis determines which risks have the most impact. Decision tree analysis evaluates decisions under uncertainty.

Answer

SWOT analysis

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Decision tree analysis

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Sensitivity analysis

Question 9

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

Accepted Answer

Acceptance criteria. The scope statement includes deliverables, acceptance criteria, exclusions, assumptions, and constraints. The risk register is a separate document. The change log tracks changes. The WBS is a decomposition of scope but is not part of the scope statement itself.

Answer

Change log

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Work breakdown structure

Answer

Risk register

Question 10

A project manager is analyzing the impact of a proposed change on the project's schedule, cost, and quality. After the analysis, the change request is reviewed by a group of stakeholders who decide whether to approve it. This group is known as the:

Accepted Answer

Change control board. The change control board (CCB) is a group of stakeholders responsible for reviewing and approving/rejecting change requests. The project team executes work. The steering committee provides high-level guidance. The quality assurance team focuses on quality processes.

Answer

Quality assurance team

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Steering committee

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Project team

Question 11

During a risk assessment, a project manager calculates a risk score by multiplying the probability of occurrence (0.6) by the potential impact ($50,000). The risk score is 30,000. The project manager then identifies a response strategy that reduces the probability to 0.2. After the response, the remaining risk is calculated. What is the residual risk score?

Accepted Answer

$10,000. Residual risk is the risk remaining after implementing the response. The new probability is 0.2, impact remains $50,000, so residual risk score = 0.2 * 50,000 = 10,000. The initial risk score was 30,000, but the question asks for the residual risk score after the response.

Answer

$40,000

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$20,000

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$30,000

Question 12

A project has a constraint that a specific software must be used because it is the standard in the organization. The project manager must work within this limitation. What type of constraint is this?

Accepted Answer

Technical constraint. Technical constraints are imposed by technology choices, such as using a specific software or hardware platform. Resource constraints relate to availability of people or equipment. External constraints come from outside the project. Discretionary dependencies are about scheduling preferences.

Answer

Discretionary dependency

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External constraint

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Resource constraint

Question 13

A project manager is updating the risk register after identifying a new risk. Which TWO fields are typically included in a risk register? (Select TWO).

Accepted Answer

Response strategy. Common risk register fields include risk ID, description, owner, probability, impact, risk score, response strategy, residual risk, and trigger. Budget and resource names are not standard fields in the risk register; they may be in other project documents.

Answer

Resource names

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Budget

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Issue description

Question 14

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 stands for Strengths, Weaknesses, Opportunities, and Threats. These four categories are examined. Assumptions and constraints are not part of SWOT; they are elements of the scope statement.

Answer

Assumptions

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Constraints

Question 15

Which TWO of the following are methods of schedule compression? (Select TWO).

Accepted Answer

Crashing. Fast-tracking and crashing are the two primary schedule compression techniques. Resource leveling is used to address resource constraints, not to compress the schedule. Variance analysis is a performance measurement technique. Monte Carlo simulation is a risk analysis technique.

Answer

Monte Carlo simulation

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Variance analysis

Answer

Resource leveling