PK0-005 Project Life Cycle Practice Test 12 — 15 Questions

Question 1

A project manager is estimating the cost of a software development project. She uses the actual cost of a similar past project and adjusts it for known differences in size and complexity. Which cost estimation technique is she using?

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

Accepted Answer

Analogous estimation. Analogous estimation uses historical data from a similar past project as the basis for estimating the current project's cost, then adjusts for known differences in size, complexity, or scope. This is exactly what the project manager is doing — referencing actual costs of a comparable project and scaling them. It is a top-down, expert-judgment-driven technique that is fast but less accurate than detailed methods.

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Parametric estimation

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Three-point estimation

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Bottom-up estimation

Question 2

A project manager is calculating the cost performance index (CPI) for a project. The earned value (EV) is $50,000 and the actual cost (AC) is $60,000. What does the CPI indicate? (Select TWO correct statements.)

Accepted Answer

The project is over budget.. The CPI is calculated as EV / AC = $50,000 / $60,000 = 0.83, which means the project is earning only $0.83 of value for every $1 spent, so option D is correct. Because the CPI is less than 1.0, the project is spending more than the value it is earning, which indicates it is over budget, making option A correct. Options B and C are incorrect because a CPI below 1.0 never indicates under budget or a favorable $1.20 return per dollar. Option E is incorrect because CPI measures cost efficiency, not schedule performance, which would be assessed using the schedule performance index (SPI).

Answer

The project is under budget.

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The project is getting $1.20 worth of work for every $1 spent.

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The project is on schedule.

Question 3

A project is in the Monitoring and Controlling phase. A change request has been submitted to add a new feature. The change control board (CCB) has approved the change. Which THREE actions should the project manager take next?

Accepted Answer

Communicate the change to stakeholders. After the CCB approves a change request, the project manager must communicate the change to stakeholders (B) so that everyone affected understands the new scope, timeline, and impacts, which is essential for managing expectations during Monitoring and Controlling. The project manager must also update the project baselines (C), such as scope, schedule, and cost, because approved changes modify the performance measurement baseline against which project performance is tracked. Finally, the approved change should be implemented as planned (E), following the perform integrated change control process, so the new feature is executed and its results verified. Option A is incorrect because closing the project is a Closing process group activity, not a response to an approved change during Monitoring and Controlling. Option D is incorrect because the change was already approved by the CCB, so rejecting it contradicts the authorization and the integrated change control process.

Answer

Close the project

Answer

Reject the change because it was not in the original plan

Question 4

During project closing, a project manager must complete several activities. Which TWO are appropriate for project closure?

Accepted Answer

Archive project documents. Project closure includes formal acceptance from the sponsor/customer and archiving project documents. Releasing resources and lessons learned are also closure activities, but the question asks for TWO from the options.

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Create the project charter

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Update the risk register

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Develop the project schedule

Question 5

A project manager is estimating activity durations for a construction project. She uses a parametric estimate based on 100 square meters per day. If the total area is 500 square meters, the estimated duration is 5 days. Which THREE statements are true about parametric estimation?

Accepted Answer

It can be used for both cost and duration estimation.. Option A is correct because parametric estimation is a quantitative technique applicable to both cost and duration estimating, as when the manager derives 5 days from 100 square meters per day and 500 square meters total. Option B is correct because the accuracy of a parametric estimate depends on the reliability and validity of the underlying historical data and the scaling factors used. Option C is correct because parametric estimation explicitly relies on a statistical relationship (such as a unit rate or regression formula) between historical data and project variables like area, quantity, or complexity. Option D is incorrect because parametric estimation is generally considered more accurate than analogous estimation, which relies on a single similar past project and expert judgment. Option E is incorrect because parametric estimation is a top-down, aggregate technique, not a bottom-up technique that estimates individual work packages and rolls them up.

Answer

It is less accurate than analogous estimation.

Answer

It is a bottom-up technique.

Question 6

A project manager is closing a project that was terminated early because the business case was no longer viable. The sponsor asks what must still be completed before the project can be formally closed. Which of the following should the project manager do?

Accepted Answer

Perform the Close Project or Phase process, including finalizing all closure documentation and releasing project resources.. The Close Project or Phase process is mandatory regardless of whether a project ends through normal completion or early termination. It ensures final acceptance of completed deliverables, proper archiving of project documents, release of resources, and documentation of lessons learned. The termination reason must be recorded to support organizational process assets and future decision-making.

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Move directly to the next project phase since the current project has no remaining deliverables to verify.

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Initiate a change request to revise the project charter so the termination is officially authorized.

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Conduct a final quality audit on all deliverables produced to date to confirm they meet the original scope.

Question 7

A project manager is closing out a project that was terminated early by the sponsor due to shifting business priorities. The deliverables were only partially completed, and several contracts remain open. What should the project manager do FIRST?

Accepted Answer

Initiate the close project or phase process and document the reason for termination in the final report.. When a project is terminated early, the Close Project or Phase process is still mandatory. The project manager must document the termination reason, capture lessons learned, close open contracts, release resources, and archive project information. Initiating this process first ensures all subsequent closure activities are performed in a structured and documented manner, preserving organizational knowledge.

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Immediately release all team members and close all contracts before any documentation.

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Escalate to the PMO to determine whether the project should be reopened before taking any action.

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Transfer the remaining deliverables to the operations team without any formal closure activities.

Question 8

A project manager is developing the project schedule and needs to determine the critical path. The network diagram shows: Task A (3 days) and Task B (5 days) start concurrently. Task C (4 days) depends on both A and B. Task D (2 days) depends on C. Task E (6 days) depends on A only and runs in parallel with C and D. What is the duration of the critical path?

Accepted Answer

11 days. The critical path is the longest sequence of dependent tasks. Task C depends on both A and B, so it cannot start until B finishes at day 5. Task C takes 4 days (ending day 9), and Task D takes 2 days (ending day 11). The path through E is only 9 days, making the B-C-D path the critical path at 11 days.

Answer

15 days

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14 days

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9 days

Question 9

A project manager is working on a construction project that must comply with local building codes. A new regulation is introduced mid-project that requires additional safety features not in the original scope. The project manager documents the change and submits it to the change control board. What should the project manager do NEXT?

Accepted Answer

Wait for the change control board's decision and then update the project management plan if approved.. Once a change request is submitted to the change control board, the project manager must await their decision. If the change is approved, the project manager updates the project management plan and baselines accordingly. This structured approach ensures that changes are evaluated for their impact on scope, schedule, cost, and quality before implementation.

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Ask the sponsor to approve the change directly, bypassing the change control board.

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Implement the change immediately to avoid regulatory penalties.

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Reject the change because it was not in the original scope and would cause delays.

Question 10

A project manager is developing the project management plan for a new product development project. The organization has a PMO that provides templates and standards. Which TWO components are typically included in the project management plan? (Choose two.)

Accepted Answer

Schedule baseline. The project management plan includes baselines such as the schedule baseline, cost baseline, and scope baseline, as well as subsidiary plans like the change management plan, communications management plan, and risk management plan. The stakeholder register, issue log, and work performance reports are project documents, not components of the plan.

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Issue log

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Work performance reports

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Stakeholder register

Question 11

A project manager is closing out a project that was cancelled by the sponsor before any deliverables were completed. The sponsor asks what must still be performed before the project can be formally closed. Which activity should the project manager complete?

Accepted Answer

Perform administrative closure, including finalizing contracts, releasing resources, and archiving project documents.. Cancellation does not eliminate the need for closure. Administrative closure finalizes contracts, releases resources, captures lessons learned, and archives records so the organization retains usable historical data. Verifying deliverables, running quality control, or re-baselining all presuppose continuing or completed work, which no longer exists once the sponsor terminates the project.

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Re-baseline the schedule and cost baselines to reflect the cancellation and then submit a new change request.

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Execute the quality control process to confirm the cancelled work packages meet the quality metrics.

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Verify the scope baseline against the completed deliverables and obtain formal acceptance.

Question 12

A project manager is closing out a project that was cancelled by the sponsor before completion. The sponsor wants to capture lessons learned and release the team. Which activity should the project manager perform FIRST?

Accepted Answer

Verify that all completed deliverables have been accepted and document the project's current state.. When a project is cancelled, the project manager still performs closure activities, but the first step is verifying and documenting the current state of deliverables and work. This establishes what was actually completed and accepted, which then supports lessons learned, final reporting, resource release, and financial closeout. Releasing the team or invoicing before this verification would create inaccuracies and lose valuable information.

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Submit a final invoice to the customer for all work performed to date.

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Release all team members immediately and reassign them to other projects.

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Conduct a formal lessons learned session with the team and stakeholders.

Question 13

A project manager is initiating a new project and needs to formally authorize the project and assign the project manager. Which document provides this authorization?

Accepted Answer

Project charter. The project charter is the document that formally authorizes the project and names the project manager, granting authority to use organizational resources. The business case provides justification, the project management plan guides execution, and the stakeholder register supports engagement; none of these authorize the project. For initiation, the charter is the correct artifact.

Answer

Project management plan

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Stakeholder register

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Business case

Question 14

A project manager is leading a small software development project. The team is co-located and has daily stand-up meetings. The project sponsor requests a weekly status report. Which communication method is the project manager using for the daily stand-ups?

Accepted Answer

Interactive communication. Daily stand-up meetings are an example of interactive communication, where team members engage in real-time, multidirectional information exchange. This method is ideal for fostering collaboration and quickly resolving issues. Push, pull, and formal written methods serve different purposes and are not used for daily stand-ups.

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Formal written communication

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Push communication

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Pull communication

Question 15

A project manager is preparing the project charter for a new initiative. The sponsor asks which element must be included in the charter to authorize the project. What should the project manager include?

Accepted Answer

The project manager's assigned level of authority.. The project charter is the document that formally authorizes the project and gives the project manager authority to apply organizational resources. It includes the project purpose, measurable objectives, high-level requirements, and the project manager's assigned authority. Detailed planning artifacts such as the WBS, risk register, and CCB roster are created later, not inside the charter.

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The approved change control board (CCB) membership list.

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The detailed work breakdown structure (WBS).

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The detailed risk register with response strategies.