PK0-005 Project Life Cycle Practice Test 5 — 15 Questions

Question 1

A project team is in the storming stage of Tuckman's model. Which behavior is most likely observed?

Accepted Answer

Team members challenge each other's ideas.. In Tuckman's model, the storming stage is characterized by conflict and competition as team members assert their ideas, challenge one another, and jockey for roles and influence. Challenging each other's ideas is the hallmark behavior of storming, as the team works through differences in working styles and expectations.

Answer

Team members feel a sense of closure.

Answer

Team members work together efficiently.

Answer

Team members are polite and avoid conflict.

Question 2

A project has earned value (EV) of $50,000, planned value (PV) of $60,000, and actual cost (AC) of $55,000. What is the cost performance index (CPI)?

Accepted Answer

0.91. CPI is calculated as EV divided by AC. With EV = $50,000 and AC = $55,000, CPI = 50,000 / 55,000 = 0.909, which rounds to 0.91. A CPI below 1.0 indicates the project is over budget for the work performed.

Answer

0.83

Answer

1.10

Answer

1.20

Question 3

A project manager identifies a risk with a probability of 30% and an impact of $50,000. What is the expected monetary value (EMV) of this risk?

Accepted Answer

$15,000. Expected monetary value (EMV) is calculated by multiplying the probability of the risk by its monetary impact: 0.30 × $50,000 = $15,000. This value represents the weighted average outcome and is used in quantitative risk analysis to prioritize risks and justify contingency reserves.

Answer

$150,000

Answer

$35,000

Answer

$50,000

Question 4

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

Answer

Update the project plan

Answer

Submit to change control board

Question 5

Which contract type places the most cost risk on the seller?

Accepted Answer

Fixed-price. A fixed-price contract puts cost risk on the seller because the price is fixed regardless of actual costs.

Answer

Cost-reimbursable

Answer

Time and materials

Answer

Cost plus incentive fee

Question 6

A project has a budget at completion (BAC) of $200,000, earned value (EV) of $120,000, and actual cost (AC) of $130,000. What is the estimate at completion (EAC) if the cost performance is expected to continue?

Accepted Answer

$216,667. EAC = BAC / CPI when cost performance is expected to continue. CPI = EV / AC = 120,000 / 130,000 = 0.9231. EAC = 200,000 / 0.9231 = 216,667. This matches option D.

Answer

$230,000

Answer

$210,000

Answer

$220,000

Question 7

Which of the following is an example of a risk response strategy to avoid a risk?

Accepted Answer

Changing the project scope to eliminate the risk. Avoiding a risk means eliminating the threat entirely by removing its cause — for example, changing project scope so the risky activity is no longer performed. This is the definition of the 'avoid' risk response strategy in PMI's risk management framework. Option A directly describes removing the risk source through scope change.

Answer

Accepting the risk and budgeting for impact

Answer

Purchasing insurance

Answer

Assigning a risk owner

Question 8

A project manager is developing a communication plan. Which two elements should be included in the plan? (Select TWO)

Accepted Answer

Frequency of communication. Option A (Frequency of communication) is correct because a communication plan must specify how often information is distributed—daily, weekly, monthly, or at milestones—so stakeholders know when to expect updates and the team can schedule reporting activities. Option D (Stakeholder communication needs) is correct because the plan must identify who needs what information, in what format, and through which channel, tailoring communications to each stakeholder's requirements and influence. Options B, C, and E are incorrect because the risk register, project charter, and work breakdown structure are project artifacts or inputs that inform planning, not elements that constitute the communication plan itself.

Answer

Risk register

Answer

Project charter

Answer

Work breakdown structure

Question 9

During project closure, which three activities should be performed? (Select THREE)

Accepted Answer

Obtain formal acceptance. Option A (Obtain formal acceptance) is correct because project closure requires the customer or sponsor to formally sign off on the deliverables, confirming they meet requirements before the project can be officially closed. Option B (Conduct lessons learned) is correct because closure includes capturing what went well, what did not, and recommendations so future projects benefit from the experience. Option D (Archive project documents) is correct because closure involves storing final artifacts, contracts, and records in the organizational knowledge base for audit, compliance, and historical reference. Option C (Develop project charter) is incorrect because the charter is created during initiation to authorize the project, not at closure. Option E (Create risk register) is incorrect because the risk register is built and maintained during planning and execution, and closure instead focuses on closing out remaining risks.

Answer

Develop project charter

Answer

Create risk register

Question 10

A project manager is creating a WBS. Which two best practices should be followed? (Select TWO)

Accepted Answer

Ensure each element is a deliverable. Option A is correct because a WBS is a deliverable-oriented decomposition of the project scope, so each element (node) must represent a tangible, verifiable deliverable or scope component rather than an action. Option B is correct because decomposition should continue down to the work package level, the lowest WBS level, where work can be estimated, scheduled, monitored, and assigned to a single owner. Option C is incorrect because durations are estimated during schedule development (e.g., in the activity list and schedule network), not defined in the WBS itself. Option D is incorrect because activities belong to the activity list derived from work packages, not to the WBS hierarchy, which stays deliverable-focused. Option E is incorrect because a WBS must be decomposed to a sufficient level of detail to manage the work, not limited to only high-level scope.

Answer

Assign durations to elements

Answer

Include project activities

Answer

Include only high-level scope

Question 11

A project manager is leading a cross-functional team that is working together for the first time. The team members are polite but hesitant to share ideas. According to Tuckman's stages of group development, which stage is the team currently in?

Accepted Answer

Forming. In Tuckman's model, the Forming stage is characterized by politeness, uncertainty, and hesitation as members get to know each other and clarify roles. The team described is polite but reluctant to share ideas, which is the hallmark of Forming, before conflict (Storming) or cohesion (Norming) develops.

Answer

Norming

Answer

Storming

Answer

Performing

Question 12

During project planning, a project manager is decomposing the project scope into smaller components. Which document is being created, and what is the lowest level of decomposition called?

Accepted Answer

Work breakdown structure (WBS); work package. The process of decomposing project scope into smaller, manageable components is called creating a Work Breakdown Structure (WBS). The lowest level of decomposition in a WBS is the work package, which represents a deliverable or work component that can be estimated, scheduled, and assigned to a team member. This aligns with PMBOK guidelines where the WBS is a hierarchical decomposition of the total scope of work.

Answer

Network diagram; activity

Answer

Project charter; work item

Answer

Risk register; risk event

Question 13

A project manager is estimating the cost of a new software development project. They use historical data from a similar project to derive the cost per function point and multiply it by the expected number of function points. Which estimation technique is being used?

Accepted Answer

Parametric estimation. Parametric estimation uses historical data and statistical relationships between variables to calculate cost. Here, the project manager uses cost per function point from a similar project and multiplies by the expected number of function points, which is a classic parametric approach.

Answer

Bottom-up estimation

Answer

Three-point estimation

Answer

Analogous estimation

Question 14

A project manager identifies a key stakeholder who has high interest in the project but low power to influence decisions. In the power/interest grid, where should this stakeholder be placed?

Accepted Answer

Keep informed. In the power/interest grid, stakeholders with high interest but low power should be kept informed. They care about the project and want updates, but they cannot significantly influence decisions, so the appropriate strategy is regular communication to maintain their engagement without over-investing management effort. 'Keep satisfied' is reserved for high-power, low-interest stakeholders.

Answer

Manage closely

Answer

Keep satisfied

Answer

Monitor

Question 15

During project execution, a team member proposes a change that will add a new feature to the product. The project manager documents the change request and analyzes its impact on scope, schedule, and cost. Who is typically responsible for approving or rejecting the change?

Accepted Answer

Change control board. The change control board (CCB) is the formal governance body authorized to review, approve, or reject change requests after impact analysis. In predictive/waterfall projects, the project manager documents and analyzes the change but does not have authority to approve scope, schedule, or cost baselines changes—that authority is delegated to the CCB. The CCB typically includes the sponsor, key stakeholders, and technical leads who evaluate the impact analysis and make a go/no-go decision.

Answer

Functional manager

Answer

Project sponsor

Answer

Project manager