PK0-005 Timed Practice Test 1 — 10 Questions

Question 1

A project has completed the planning phase and is about to begin execution. However, a key stakeholder raises a concern that a critical requirement is missing. What is the best course of action?

Accepted Answer

Assess the impact of the missing requirement and submit a change request. Since planning is complete, but the project hasn't started execution, the project manager should assess the impact and, if necessary, submit a change request to formally add the requirement through the change control process.

Answer

Delay the start of execution until the stakeholder approves the project plan

Answer

Inform the stakeholder that requirements were finalized and cannot be changed

Answer

Add the requirement immediately to avoid customer dissatisfaction

Question 2

A project manager is using a schedule compression technique that adds resources to critical path activities to shorten the project duration. Which technique is being used?

Accepted Answer

Crashing. Crashing adds resources to critical path tasks, typically increasing cost.

Answer

Fast-tracking

Answer

Monte Carlo simulation

Answer

Resource leveling

Question 3

What is the primary difference between a risk and an issue in project management?

Accepted Answer

A risk is an uncertain future event; an issue is a current problem. A risk is an uncertain event that may happen in the future, while an issue is a current problem that has already occurred and needs resolution.

Answer

Risks are documented in the issue log; issues are documented in the risk register

Answer

Risks are always negative; issues can be positive or negative

Answer

There is no difference; the terms are interchangeable

Question 4

Which THREE are examples of direct costs in a project? (Select THREE.)

Accepted Answer

Equipment rental. Equipment rental is a direct cost because it is a specific expense that can be directly attributed to the project. It is incurred solely for the project's benefit and can be easily traced to the project's budget without allocation.

Answer

Overhead costs

Answer

Training costs

Question 5

A project has a BAC of $200,000. After three months, the earned value (EV) is $80,000 and the actual cost (AC) is $90,000. What is the cost variance (CV) and what does it indicate?

Accepted Answer

CV = -$10,000; the project is over budget. CV = EV - AC = $80,000 - $90,000 = -$10,000. Negative CV means over budget.

Answer

CV = $10,000; the project is ahead of schedule

Answer

CV = $10,000; the project is under budget

Answer

CV = -$10,000; the project is behind schedule

Question 6

Refer to the exhibit. What is the cost variance (CV) and schedule variance (SV)?

Accepted Answer

CV = -$30,000; SV = -$50,000. The cost variance (CV) is calculated as Earned Value (EV) minus Actual Cost (AC). From the exhibit, EV = $100,000 and AC = $130,000, so CV = $100,000 - $130,000 = -$30,000. The schedule variance (SV) is EV minus Planned Value (PV); with PV = $150,000, SV = $100,000 - $150,000 = -$50,000. Both negative values indicate the project is over budget and behind schedule.

Answer

CV = -$20,000; SV = -$20,000

Answer

CV = -$50,000; SV = -$30,000

Answer

CV = $30,000; SV = $50,000

Question 7

Who is responsible for providing the project with resources and removing obstacles that are beyond the project manager's control?

Accepted Answer

Project sponsor. The project sponsor provides resources, champions the project, and resolves escalations. The PM manages day-to-day. The steering committee provides governance. The team executes tasks.

Answer

Project manager

Answer

Project team

Answer

Steering committee

Question 8

A project manager is leading a cross-functional team in a matrix organization. The project is experiencing conflicts between team members due to competing priorities from their functional departments. Which THREE techniques should the project manager use to resolve resource conflicts? (Select THREE).

Accepted Answer

Apply resource leveling to smooth resource demand. Negotiating priorities with functional managers, escalating unresolved conflicts, and using resource leveling help resolve resource conflicts in a matrix structure.

Answer

Ignore conflicts to maintain team harmony

Answer

Immediately reassign team members to reduce conflict

Question 9

Refer to the exhibit. A project manager is monitoring server performance for a web application deployment. Based on the exhibit, what is the status of the web server?

Accepted Answer

The server is running and handling connections. The exhibit shows the web server is in a 'LISTENING' state on port 80, with established connections (ESTABLISHED) to client IPs. This indicates the server process is running, the TCP handshake completed successfully, and it is actively handling HTTP requests. Option D is correct because a listening socket with established sessions confirms operational status.

Answer

The server has a firewall blocking connections

Answer

The server is overloaded

Answer

The server is not running

Question 10

Which TWO of the following are outputs of the monitoring and controlling process group? (Select two.)

Accepted Answer

Performance reports. Performance reports and change requests are typical outputs of monitoring and controlling. The project charter is an output of initiating, and the risk register is an output of planning.

Answer

Project charter

Answer

Risk register

Answer

Work breakdown structure