Sample questions
CompTIA Project+ PK0-005 practice questions
A project team is working on a software development project and needs to track changes to requirements, design documents, and source code. They want to ensure that all team members can access the latest versions and that changes are logged with the author and timestamp. Which type of tool should the project manager implement to meet these needs?
Trap 1: Quality management tool
Quality management tools track defects and test cases, not version control.
Trap 2: Project scheduling tool
Project scheduling tools manage timelines and tasks, not version control.
Trap 3: Collaboration platform
Collaboration platforms support file sharing but lack robust version tracking and branching.
- A
Quality management tool
Why wrong: Quality management tools track defects and test cases, not version control.
- B
Project scheduling tool
Why wrong: Project scheduling tools manage timelines and tasks, not version control.
- C
Collaboration platform
Why wrong: Collaboration platforms support file sharing but lack robust version tracking and branching.
- D
Version control system
Version control systems track changes, log author/timestamp, and enable team access to latest versions.
Arrange the steps for conducting a quality audit.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Arrange the steps for initiating a project in the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Put the steps for closing a project in the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Put the steps for creating a work breakdown structure (WBS) in the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Put the steps for managing a change request in the correct order.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Order the steps for creating a project schedule.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Arrange the steps for performing procurement management.
Drag steps to the numbered slots on the right, or tap a step then tap a slot.
Which TWO of the following are effective techniques for managing stakeholder expectations?
Trap 1: Ignoring negative feedback
Must address concerns.
Trap 2: Avoiding stakeholders who resist change
Avoidance is counterproductive.
Trap 3: Only sharing positive project status
Honest reporting is essential.
- A
Regular stakeholder engagement meetings
Keeps stakeholders informed.
- B
Communicating changes and their impact clearly
Transparency builds trust.
- C
Ignoring negative feedback
Why wrong: Must address concerns.
- D
Avoiding stakeholders who resist change
Why wrong: Avoidance is counterproductive.
- E
Only sharing positive project status
Why wrong: Honest reporting is essential.
A project manager is building a project schedule and needs to identify the critical path. Which TWO techniques are commonly used in project scheduling tools to help determine the critical path?
Trap 1: Earned Value Management (EVM)
EVM measures project performance against plan, not critical path.
Trap 2: Monte Carlo simulation
Monte Carlo simulation is for probabilistic risk analysis, not direct critical path identification.
Trap 3: Work Breakdown Structure (WBS)
WBS is a deliverable-oriented decomposition, not a scheduling technique for critical path.
- A
Gantt chart with dependency links
Gantt charts with dependencies can visually represent the critical path and many tools calculate it automatically.
- B
Critical Path Method (CPM)
CPM is specifically designed to identify the critical path.
- C
Earned Value Management (EVM)
Why wrong: EVM measures project performance against plan, not critical path.
- D
Monte Carlo simulation
Why wrong: Monte Carlo simulation is for probabilistic risk analysis, not direct critical path identification.
- E
Work Breakdown Structure (WBS)
Why wrong: WBS is a deliverable-oriented decomposition, not a scheduling technique for critical path.
A project manager is leading a software development project. The team has completed the coding phase and is about to begin system testing. The project sponsor requests a demonstration of the software to key stakeholders before testing begins. What should the project manager do?
Trap 1: Inform the sponsor that the demonstration cannot be accommodated…
Ignoring the sponsor can lead to dissatisfaction.
Trap 2: Schedule the demonstration and adjust the project schedule…
Unilateral changes violate change control.
Trap 3: Delay the start of system testing to accommodate the demonstration…
Delaying testing without approval introduces risk.
- A
Inform the sponsor that the demonstration cannot be accommodated and proceed as planned.
Why wrong: Ignoring the sponsor can lead to dissatisfaction.
- B
Schedule the demonstration and adjust the project schedule accordingly without formal approval.
Why wrong: Unilateral changes violate change control.
- C
Submit a change request to the change control board for approval to conduct the demonstration.
This follows proper change management procedures.
- D
Delay the start of system testing to accommodate the demonstration without a change request.
Why wrong: Delaying testing without approval introduces risk.
During the execution phase, a project manager discovers that the development team has been using an unauthorized software library to accelerate work. The library has a license that could create legal risks for the company. What is the best course of action?
Trap 1: Document the issue in the lessons learned and continue with the…
Lessons learned are captured after the fact; the immediate risk must be addressed.
Trap 2: Continue using the library but add a note in the risk register…
This does not mitigate the legal risk; the library should be removed.
Trap 3: Escalate the issue to the project sponsor and request a decision on…
The sponsor may not have the technical knowledge; the PM should first assess and then escalate if needed.
- A
Document the issue in the lessons learned and continue with the library to avoid delay.
Why wrong: Lessons learned are captured after the fact; the immediate risk must be addressed.
- B
Immediately stop using the library, assess the impact on the schedule, and develop a plan to replace it.
This mitigates the risk by removing the unauthorized component and allows the team to plan for rework.
- C
Continue using the library but add a note in the risk register about potential licensing issues.
Why wrong: This does not mitigate the legal risk; the library should be removed.
- D
Escalate the issue to the project sponsor and request a decision on whether to continue using the library.
Why wrong: The sponsor may not have the technical knowledge; the PM should first assess and then escalate if needed.
During a project status meeting, a team member reports that a critical task is delayed due to a vendor not delivering a required component. The project manager needs to update the project schedule and communicate the impact. Which tool should the project manager use to analyze the effect of this delay on the overall project timeline?
Trap 1: PERT chart
PERT is similar but less precise for deterministic analysis; CPM is more direct.
Trap 2: Gantt chart
A Gantt chart displays tasks but does not inherently show critical path analysis.
Trap 3: Kanban board
Kanban is for workflow management, not schedule impact analysis.
- A
Critical path method (CPM)
CPM is used to analyze the impact of delays on the project timeline.
- B
PERT chart
Why wrong: PERT is similar but less precise for deterministic analysis; CPM is more direct.
- C
Gantt chart
Why wrong: A Gantt chart displays tasks but does not inherently show critical path analysis.
- D
Kanban board
Why wrong: Kanban is for workflow management, not schedule impact analysis.
Which TWO of the following are key considerations when designing an IT infrastructure for a new data center?
Trap 1: Open floor plan with no raised flooring
Open floor plans are not typical; raised floors aid in cooling and cable management.
Trap 2: Use of low-cost, consumer-grade hardware
Consumer-grade hardware lacks reliability and support for data center operations.
Trap 3: Single point of failure for critical systems
Single points of failure should be eliminated for reliability.
- A
Open floor plan with no raised flooring
Why wrong: Open floor plans are not typical; raised floors aid in cooling and cable management.
- B
Redundant power supplies and UPS systems
Redundant power ensures continuous operation during outages.
- C
Use of low-cost, consumer-grade hardware
Why wrong: Consumer-grade hardware lacks reliability and support for data center operations.
- D
Environmental controls for temperature and humidity
Proper cooling and humidity control prevent hardware damage.
- E
Single point of failure for critical systems
Why wrong: Single points of failure should be eliminated for reliability.
A project manager is developing a communication plan. The project has team members in three countries with different time zones. Which communication method is most effective for daily status updates?
Trap 1: In-person meetings rotated across locations.
Costly and impractical.
Trap 2: Phone calls at staggered times.
Still requires real-time coordination.
Trap 3: Daily video conference at a fixed time.
Time zone differences make it inconvenient.
- A
Email or collaboration tool updates.
Asynchronous, time-zone friendly.
- B
In-person meetings rotated across locations.
Why wrong: Costly and impractical.
- C
Phone calls at staggered times.
Why wrong: Still requires real-time coordination.
- D
Daily video conference at a fixed time.
Why wrong: Time zone differences make it inconvenient.
A project manager is reviewing the project schedule and notices that a critical path activity has a variance of -2 days. What does this indicate?
Trap 1: The activity is ahead of schedule.
Negative variance means behind schedule.
Trap 2: The activity is on schedule.
Variance of 0 would indicate on schedule.
Trap 3: The activity has float and can be delayed.
Critical path activities have zero float.
- A
The activity is ahead of schedule.
Why wrong: Negative variance means behind schedule.
- B
The activity is on schedule.
Why wrong: Variance of 0 would indicate on schedule.
- C
The activity is behind schedule and will delay the project.
Negative variance on critical path means delay.
- D
The activity has float and can be delayed.
Why wrong: Critical path activities have zero float.
A project is being executed in a matrix organization. The project manager discovers that a functional manager is reassigning a key team member to another project without notice. What should the project manager do first?
Trap 1: Escalate to the project sponsor.
Should first try to resolve directly.
Trap 2: Accept the loss and adjust the schedule.
Premature without negotiation.
Trap 3: Immediately replace the team member.
May not be necessary if negotiation works.
- A
Escalate to the project sponsor.
Why wrong: Should first try to resolve directly.
- B
Accept the loss and adjust the schedule.
Why wrong: Premature without negotiation.
- C
Immediately replace the team member.
Why wrong: May not be necessary if negotiation works.
- D
Negotiate with the functional manager to retain the resource.
Collaboration is key in matrix.
Which TWO of the following are common types of organizational structures that affect project management?
Trap 1: Agile
Agile is an approach, not an organizational structure.
Trap 2: Scrum
Scrum is a framework within Agile.
Trap 3: Waterfall
Waterfall is a methodology, not an organizational structure.
- A
Agile
Why wrong: Agile is an approach, not an organizational structure.
- B
Functional
Functional structure organizes by department.
- C
Scrum
Why wrong: Scrum is a framework within Agile.
- D
Waterfall
Why wrong: Waterfall is a methodology, not an organizational structure.
- E
Matrix
Matrix structure combines functional and projectized.
A project manager is using a tool to track project tasks, dependencies, and resource assignments. The team needs to see the critical path and adjust schedules when tasks are delayed. Which tool should the project manager use?
Trap 1: Pareto chart
Pareto chart prioritizes causes of problems, not project schedules.
Trap 2: RACI matrix
RACI matrix defines roles and responsibilities, not task scheduling.
Trap 3: Kanban board
Kanban boards manage workflow and WIP limits, not project schedules or critical path.
- A
Pareto chart
Why wrong: Pareto chart prioritizes causes of problems, not project schedules.
- B
RACI matrix
Why wrong: RACI matrix defines roles and responsibilities, not task scheduling.
- C
Gantt chart
Gantt charts display tasks, durations, dependencies, and critical path, enabling schedule adjustments.
- D
Kanban board
Why wrong: Kanban boards manage workflow and WIP limits, not project schedules or critical path.
Which TWO documents are typically created during the project planning phase?
Trap 1: Lessons learned
Lessons learned are documented during closing.
Trap 2: Project charter
Project charter is created during initiation, not planning.
Trap 3: Issue log
Issue log is used during execution, not planning.
- A
Risk register
Risk register is created during planning.
- B
Lessons learned
Why wrong: Lessons learned are documented during closing.
- C
Project charter
Why wrong: Project charter is created during initiation, not planning.
- D
Project schedule
Project schedule is developed during planning.
- E
Issue log
Why wrong: Issue log is used during execution, not planning.
During project planning, the project manager needs to estimate the cost of each work package. Which tool or technique is best suited for this?
Trap 1: Parametric estimating
Parametric estimating uses unit rates, but bottom-up is more detailed for work packages.
Trap 2: Three-point estimating
Three-point estimating uses ranges, not directly estimating each work package.
Trap 3: Analogous estimating
Analogous estimating uses similar past projects, less accurate for detailed planning.
- A
Parametric estimating
Why wrong: Parametric estimating uses unit rates, but bottom-up is more detailed for work packages.
- B
Bottom-up estimating
Bottom-up estimating calculates costs for each work package, then sums them.
- C
Three-point estimating
Why wrong: Three-point estimating uses ranges, not directly estimating each work package.
- D
Analogous estimating
Why wrong: Analogous estimating uses similar past projects, less accurate for detailed planning.
A project manager is developing a communication plan for a software implementation project. The team includes developers, business analysts, and external vendors. Which document should the project manager reference to ensure communication aligns with stakeholder expectations?
Trap 1: Stakeholder matrix
A stakeholder matrix shows power/interest, not specific communication requirements.
Trap 2: Issue log
The issue log tracks problems, not communication preferences.
Trap 3: Stakeholder engagement plan
The stakeholder engagement plan defines strategies to engage stakeholders, but the register is the source for communication needs.
- A
Stakeholder matrix
Why wrong: A stakeholder matrix shows power/interest, not specific communication requirements.
- B
Stakeholder register
The stakeholder register contains stakeholder identification and assessment information, including communication preferences.
- C
Issue log
Why wrong: The issue log tracks problems, not communication preferences.
- D
Stakeholder engagement plan
Why wrong: The stakeholder engagement plan defines strategies to engage stakeholders, but the register is the source for communication needs.
A project manager needs to document the process for submitting and approving change requests. Which document should the project manager create?
Trap 1: Risk register
Risk register identifies and tracks risks, not change processes.
Trap 2: Lessons learned
Lessons learned document captures insights after project completion.
Trap 3: Project charter
Project charter formally authorizes the project, not change procedures.
- A
Change management plan
Change management plan outlines the change control process.
- B
Risk register
Why wrong: Risk register identifies and tracks risks, not change processes.
- C
Lessons learned
Why wrong: Lessons learned document captures insights after project completion.
- D
Project charter
Why wrong: Project charter formally authorizes the project, not change procedures.
During project execution, a team member reports that a critical deliverable is behind schedule due to an unexpected dependency. The project manager needs to update the project schedule and communicate the impact. Which tool should the project manager use first to assess the impact on the critical path?
Trap 1: Cost baseline
The cost baseline is for budget, not schedule dependencies.
Trap 2: Change log
The change log records approved changes, not current schedule status.
Trap 3: Risk register
The risk register lists risks, but does not show schedule impact.
- A
Cost baseline
Why wrong: The cost baseline is for budget, not schedule dependencies.
- B
Change log
Why wrong: The change log records approved changes, not current schedule status.
- C
Gantt chart
A Gantt chart shows task durations, dependencies, and critical path, allowing quick impact analysis.
- D
Risk register
Why wrong: The risk register lists risks, but does not show schedule impact.
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