easyMultiple Choice
PK0-005 Practice Question: A project manager is assigned to a new software…
A project manager is assigned to a new software development project. During the initiation phase, the project sponsor is hesitant to approve the project charter because the business case does not clearly quantify the expected benefits. The project manager has gathered initial requirements and conducted a feasibility study. What should the project manager do next to move the project forward?
⚠ Common exam trap
PK0-005 often tests the instinct to escalate or proceed when a stakeholder raises a concern — candidates may pick escalation, but the exam expects the PM to first collaborate and resolve the issue at the source.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Work with the sponsor to refine the business case and quantify benefits more clearly.
The sponsor's concern is that the business case lacks quantified benefits, which is a prerequisite for charter approval. The project manager should collaborate with the sponsor to refine the business case and make the benefits measurable, addressing the root cause before seeking approval. This keeps the project moving while respecting the sponsor's gatekeeping role in initiation.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Proceed to the planning phase to create a detailed schedule and budget.
Why it's wrong here
Planning cannot start before the charter is approved, and a detailed schedule and budget will not resolve the sponsor's unquantified benefits. It is tempting because progressing to planning feels productive, yet the business case must first be strengthened with quantified benefits to secure charter approval.
- ✗
Escalate the issue to the program manager or steering committee.
Why it's wrong here
Escalation bypasses the project manager's own responsibility to refine the business case with the sponsor; the steering committee cannot approve a charter whose benefits remain unquantified. It is tempting because escalation is the correct route when a decision exceeds the project manager's authority, not when further analysis is still possible.
- ✓
Work with the sponsor to refine the business case and quantify benefits more clearly.
Why this is correct
The charter is blocked by an unquantified business case, so the project manager must collaborate with the sponsor to express benefits in measurable financial terms. Refining the business case addresses the approval constraint directly, rather than proceeding to planning or re-running the feasibility study.
- ✗
Ignore the sponsor's concern and continue with the charter as is.
Why it's wrong here
Proceeding with an unapproved charter ignores the sponsor's gate and leaves the benefits unquantified, so the project lacks authorisation and baseline funding. It is tempting when schedule pressure makes the charter feel like paperwork, but the charter is the document that formally authorises the project and its business case.
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JA
Written and reviewed by Johnson Ajibi, MSc IT Security
Senior Network & Security Engineer · founder of Courseiva
Last reviewed September 2026 · checked against the official CompTIA exam blueprint
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