PK0-005 Practice Question: A project manager is preparing for the project…

Answer analysis

Option-by-option breakdown

For each option: why learners choose it and why it is or isn't the right answer here.

• ✗

  Update the stakeholder register

  Why it's wrong here

  Stakeholder register updates belong to ongoing engagement throughout the project, not closure. Closure requires finalising the project charter sign-off, obtaining formal acceptance of deliverables, and archiving project documents. Updating the register is correct during initiation and execution when stakeholders or their influence change.

• ✗

  Create the project charter

  Why it's wrong here

  Creating the project charter is an activity performed during the initiation phase, not the closure phase, so it does not satisfy the requirement to execute post-delivery administrative and contractual closure tasks. It is tempting because the charter formally authorises the project and its manager, which might seem like a foundational document needed at any stage; however, it would only be correct if the question asked about initiating a new project rather than closing an existing one.

• ✓

  Release project resources

  Why this is correct

  Releasing project resources satisfies the closure constraint by formally disbanding the team once deliverables are accepted. This frees personnel for other assignments and closes cost accounts, preventing further charges against the project budget. Unlike ongoing execution activities, resource release confirms the project has ended and no remaining work requires staffing.

• ✓

  Obtain formal acceptance of deliverables

  Why this is correct

  Obtaining formal acceptance confirms stakeholders agree deliverables meet requirements, satisfying the closure prerequisite that sign-off precedes finalising the project. Without documented acceptance, the project cannot be formally closed or resources released, since unresolved disputes over scope would remain open.

• ✓

  Document lessons learned

  Why this is correct

  Documenting lessons learned captures what succeeded and failed, feeding organisational process assets so future projects avoid repeated mistakes. It directly satisfies the closure-phase requirement to consolidate project knowledge before the team disbands and resources are released. This activity preserves tacit insight that would otherwise be lost once team members move to new assignments.

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