CompTIA Project+ PK0-005 (PK0-005) — Questions 751–825

In a balanced matrix, authority is shared between PM and functional managers. Weak matrix gives PM less authority; strong matrix gives PM more; functional has no PM authority.

The Work Breakdown Structure (WBS) is the correct tool for decomposing project deliverables into smaller, manageable work packages. It provides a hierarchical decomposition of the total scope of work, enabling accurate estimation, assignment, and tracking of tasks in a software development project.

Cost variance (CV) is the direct measure of the difference between the earned value (EV) and the actual cost (AC), showing exactly how actual costs deviate from the planned budget. Since the stakeholder specifically requests a report on variance of actual costs from the planned budget, CV is the correct metric. CV = EV - AC, where a negative value indicates overspending.

EMV = Probability × Impact = 0.30 × $50,000 = $15,000.

Storming is characterized by conflict, competition, and challenges to authority as team members express differing opinions.

The network diagram (specifically the critical path method, CPM) is the correct tool because it visually maps task dependencies and identifies the critical path. A 3-day delay on a critical path task directly extends the project completion date by 3 days, as there is no float. The project manager can use the network diagram to trace the impact through dependent tasks and confirm the new end date.

The lessons learned document is finalized during project closure to capture what went well and what could be improved, serving as a knowledge base for future projects. It is a key output of the closing process group, ensuring organizational process assets are updated.

Option B is correct because the business case is the foundational document that justifies the project by linking it directly to organizational objectives and strategic goals. For a mobile application project, the business case would articulate how the app supports the company's strategic direction (e.g., increasing market share, improving customer engagement, or generating new revenue streams). Without a clear business case aligned with strategy, the project risks delivering a technically sound product that fails to provide business value.

In a balanced matrix structure, the project manager has moderate authority and shares resources with functional managers.

Option C is correct because the immediate priority is to establish a formal change control process to prevent further undocumented changes, which are the root cause of the environment drift. The project manager must then assess the impact of previous undocumented changes to understand what modifications were made, how they affect integration, and what steps are needed to align the development and production environments. This approach addresses the process failure first, enabling controlled remediation rather than continuing with a broken process or halting work without a plan.

When estimates vary widely, the team should discuss the outlier reasons, then re-vote. This is standard planning poker practice.

A communication plan considers stakeholder information needs, including their required information, preferred frequency, and method of communication. Organizational culture and project complexity are also relevant.

The 100% rule states that the WBS captures all deliverables and work.

The Schedule Performance Index (SPI) is the correct metric because it directly compares the Earned Value (EV) to the Planned Value (PV), providing a ratio that indicates whether the project is ahead of, on, or behind schedule. An SPI greater than 1.0 means the project is ahead of schedule, while less than 1.0 indicates it is behind. This aligns with the project manager's goal of measuring work completion against the planned schedule.

After the project charter is approved, the next step is to identify stakeholders, which is a key process in the initiation phase. The WBS, schedule, and risk responses are planning phase activities.

NPV = -100,000 + 30,000/(1.10)^1 + 40,000/(1.10)^2 + 50,000/(1.10)^3 = -100,000 + 27,273 + 33,058 + 37,566 = -2,103. Negative NPV means the project is not profitable at 10% discount rate.

The Work Breakdown Structure (WBS) is the correct tool because it is specifically designed to represent the hierarchical decomposition of project deliverables into manageable work packages. This aligns directly with the project manager's goal of identifying all deliverables and breaking them down for the software development project.

Technical constraints are imposed technology choices or architectural decisions that limit the project team's options. The mandated software platform is a technical constraint.

Once the change control board (CCB) approves a change request, the project manager must formally integrate the approved change into the project by updating the project management plan and the associated baselines (scope, schedule, cost). This ensures that all future project work, performance measurement, and reporting are aligned with the new approved scope, maintaining the integrity of the project's control processes as defined in the PMBOK Guide.

The scope statement is the document that defines all these elements, establishing the baseline for what is included and excluded from the project.

The project sponsor is the executive-level individual who provides the financial resources and organizational authority for the project. They champion the project at the highest levels, remove roadblocks, and ensure alignment with business strategy, but they are not involved in the day-to-day management or quality assurance tasks.

A negative NPV indicates the project is not expected to be profitable; it should be rejected. Positive NPV is profitable. IRR and payback period are different metrics.

Option A is correct because the three dependency types described map exactly to Finish-to-Start (FS), Finish-to-Start (FS), and Start-to-Start (SS). 'Task A starts after Task B finishes' is FS; 'Task C must be completed before Task D can start' is also FS; 'Task E can start when Task F starts' is SS. These are the standard dependency definitions used in project scheduling per PMI guidelines.

CPI = EV/AC = 100,000/120,000 = 0.8333. EAC = BAC/CPI = 200,000/0.8333 = 240,000.

Upon receiving a change request, the PM should review it and assess the impact before taking further action. Implementing immediately is premature; updating the plan occurs after approval; informing the sponsor may happen but not first.

Project closing includes formal acceptance from the sponsor and archiving project documents. Releasing resources is also part of closing, but it's one of the two correct answers here.

The Delphi technique uses anonymous questionnaires and rounds of feedback to achieve consensus among experts.

The project charter is the correct document because it formally authorizes the project, defines the high-level scope, objectives, and key stakeholders, and is issued by the project sponsor. It serves as the foundational agreement between the sponsor and the project manager, aligning with PMI's PMBOK Guide for initiating a project.

Option C is correct because the project manager is in the planning phase, and the first step when a risk is identified is to formally document it in the risk register. After adding the risk, the team should analyze it and develop a response plan. This aligns with the PMBOK Guide's risk management process, which requires recording risks before taking action.

Sensitivity analysis is a quantitative technique used to determine which individual risks have the most potential impact on project outcomes by varying one risk factor at a time while holding others constant. Expected monetary value (EMV) calculates the average outcome when the future includes scenarios that may or may not happen, using probability and impact values to quantify risk exposure. Both are core tools in the Perform Quantitative Risk Analysis process as defined in the PMBOK Guide.

The WBS breaks down the work into manageable components, and the scope statement defines the project scope, deliverables, and boundaries. The risk register lists risks, the communication plan defines communication, and the RACI matrix assigns responsibilities.

Committing to more than the historical velocity increases risk of incomplete work. The team should use velocity to size the sprint backlog realistically.

Formal acceptance is obtained from the customer or sponsor during closing, often via a project acceptance form.

A RACI chart (Responsible, Accountable, Consulted, Informed) is the correct document for clarifying roles and responsibilities in a project. It explicitly maps each task to team members, defining who does the work, who has final authority, who provides input, and who needs updates. This directly resolves conflicts over task assignments by removing ambiguity about ownership and accountability.

Net Present Value (NPV) and Internal Rate of Return (IRR) are discounted cash flow methods that account for the time value of money and are used for long-term profitability comparisons.

A Gantt chart displays tasks as bars, shows dependencies via arrows, and can highlight the critical path. The other options do not provide all of these features.

Closing includes formal acceptance, lessons learned, and archiving project documents.

The scope management plan and schedule management plan are both subsidiary plans that form part of the project management plan. They define how the project scope and schedule will be defined, developed, monitored, controlled, and verified throughout the project lifecycle. These are required by the PMBOK Guide and are included in the project management plan documentation.

The Delphi technique uses anonymous expert feedback through multiple rounds to reach consensus.

In the storming stage, team members may challenge each other and the project manager, leading to conflicts as they establish roles.

EAC can be calculated using BAC/CPI, or AC + ETC, but ETC often uses CPI. So BAC, AC, and CPI are directly involved. EV is not directly in the formula.

When a stakeholder requests a change that increases costs, the project manager must first document the change using a change request form. This initiates the formal change control process, ensuring the request is evaluated for impact on scope, schedule, budget, and quality before any updates are made to other documents. The change request form is the primary artifact for capturing and tracking proposed changes in project management.

Only CR001 has 'Approval Needed' marked as Yes, indicating it requires formal CCB approval. CR004 does not require approval per the log.

In a functional organization, resources report to functional managers, and the project manager has limited authority.

The sprint backlog is the set of product backlog items selected for the sprint, along with a plan for delivering them. The product backlog is the full list of requirements; burndown/burnup charts track progress.

Mitigation reduces the probability or impact of a risk. Cross-training reduces impact.

After a change request is submitted, the next step is to evaluate its impact on the triple constraint (time, cost, scope) before sending it to the Change Control Board.

Addition is a valid type of project termination where the project is formally closed and its deliverables are absorbed into the ongoing operations of the organization, often becoming a new functional unit or product line. This is distinct from extinction, where the project ends because its objectives have been met, and starvation, where the project is terminated due to lack of resources or funding. In the context of the PMI framework and the PK0-005 exam, addition represents a successful transition from project to operations.

Schedule variance (SV) is calculated as EV - PV = $40,000 - $50,000 = -$10,000, indicating the project is behind schedule. Cost variance (CV) is EV - AC = $40,000 - $45,000 = -$5,000, indicating the project is over budget. Option D correctly states both negative variances.

CV = EV - AC = $50,000 - $55,000 = -$5,000, indicating the project is over budget.

The project charter is the formal authorization document that gives the PM authority and outlines high-level constraints.

The scope baseline, schedule baseline, and cost baseline are key components of the project management plan. The risk register is a project document, not part of the plan itself. Lessons learned are created after project closure.

Hybrid allows for some flexibility while maintaining a planned approach. Predictive would be too rigid, agile too flexible, and Kanban is an agile framework.

According to integrated change control, after approval, the project manager must update the project plan and baselines (cost, schedule) to reflect the approved change.

The SOW defines the work to be performed, and the contract defines the legal terms and conditions. The RFP is used to solicit bids, and the WBS is a planning tool, not a procurement document. The project charter authorizes the project.

The project sponsor, project manager, and project team are key roles. Functional manager is a role in matrix organizations but not a project role per se; it's an organizational role. Stakeholder is anyone with interest, but not a specific role on the project team.

A network diagram (activity-on-node) with dependencies allows identification of the critical path (longest path with zero float).

In a functional structure, resources belong to functional managers, and the PM has limited authority. In projectized, the PM has full authority. Matrix structures are in between.

Developing the project charter and identifying stakeholders are initiation phase activities. Creating the WBS, developing the schedule, and defining scope are planning phase activities.

The Work Breakdown Structure (WBS) is the correct document because it hierarchically decomposes the total scope of work into smaller, more manageable work packages. This decomposition is a core deliverable-oriented grouping that enables accurate cost estimation, resource allocation, and schedule development. The WBS is defined in the PMBOK Guide as a 'deliverable-oriented hierarchical decomposition of the work to be executed by the project team.'

A communication plan should include stakeholder communication needs and frequency, as well as the method of communication.

In the Performing stage, the team is functioning effectively, with established trust and processes. Interdependence and focus on goals are key characteristics.

The project scope statement defines the project's boundaries, deliverables, and acceptance criteria. When a new feature is approved via the change control process, the scope statement must be updated to reflect the newly authorized work, ensuring all stakeholders have a common understanding of the project's scope. This aligns with the PMBOK Guide's guidance that the scope statement is a key output of the 'Direct and Manage Project Work' process after a change request is approved.

Decomposition of scope results in a Work Breakdown Structure (WBS), which breaks down deliverables into work packages.

Crashing adds resources to critical path activities, which increases cost. Fast-tracking performs activities in parallel, which increases risk. Both are schedule compression techniques.

Fast-tracking involves overlapping project phases that would normally be sequential. The primary risk is that work on a later phase begins before the deliverables from the previous phase are fully complete and verified. This increases the probability of rework if the earlier deliverables contain errors or require changes, which can negate any time savings and introduce schedule instability.

Schedule Variance (SV) = EV - PV = $50,000 - $60,000 = -$10,000, indicating behind schedule. Cost Variance (CV) = EV - AC = $50,000 - $55,000 = -$5,000, indicating over budget.

Option D is correct because the project manager must follow the established change control process, even for urgent security patches, when the change introduces an unplanned database migration that impacts scope, budget, and schedule. Waiting for the next CCB meeting (in three days) allows proper assessment of the upgrade's impact on the authentication database schema and ensures all stakeholders approve the change. Applying the patch without approval violates the change management plan and could lead to uncontrolled scope creep and budget overruns.