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CCNA Tools and Documentation Questions

59 of 134 questions · Page 2/2 · Tools and Documentation · Answers revealed

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76
MCQeasy

A project manager wants to visualize task dependencies and the critical path for a construction project. Which tool should they use?

A.Burndown chart
B.Network diagram
C.Gantt chart
D.Milestone chart
AnswerB

A network diagram maps tasks as nodes with arrows showing dependencies, making the longest sequence — the critical path — visible. That directly satisfies the stem's requirement to visualise both task dependencies and the critical path for the construction project.

Why this answer

A network diagram (also called a PERT or precedence diagram) is the standard project management tool for visualizing task dependencies and identifying the critical path, because it explicitly shows the sequence of activities, their dependencies, and the longest path through the network. It is the only tool in the list designed specifically for dependency and critical-path analysis.

Exam trap

The trap is confusing Gantt charts with network diagrams — Gantt charts show schedule over time, but only network diagrams explicitly model dependencies and the critical path, which is what the question asks for.

How to eliminate wrong answers

Option A is wrong because a burndown chart tracks remaining work versus time in Agile sprints — it shows progress velocity, not task dependencies or critical path. Option C is wrong because a Gantt chart shows tasks as horizontal bars against a calendar timeline; while it can display dependencies with arrows, it is not the primary tool for critical-path analysis and does not inherently highlight the critical path. Option D is wrong because a milestone chart only marks key dates or deliverables and shows no dependencies or sequencing between tasks.

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77
MCQeasy

Which project scheduling tool depicts activities as bars on a timeline, showing dependencies and milestones?

A.Gantt chart
B.Burndown chart
C.Network diagram
D.Milestone chart
AnswerA

A Gantt chart renders activities as horizontal bars positioned along a timeline, with bar length showing duration and links showing dependencies and milestones. This directly satisfies the stem's requirement for a tool depicting bars, dependencies and milestones.

Why this answer

A Gantt chart is a project scheduling tool that depicts activities as horizontal bars along a timeline, with the length of each bar representing the duration of the activity. It also shows dependencies between activities and milestones, making it the correct answer.

Exam trap

PK0-005 often tests the confusion between Gantt charts and network diagrams; candidates must remember that Gantt charts use a timeline with bars, while network diagrams focus on dependencies without a time axis.

How to eliminate wrong answers

Option B is wrong because a burndown chart is used in Agile projects to show the amount of work remaining versus time, not to depict activities as bars on a timeline with dependencies. Option C is wrong because a network diagram (such as PERT or CPM) shows activities as nodes or arrows with dependencies, but it does not use a timeline with bars. Option D is wrong because a milestone chart only shows milestones (key events) on a timeline, not the activities themselves as bars.

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78
Multi-Selecthard

A project manager is evaluating earned value metrics for a project. The CPI is 0.8 and the SPI is 0.9. Which TWO conclusions can the project manager draw?

Select 2 answers
A.The project is ahead of schedule
B.The project is behind schedule
C.The project is under budget
D.The project is over budget
E.The project is on schedule
AnswersB, D

An SPI of 0.9 falls below 1.0, meaning earned value lags planned value — the project has completed less work than scheduled at this point. This directly satisfies the stem's schedule-performance constraint, confirming the project is behind schedule. CPI, by contrast, measures cost efficiency, so it cannot support this conclusion.

Why this answer

Option B is correct because an SPI of 0.9 is less than 1.0, which indicates that the project has earned less value than planned for the work scheduled, meaning it is behind schedule. Option D is correct because a CPI of 0.8 is less than 1.0, which indicates that the project is spending more than the value earned, meaning it is over budget. Option A is incorrect because an SPI below 1.0 never indicates being ahead of schedule.

Option C is incorrect because a CPI below 1.0 indicates over budget, not under budget. Option E is incorrect because an SPI of exactly 1.0 would indicate being on schedule, and 0.9 does not meet that condition.

Exam trap

PK0-005 often tests the direction of CPI and SPI: candidates may confuse which index indicates over/under budget and ahead/behind schedule, especially when both are below 1.0.

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79
MCQeasy

In a user story, which component describes the benefit or value that the feature will provide?

A.Feature
B.Role
C.Benefit
D.Acceptance criteria
AnswerC

The benefit component of a user story states the value or outcome the feature delivers, completing the "so that" clause. It satisfies the stem's requirement to describe the benefit or value provided, as distinct from the role or the desired capability.

Why this answer

A user story follows the template 'As a [role], I want [feature], so that [benefit].' The benefit component is the 'so that' clause, which articulates the value or outcome the user gains from the feature. It explains why the feature matters and helps the team prioritize work based on delivered value.

Exam trap

The trap here is that candidates confuse the benefit clause with acceptance criteria — both describe outcomes, but acceptance criteria define testable completion conditions, while the benefit explains the user's motivation and value.

How to eliminate wrong answers

Option A is wrong because the feature is the 'I want' clause — it describes what the user wants to do, not the value derived from it. Option B is wrong because the role is the 'As a' clause — it identifies the persona or user type, not the benefit. Option D is wrong because acceptance criteria are the conditions that must be met for the story to be considered complete; they define done, not value.

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80
MCQeasy

A project team uses planning poker to estimate user stories. What is the purpose of this technique?

A.To define the Definition of Done
B.To assign tasks to team members
C.To reach a consensus on effort estimates
D.To create a Gantt chart
AnswerC

Planning poker achieves consensus by having each estimator reveal their card simultaneously, exposing divergent assumptions before discussion. This satisfies the stem's requirement directly: the technique's purpose is collective agreement on effort, not individual accuracy or velocity forecasting. Divergence triggers debate, then re-estimation, converging the team on one shared estimate.

Why this answer

Planning poker is an agile estimation technique in which each team member privately selects a card representing their effort estimate (often Fibonacci numbers) for a user story, then all cards are revealed simultaneously. Discrepancies are discussed, and the team re-votes until they converge on a shared estimate. Its core purpose is to reach consensus on effort estimates while surfacing differing assumptions early.

Exam trap

The trap is confusing estimation activities with planning or definition activities — candidates pick 'assign tasks' or 'define Definition of Done' because those are also team ceremonies, but planning poker's sole output is a consensus effort estimate.

How to eliminate wrong answers

Option A is wrong because the Definition of Done is a separate agile artifact — a checklist of criteria a story must meet to be considered complete — established by the team, not produced by estimation sessions. Option B is wrong because assigning tasks to team members is a sprint planning or task-breakdown activity; planning poker estimates size/effort, it does not allocate work to individuals. Option D is wrong because a Gantt chart is a waterfall-style scheduling tool showing task durations and dependencies over calendar time; planning poker produces relative effort estimates, not a schedule.

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81
MCQmedium

In a RACI matrix, which role is ultimately accountable for the successful completion of a task?

A.Consulted
B.Informed
C.Responsible
D.Accountable
AnswerD

In a RACI matrix, the Accountable role owns the task outcome and holds final decision authority, with exactly one accountable person per task. This satisfies the stem's requirement for ultimate ownership, distinguishing it from Responsible, which performs the work, and Consulted or Informed.

Why this answer

In a RACI matrix, the Accountable role is the single person ultimately answerable for the task's success or failure. They own the outcome and have the authority to approve the work, even if they delegate the actual doing to others. This is why the 'A' is often described as 'the buck stops here.'

Exam trap

PK0-005 often tests the Responsible vs. Accountable distinction — the trap is assuming the person doing the work (Responsible) is also the one ultimately answerable (Accountable).

How to eliminate wrong answers

Option A is wrong because Consulted roles provide input and expertise but are not ultimately answerable for the outcome. Option B is wrong because Informed roles are kept up to date on progress but have no decision-making authority or accountability. Option C is wrong because Responsible roles perform the work but do not own the ultimate outcome — responsibility can be shared, while accountability cannot.

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82
MCQmedium

A project manager is tracking the completion of key deliverables against the project schedule. Which tool should they use to display only major milestones without showing detailed dependencies or tasks?

A.Network diagram
B.Milestone chart
C.Gantt chart
D.Burndown chart
AnswerB

A milestone chart plots only significant checkpoints against a timescale, deliberately omitting task-level detail and dependency links. This directly satisfies the stem's constraint of showing major milestones without detailed dependencies or tasks, unlike a Gantt or network diagram, which both display those relationships.

Why this answer

A milestone chart displays only major milestones — key events or deliverables — without showing the detailed tasks, dependencies, or durations that a Gantt chart would include. It provides a high-level view of progress against the schedule, making it ideal for executive reporting and tracking critical checkpoints. The project manager can quickly see which milestones are complete and which are pending.

Exam trap

The trap here is that candidates may choose 'Gantt chart' because it is the most familiar scheduling tool, but the question specifically asks for a view that excludes detailed tasks and dependencies — only a milestone chart meets that requirement.

How to eliminate wrong answers

Option A is wrong because a network diagram (e.g., PERT or CPM chart) shows task dependencies and the critical path, which is the opposite of what the question asks — it displays detailed relationships, not just milestones. Option C is wrong because a Gantt chart shows tasks, durations, dependencies, and resources in a bar-chart format; it includes far more detail than just milestones. Option D is wrong because a burndown chart tracks remaining work versus time in Agile projects, not milestone completion against a schedule.

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83
Multi-Selectmedium

A project manager is selecting tools for an Agile project. Which TWO tools are commonly used for Agile project management? (Select two.)

Select 2 answers
A.Trello
B.Microsoft Project
C.Jira
D.Smartsheet
E.PERT chart
AnswersA, C

Trello's kanban boards visualise work as cards moving through columns, directly supporting Agile's iterative flow and limiting work in progress. This satisfies the stem's requirement for a commonly used Agile project management tool, unlike Gantt-chart-centric or waterfall-focused alternatives.

Why this answer

Trello (A) is correct because it is a widely used Agile tool built around boards, lists, and cards that directly support Kanban-style workflows, backlog management, and sprint task tracking. Jira (C) is correct because it is purpose-built for Agile software development, offering Scrum and Kanban boards, sprint planning, burndown charts, and backlog grooming features. Microsoft Project (B) is a traditional waterfall-oriented scheduling tool focused on Gantt charts and critical-path planning, so it is not typically classified as an Agile management tool.

Smartsheet (D) is a general-purpose spreadsheet-style work management platform, not a dedicated Agile tool. PERT chart (E) is a network diagramming technique used for estimating and sequencing tasks in predictive/waterfall projects, not an Agile project management tool.

Exam trap

PK0-005 often tests the distinction between Agile-specific tools and traditional project management software, so candidates may mistakenly select Microsoft Project or Smartsheet as Agile tools due to their popularity.

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84
MCQeasy

A project team uses a tool that shows only major events or deadlines, such as the start and end of phases. Which type of chart are they using?

A.Gantt chart
B.Network diagram
C.Burndown chart
D.Milestone chart
AnswerD

A milestone chart plots only significant checkpoints — phase starts, phase ends, and key deadlines — as discrete markers on a timeline, omitting the duration bars and task dependencies that Gantt charts display. This directly satisfies the stem's constraint that only major events or deadlines appear.

Why this answer

A milestone chart is specifically designed to display only key events or deadlines, such as the start and end of project phases, rather than detailed task durations. It uses symbols (often diamonds) to mark significant points in time, omitting the granular task bars found in other charts. This matches the description of showing only major events or deadlines.

Exam trap

PK0-005 often tests the distinction between Gantt charts and milestone charts, where candidates mistakenly choose Gantt because they know it shows phases, but the key is that milestone charts show only major events, not all tasks.

How to eliminate wrong answers

Option A is wrong because a Gantt chart displays all tasks with their durations, start/end dates, and dependencies, not just major events. Option B is wrong because a network diagram (e.g., PERT or CPM) focuses on task dependencies and the critical path, showing the sequence of activities rather than only milestones. Option C is wrong because a burndown chart tracks remaining work versus time in agile projects, typically showing a line graph of effort remaining, not major events or deadlines.

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85
MCQmedium

A project manager needs to identify the root cause of a recurring defect. Which quality tool uses a fishbone diagram to categorize potential causes?

A.Scatter diagram
B.Cause-and-effect diagram
C.Control chart
D.Pareto chart
AnswerB

The cause-and-effect diagram, drawn as a fishbone, sorts potential causes into categories such as people, process, and technology, directly satisfying the stem's requirement to identify a defect's root cause. Unlike a Pareto chart, which ranks existing frequency data, it structures brainstorming of unverified causes before data collection.

Why this answer

The cause-and-effect diagram, also called a fishbone or Ishikawa diagram, is the quality tool specifically designed to categorize potential causes of a problem into branches such as people, process, technology, environment, and materials. It is used in root cause analysis to visually organize brainstorming around why a defect recurs. The 'fishbone' shape places the effect (defect) at the head and potential causes along the spine and ribs.

Exam trap

The trap here is confusing the fishbone diagram with the Pareto chart, since both are used in root cause analysis; candidates must remember that only the fishbone categorizes causes, while Pareto prioritizes them.

How to eliminate wrong answers

Option A is wrong because a scatter diagram plots two variables to show correlation, not to categorize causes. Option C is wrong because a control chart tracks process stability over time using statistical limits, not cause categorization. Option D is wrong because a Pareto chart ranks causes by frequency to prioritize the 'vital few,' but it does not categorize causes into fishbone branches.

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86
MCQmedium

A project manager is creating a RACI matrix for the project. One activity involves conducting security testing. The security lead will perform the testing, the project manager is responsible for ensuring it happens, and the compliance officer needs to be informed of the results. Which assignment is correct?

A.Security lead: Accountable; Project manager: Informed; Compliance officer: Responsible
B.Security lead: Responsible; Project manager: Informed; Compliance officer: Accountable
C.Security lead: Responsible; Project manager: Accountable; Compliance officer: Informed
D.Security lead: Accountable; Project manager: Responsible; Compliance officer: Informed
AnswerC

Assigning the security lead as Responsible matches the stem's requirement that they perform the testing, while the project manager as Accountable satisfies their duty to ensure it happens. The compliance officer as Informed reflects their need to receive results without approving or executing the work.

Why this answer

In a RACI matrix, the person who performs the work is Responsible (R), the person ultimately answerable for the correct completion is Accountable (A), and those who need to be kept informed are Informed (I). Here, the security lead performs the testing, so they are Responsible; the project manager ensures it happens and is ultimately answerable, so they are Accountable; the compliance officer needs to be informed, so they are Informed. This matches option C.

Exam trap

The trap is confusing the Responsible and Accountable roles, especially when the project manager is involved — candidates often assume the project manager is always Responsible, but they are typically Accountable for ensuring work is done.

How to eliminate wrong answers

Option A is wrong because it assigns the security lead as Accountable (they perform the work, so they are Responsible) and the compliance officer as Responsible (they only need to be informed). Option B is wrong because it assigns the project manager as Informed (they are ensuring it happens, so they should be Accountable) and the compliance officer as Accountable (they are only informed). Option D is wrong because it assigns the security lead as Accountable (they are Responsible) and the project manager as Responsible (they are Accountable).

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87
MCQeasy

A project manager is creating a document that formally authorizes the project and assigns the project manager. Which document is being created?

A.Project management plan
B.Business case
C.Scope statement
D.Project charter
AnswerD

The project charter is the document that formally authorises the project and assigns the project manager, granting authority to apply resources. It satisfies the stem's two requirements simultaneously, distinguishing it from the project management plan, which describes how the authorised project will be executed.

Why this answer

The project charter is the document that formally authorizes the existence of a project and gives the project manager authority to apply organizational resources. It is issued by the sponsor or initiating entity and precedes detailed planning. None of the other documents serve this authorizing function.

Exam trap

PK0-005 often tests the confusion between the business case (justifies the project) and the project charter (authorizes it) — candidates pick the business case because it sounds more formal.

How to eliminate wrong answers

Option A is wrong because the project management plan describes how the project will be executed, monitored, and controlled — it is created after the charter. Option B is wrong because the business case justifies the investment and is an input to the charter, not the authorization itself. Option C is wrong because the scope statement details deliverables and boundaries and is developed during planning, after the charter.

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88
MCQeasy

Which document defines the communication requirements, including who needs what information, when, and how?

A.Stakeholder register
B.Communication plan
C.RACI matrix
D.Project charter
AnswerB

The communication plan specifies stakeholder information needs, detailing who receives what information, when, and through which channel. It directly satisfies the stem's three constraints: audience, timing, and delivery method, unlike the charter or stakeholder register, which do not define these communication logistics.

Why this answer

The communication plan is the project document that defines who needs what information, when they need it, and through which channel. It captures stakeholder communication requirements, frequency, format, and responsible parties. This directly matches the question's wording about communication requirements.

Exam trap

PK0-005 often tests the confusion between the stakeholder register and the communication plan; the trap is that both involve stakeholders, but only the communication plan specifies what, when, and how information is delivered.

How to eliminate wrong answers

Option A is wrong because the stakeholder register identifies stakeholders and their interests, influence, and engagement level, but it does not define the what/when/how of communication. Option C is wrong because a RACI matrix maps roles to tasks (Responsible, Accountable, Consulted, Informed) but does not specify communication timing or channels. Option D is wrong because the project charter authorizes the project and defines high-level objectives, not detailed communication requirements.

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89
MCQeasy

Which agile artifact contains the prioritized list of all desired work for a product?

A.Burndown chart
B.Sprint backlog
C.Definition of done
D.Product backlog
AnswerD

The product backlog is the single, ordered list of every desired feature, fix, and enhancement for the product, with the highest-value items prioritised first. This directly satisfies the stem's requirement for a prioritised list of all desired work, distinguishing it from the sprint backlog, which holds only the subset selected for one iteration.

Why this answer

The product backlog is the single, prioritized list of all desired work for a product, owned and continuously refined by the Product Owner. It contains features, enhancements, bug fixes, and technical work ordered by business value, and it serves as the master source from which sprint backlogs are drawn. Because it is prioritized and comprehensive, it matches the question's definition exactly.

Exam trap

The trap here is confusing the product backlog (all prioritized work) with the sprint backlog (the subset selected for one sprint), since both are called 'backlogs' and candidates often pick the sprint backlog by reflex.

How to eliminate wrong answers

Option A is wrong because a burndown chart is a visual tracking tool showing remaining work versus time, not a list of desired work. Option B is wrong because the sprint backlog is a subset of items selected for a single sprint, not the full prioritized product list. Option C is wrong because the definition of done is a shared quality checklist that determines when work is complete, not a work list.

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90
MCQhard

A project manager is leading a distributed team that uses a kanban board to visualize workflow. The team wants to limit the number of items in progress to reduce multitasking and improve cycle time. Which tool or technique should the project manager implement?

A.Control chart
B.Burndown chart
C.Cumulative flow diagram
D.Work-in-progress (WIP) limits
AnswerD

WIP limits are constraints placed on the number of items allowed in a workflow column, such as 'In Progress' or 'Testing'. By implementing WIP limits, the team reduces multitasking, exposes bottlenecks, and improves cycle time, which directly addresses the distributed team's goal of smoother workflow and faster delivery.

Why this answer

WIP limits are the kanban practice designed to cap the number of items in a given workflow state. By explicitly limiting work in progress, the distributed team reduces task switching, encourages completion over starting, and makes bottlenecks visible. This leads to improved cycle time and more predictable delivery, which are the stated objectives.

Exam trap

The trap here is selecting a visualization tool like a cumulative flow diagram or control chart, which can highlight problems, instead of the active constraint mechanism that actually prevents multitasking.

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91
MCQmedium

A project manager is developing a document that will provide a common understanding of the project's objectives, deliverables, and constraints for all stakeholders. The document should also include the business case and high-level risks. Which document is the project manager creating?

A.Stakeholder register
B.Business case
C.Project management plan
D.Project charter
AnswerD

The project charter formally authorizes the project and documents its purpose, measurable objectives, high-level requirements, risks, and constraints. It provides a shared understanding among stakeholders and references the business case. This matches the scenario's need for a foundational document that aligns everyone on objectives and deliverables.

Why this answer

The project charter is the document that formally authorizes the project and provides a high-level description of objectives, deliverables, constraints, business case, and high-level risks. It creates a shared understanding among stakeholders and serves as the foundation for detailed planning, making it the correct answer for this scenario.

Exam trap

The trap here is confusing the project charter with the project management plan, because both are foundational, but only the charter authorizes the project and includes the business case and high-level risks.

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92
MCQhard

A project manager creates a visual representation that shows the 20% of causes contributing to 80% of the problems in a project. Which tool is being used?

A.Control chart
B.Scatter diagram
C.Pareto chart
D.Histogram
AnswerC

A Pareto chart combines a bar graph of causes ranked by frequency with a cumulative line, applying the 80/20 principle. It isolates the vital few causes producing most problems, directly satisfying the stem's requirement to display the 20% of causes behind 80% of issues.

Why this answer

The Pareto chart is a specific type of bar chart that orders categories by frequency or impact, visually highlighting the 80/20 principle—the idea that roughly 80% of problems stem from 20% of causes. By arranging bars in descending order and often including a cumulative percentage line, it directs attention to the vital few issues that yield the greatest improvement. This matches the project manager's goal of identifying the 20% of causes responsible for 80% of problems.

Exam trap

PK0-005 often tests the confusion between quality management tools, particularly the Pareto chart and histogram, because both use bars; the trap is forgetting that only the Pareto chart orders bars by frequency and includes a cumulative percentage line to highlight the 80/20 principle.

How to eliminate wrong answers

Option A is wrong because a control chart is used to monitor process stability over time, plotting data points against control limits to detect variations, not to prioritize causes by frequency. Option B is wrong because a scatter diagram displays the relationship between two variables to identify correlation, not to rank causes by their contribution to problems. Option D is wrong because a histogram shows the frequency distribution of continuous data, but it does not order categories by impact or include a cumulative line to highlight the 80/20 rule.

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93
MCQmedium

A project manager is preparing for a post-implementation review after deploying a new CRM system. The team needs a document that captures what went well, what did not, and actionable recommendations for future projects. Which document should the project manager update?

A.Change log
B.Lessons learned register
C.Issue log
D.Risk register
AnswerB

The lessons learned register is the knowledge repository where the team records successes, failures, and recommendations throughout the project. Updating it after deployment ensures future projects benefit from the CRM rollout experience, including vendor coordination and user adoption issues, making it the right document for capturing improvement opportunities.

Why this answer

The lessons learned register is the standard project document for capturing knowledge gained, including what worked, what failed, and recommendations. A post-implementation review is a prime opportunity to populate or update this register so that future CRM or similar technology projects can avoid repeated mistakes and replicate successes.

Exam trap

The trap here is confusing the issue log with the lessons learned register, because both capture problems, but only the lessons learned register records broader insights and recommendations for future projects.

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94
MCQhard

A project team uses planning poker to estimate user stories. The product owner describes a story that involves integrating with a third-party API. The team discusses unknowns and then votes. The estimates are 5, 8, 13, and 20 story points. What should the team do next?

A.Use the estimate from the most senior developer.
B.Assign the story to the developer who gave the lowest estimate.
C.Take the average of the estimates and move on.
D.Discuss the reasoning behind each estimate and then re-vote.
AnswerD

A wide spread from 5 to 20 story points shows the team lacks shared understanding of the third-party API integration. Discussing the reasoning behind divergent estimates surfaces assumptions and unknowns, then re-voting converges on a consensus estimate.

Why this answer

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

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95
MCQmedium

A project manager uses a diagram to identify the most frequent causes of defects in a process. The diagram displays bars in descending order and a cumulative line. Which quality tool is being used?

A.Fishbone diagram
B.Scatter diagram
C.Control chart
D.Pareto chart
AnswerD

A Pareto chart is a bar graph with categories plotted in descending frequency order, overlaid with a cumulative percentage line. The stem's descending bars plus cumulative line match this structure exactly, distinguishing it from a histogram or run chart.

Why this answer

A Pareto chart is a bar chart where bars are ordered from highest to lowest frequency, often with a cumulative line, to highlight the 'vital few' causes (80/20 rule). A fishbone diagram shows potential causes but not frequency. A control chart tracks variation over time.

A scatter diagram shows correlation between two variables.

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96
MCQhard

A project has a budget at completion (BAC) of $200,000. The earned value (EV) is $100,000, and the actual cost (AC) is $120,000. What is the estimate at completion (EAC) assuming the current cost performance index (CPI) will remain the same?

A.$240,000
B.$180,000
C.$220,000
D.$250,000
AnswerA

Dividing BAC by CPI gives the EAC when current cost performance persists: CPI is $100,000 ÷ $120,000 = 0.833, so $200,000 ÷ 0.833 ≈ $240,000. This satisfies the stem's constraint that the existing CPI continues unchanged.

Why this answer

EAC is calculated as BAC / CPI when the current cost performance index is expected to continue. CPI = EV / AC = 100,000 / 120,000 = 0.8333. Therefore EAC = 200,000 / 0.8333 = $240,000.

This reflects the projected total cost if the current cost inefficiency persists.

Exam trap

PK0-005 often tests whether candidates apply the correct EAC formula — the trap is using EAC = AC + (BAC − EV) when the question explicitly says the current CPI will remain the same, which requires EAC = BAC / CPI.

How to eliminate wrong answers

Option B is wrong because $180,000 does not correspond to any standard EAC formula with these inputs. Option C is wrong because $220,000 would result from a different assumption (e.g., EAC = AC + (BAC − EV) = 120,000 + 100,000 = 220,000), which assumes remaining work will be performed at the planned rate, not the current CPI. Option D is wrong because $250,000 does not match BAC/CPI or any standard EAC variant for these values.

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97
Multi-Selectmedium

A project manager is selecting two documents that are essential for defining project scope. Which TWO documents should they choose?

Select 2 answers
A.Communication plan
B.Risk register
C.Work breakdown structure (WBS)
D.Scope statement
E.RACI matrix
AnswersC, D

The work breakdown structure decomposes the total project scope into deliverable-oriented, manageable components, providing the definitive hierarchical scope baseline. It satisfies the stem's scope-definition requirement, complementing the scope statement by translating agreed deliverables into discrete work packages for estimation and control.

Why this answer

The scope statement (D) is correct because it formally documents the project's deliverables, boundaries, acceptance criteria, and exclusions, serving as the authoritative baseline definition of what is and is not in scope. The work breakdown structure (C) is correct because it decomposes the approved scope into hierarchical, manageable work packages, translating the scope statement into a deliverable-oriented framework that guides planning and control. Together these two documents define scope (scope statement) and organize it (WBS), which is why they are the essential pair for scope definition.

The communication plan (A) governs information distribution and reporting, the risk register (B) tracks identified risks and responses, and the RACI matrix (E) clarifies roles and responsibilities—none of these define or decompose project scope, so they do not belong here.

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98
MCQmedium

An agile team uses story points for estimating effort. During sprint planning, the team's average velocity is 30 story points per sprint. The product owner wants to commit to 35 story points for the upcoming sprint. What should the team do?

A.Remove the definition of done to save time.
B.Increase the sprint duration to accommodate more points.
C.Commit to 30 story points based on historical velocity.
D.Accept the 35 story points to satisfy the product owner.
AnswerC

Historical velocity of 30 story points is the team's demonstrated capacity per sprint. Committing to 35 exceeds that proven throughput, so committing to 30 aligns the sprint commitment with actual delivery data rather than the product owner's aspiration.

Why this answer

Velocity is the team's historical throughput, and committing to more than average velocity without a concrete capacity change sets the sprint up for failure. The team should commit to 30 story points based on demonstrated velocity, and if the product owner wants more, the backlog or team capacity must be renegotiated.

Exam trap

PK0-005 often tests whether candidates understand that velocity is an empirical planning input, not a target to be dictated by the product owner — options that 'satisfy the PO' or 'extend the sprint' are classic distractors.

How to eliminate wrong answers

Option A is wrong because removing the definition of done sacrifices quality and undermines the team's shared understanding of 'complete,' which is never an acceptable way to fit more work. Option B is wrong because arbitrarily extending sprint duration violates the timebox principle in Scrum and disrupts cadence, retrospectives, and release planning. Option D is wrong because accepting 35 points purely to satisfy the product owner ignores empirical data and leads to overcommitment, technical debt, and burnout.

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99
MCQeasy

A project manager is creating a visual timeline that displays tasks as horizontal bars, shows dependencies between tasks, and highlights the critical path. Which tool should the manager use?

A.Network diagram
B.Gantt chart
C.Milestone chart
D.Pareto chart
AnswerB

A Gantt chart plots tasks as horizontal bars against a calendar timeline, with dependency links between bars and critical path activities highlighted. It satisfies all three stem requirements: timeline bars, dependencies, and critical path emphasis.

Why this answer

A Gantt chart is the standard project management tool that displays tasks as horizontal bars along a timeline, shows dependencies between tasks, and visually highlights the critical path. It directly matches all three requirements in the question.

Exam trap

PK0-005 often tests tool-selection by feature description — candidates may pick 'network diagram' because it also shows dependencies, but only a Gantt chart combines horizontal task bars, a timeline, and critical-path highlighting.

How to eliminate wrong answers

Option A is wrong because a network diagram (e.g., PERT/CPM) shows task dependencies as nodes and arrows but does not display tasks as horizontal bars on a timeline. Option C is wrong because a milestone chart only marks key events or deliverables, not detailed task bars or dependencies. Option D is wrong because a Pareto chart is a quality-management tool (bar chart ordered by frequency with a cumulative line) used for prioritizing defects, not for scheduling.

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100
Multi-Selecthard

A project manager is reviewing earned value data: PV = $150,000, EV = $120,000, AC = $130,000. Which THREE statements are correct?

Select 3 answers
A.The schedule performance index (SPI) is 0.8.
B.The cost performance index (CPI) is 1.08.
C.The project is behind schedule.
D.The project is under budget.
E.The cost variance (CV) is -$10,000.
AnswersA, C, E

SPI is calculated as EV divided by PV, so $120,000 ÷ $150,000 = 0.8. This is the earned value formula applied directly to the stem's figures, confirming the schedule efficiency ratio stated in the option.

Why this answer

Option A is correct: SPI = EV / PV = $120,000 / $150,000 = 0.8, which is the exact schedule performance index for this data. Option C is correct: an SPI of 0.8 (less than 1.0) means less work was accomplished than planned, so the project is behind schedule. Option E is correct: CV = EV − AC = $120,000 − $130,000 = −$10,000, indicating a negative cost variance.

Option B is wrong because CPI = EV / AC = $120,000 / $130,000 ≈ 0.92, not 1.08. Option D is wrong because the CPI below 1.0 and the negative CV show the project is over budget, not under budget.

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101
MCQeasy

In an Agile project, the team uses story points to estimate effort. During sprint planning, they select user stories from the product backlog and assign them to the sprint. What is the resulting list of items committed for the sprint called?

A.Product backlog
B.Burndown chart
C.Burnup chart
D.Sprint backlog
AnswerD

The sprint backlog is the subset of product backlog items the team commits to for the sprint, plus the plan for delivering them. It satisfies the stem's constraint of being the resulting list produced during sprint planning, distinct from the product backlog, which holds all unrefined future work.

Why this answer

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.

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102
MCQmedium

A project has a planned value (PV) of $50,000, earned value (EV) of $40,000, and actual cost (AC) of $45,000. What is the schedule variance (SV) and cost variance (CV)?

A.SV = -$5,000, CV = -$10,000
B.SV = -$10,000, CV = $5,000
C.SV = $10,000, CV = $5,000
D.SV = -$10,000, CV = -$5,000
AnswerD

Schedule variance is EV minus PV, giving $40,000 minus $50,000, or -$10,000. Cost variance is EV minus AC, giving $40,000 minus $45,000, or -$5,000. Both negative values indicate the project is behind schedule and over budget.

Why this answer

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.

Exam trap

The trap here is that candidates often confuse the formulas for SV and CV, swapping the order of subtraction (e.g., using PV - EV for SV or AC - EV for CV), leading to incorrect positive values instead of the correct negative ones.

How to eliminate wrong answers

Option A is wrong because it incorrectly calculates SV as -$5,000 (likely confusing it with CV) and CV as -$10,000 (reversing the values). Option B is wrong because it correctly calculates SV as -$10,000 but incorrectly calculates CV as +$5,000 (using AC - EV instead of EV - AC). Option C is wrong because it incorrectly calculates SV as +$10,000 (using PV - EV instead of EV - PV) and CV as +$5,000 (using AC - EV instead of EV - AC).

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103
MCQhard

A project manager is preparing the communication plan and needs to determine the appropriate format and frequency for status updates to a steering committee that meets monthly. The committee wants concise, decision-oriented information. Which approach best fits this need?

A.Daily detailed task-level emails to each committee member
B.Monthly executive summary with key metrics, risks, and decisions required
C.Real-time access to the detailed project schedule with no summary
D.Weekly informal verbal updates to one committee representative only
AnswerB

A monthly executive summary aligns with the committee's meeting cadence and provides concise metrics, top risks, and explicit decision requests. This format respects the committee's decision-oriented focus and ensures they receive actionable information at the right frequency, which is exactly what effective communication planning requires for this audience.

Why this answer

Communication should be tailored to the audience's cadence and decision-making role. A monthly executive summary with metrics, risks, and decision requests matches the steering committee's monthly meetings and concise, decision-oriented preference. Daily detail, raw schedule access, or single-representative verbal updates all misalign with frequency, format, or completeness for this audience.

Exam trap

The trap here is equating more frequent or more detailed communication with better communication, ignoring audience cadence and decision needs.

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104
MCQmedium

A project manager needs to identify which tasks are critical to the project's completion date. After creating the project schedule, which tool should be used to visualize the critical path?

A.Burndown chart
B.Milestone chart
C.Gantt chart
D.Network diagram
AnswerD

A network diagram maps task dependencies and durations, exposing the longest sequential chain through the schedule. This directly satisfies the need to visualise the critical path, since float calculations on that chain reveal which tasks govern the project's completion date. Gantt charts show timing but obscure dependency-driven float.

Why this answer

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

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105
MCQhard

During a project, the project manager calculates the following: Earned Value (EV) = $50,000, Planned Value (PV) = $60,000, Actual Cost (AC) = $55,000. Which statement accurately describes the project's performance?

A.The project is behind schedule and over budget.
B.The project is ahead of schedule and under budget.
C.The project is ahead of schedule and over budget.
D.The project is behind schedule and under budget.
AnswerA

EV of $50,000 against PV of $60,000 gives a negative schedule variance, so work lags the plan; EV against AC of $55,000 gives a negative cost variance, meaning spend exceeds earned value. Both indices fall below 1.0, confirming behind schedule and over budget.

Why this answer

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.

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106
Multi-Selecthard

A project is experiencing cost overruns. The project manager wants to calculate key earned value metrics. Which THREE metrics are needed to compute the cost performance index (CPI) and schedule performance index (SPI)? (Select three.)

Select 3 answers
A.Budget at completion (BAC)
B.Estimate at completion (EAC)
C.Actual cost (AC)
D.Planned value (PV)
E.Earned value (EV)
AnswersC, D, E

Actual cost is the money spent on work performed to date. CPI equals earned value divided by AC, so AC is essential for the cost efficiency calculation; it satisfies the stem's requirement for metrics needed to compute CPI.

Why this answer

The three metrics needed to compute CPI and SPI are Actual cost (AC), Planned value (PV), and Earned value (EV). CPI is calculated as EV / AC, so both EV (option E) and AC (option C) are required to measure cost efficiency. SPI is calculated as EV / PV, so EV (option E) and PV (option D) are required to measure schedule efficiency.

Together, EV, PV, and AC provide the core earned value inputs for both indices. Budget at completion (BAC, option A) is used for forecasting metrics such as EAC and TCPI, and Estimate at completion (EAC, option B) is itself a forecast derived from earned value data, so neither is needed to compute CPI or SPI directly.

Exam trap

PK0-005 often tests confusion between inputs and outputs of EVM formulas, tempting candidates to select BAC or EAC as required for CPI/SPI.

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107
MCQmedium

A project team is using Jira for agile development. They have a list of features to be developed over multiple sprints. What is the term for this list, which represents all the work planned for the project?

A.Product backlog
B.Kanban board
C.Sprint backlog
D.Burnup chart
AnswerA

The product backlog is the single ordered list of all features, requirements and work planned for the project, from which sprint backlogs are drawn. It matches the description of features to be developed across multiple sprints.

Why this answer

The product backlog is the comprehensive list of all features, requirements, and work planned for the project, maintained by the product owner. It represents the single source of requirements for any changes to the product. In agile development, the product backlog is refined and prioritized over time.

Exam trap

PK0-005 often tests the distinction between product backlog (all planned work) and sprint backlog (work for one sprint), and candidates may incorrectly choose sprint backlog if they overlook the phrase 'over multiple sprints'.

How to eliminate wrong answers

Option B is wrong because a Kanban board is a visual tool for managing workflow, not a list of all planned work. Option C is wrong because the sprint backlog is a subset of the product backlog selected for a specific sprint, not the entire project's planned work. Option D is wrong because a burnup chart tracks progress toward a goal, not the list of work itself.

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108
MCQeasy

In an Agile project, the team uses a tool to manage user stories and tasks. Which tool is specifically designed for Agile project management, supporting Scrum and Kanban boards?

A.Smartsheet
B.Monday.com
C.Jira
D.Microsoft Project
AnswerC

Jira is built around Agile workflows, offering Scrum boards with sprints and backlogs plus Kanban boards with work-in-progress limits. This satisfies the stem's requirement for a tool specifically designed for Agile, supporting both Scrum and Kanban.

Why this answer

Jira, developed by Atlassian, is purpose-built for Agile project management and natively supports Scrum and Kanban boards, backlogs, sprints, and user story tracking. It is the de facto standard tool in Agile software development environments. Its configurability and integration with development tools make it specifically designed for Agile workflows.

Exam trap

The trap is confusing general project management tools (Smartsheet, Monday.com, Microsoft Project) with Agile-specific tools — candidates must recognize that only Jira is purpose-built for Scrum and Kanban boards.

How to eliminate wrong answers

Option A (Smartsheet) is wrong because it is a general-purpose work management and spreadsheet-style tool, not specifically designed for Agile with native Scrum/Kanban boards. Option B (Monday.com) is wrong because it is a generic work OS platform that supports Agile-like views but is not purpose-built for Scrum or Kanban. Option D (Microsoft Project) is wrong because it is designed for traditional waterfall project management with Gantt charts, not Agile boards.

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109
MCQmedium

In an agile project, the team is using user stories to capture requirements. Which of the following is the correct format for a user story?

A.As a customer, I want to view my order history, so that I can track my purchases.
B.The system shall allow users to login.
C.Login functionality must be implemented.
D.As a user, I want to login, and the system must be secure.
AnswerA

"As a [role], I want [goal], so that [benefit]" is the canonical user story template, and this option instantiates all three clauses correctly: customer, viewing order history, and the tracking benefit. It satisfies the stem's agile requirement by capturing the requirement from the user's perspective rather than as a technical specification.

Why this answer

Follows the standard user story format: 'As a [user role], I want [goal], so that [benefit].' This structure is prescribed by agile methodologies like Scrum and XP to ensure requirements are user-centric, testable, and value-driven. The 'so that' clause provides the business rationale, which is critical for prioritization and acceptance criteria definition.

Exam trap

CompTIA often tests the distinction between user stories and traditional requirements by embedding a correct user story among system-imperative statements or mixed-format options, tricking candidates who memorize only the 'As a... I want...' part without requiring the 'so that' clause.

How to eliminate wrong answers

Option B is wrong because it uses a system-centric imperative ('The system shall...') typical of traditional requirements documents, not the user-role format required for a user story. Option C is wrong because it is a vague, implementation-focused statement ('must be implemented') that lacks a user role, goal, or benefit, making it untestable and non-value-driven. Option D is wrong because it mixes a user story opening with a non-functional requirement ('the system must be secure') in the same sentence, violating the single-goal principle and conflating the 'so that' benefit with a technical constraint.

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110
MCQmedium

An agile team uses story points to estimate user stories. During planning poker, one developer consistently gives much higher estimates than the rest of the team. What is the best action for the team?

A.Average the estimates and move on
B.Discard the outlier estimate
C.Use the median estimate
D.Ask the developer to explain their reasoning
AnswerD

Outliers in planning poker usually signal hidden complexity or misunderstood requirements. Asking the developer to explain their reasoning surfaces assumptions and enables the team to converge on a shared estimate, satisfying the goal of accurate collaborative estimation rather than averaging away genuine insight.

Why this answer

In planning poker, a consistently higher estimate from one developer is a signal that they may see complexity, risk, or dependencies the rest of the team has overlooked. The best action is to ask the developer to explain their reasoning so the team can discuss assumptions and converge on a shared understanding, rather than mechanically averaging or discarding the estimate. This preserves the collaborative purpose of story-point estimation.

Exam trap

PK0-005 often tests the misconception that estimation is purely mathematical — candidates pick averaging or median thinking it's objective, but agile exams emphasize collaborative discussion and surfacing assumptions over statistical smoothing.

How to eliminate wrong answers

Option A is wrong because simply averaging estimates hides the underlying disagreement and may produce a number no one actually understands or agrees with. Option B is wrong because discarding the outlier ignores potentially valid technical concerns and undermines team collaboration. Option C is wrong because using the median suppresses discussion and may still miss the reasoning behind the high estimate; it treats the symptom rather than the cause.

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111
MCQmedium

A project manager wants to identify the most significant causes of delays in a software development project. Which quality tool should she use to prioritize the causes based on the Pareto principle?

A.Scatter diagram
B.Pareto chart
C.Control chart
D.Fishbone diagram
AnswerB

A Pareto chart orders causes by frequency and overlays cumulative percentage, exposing the vital few responsible for most delays. This satisfies the stem's requirement to prioritise causes using the Pareto principle, unlike a fishbone diagram, which only categorises causes without ranking them.

Why this answer

A Pareto chart is a bar chart that orders causes by frequency or impact, overlaid with a cumulative percentage line, directly applying the Pareto principle (80/20 rule). It helps prioritize the most significant causes of a problem, which is exactly what the project manager needs to identify the biggest sources of delays.

Exam trap

PK0-005 often tests whether candidates confuse the fishbone diagram (cause identification) with the Pareto chart (cause prioritization) — the key differentiator is the Pareto principle and the 80/20 prioritization aspect.

How to eliminate wrong answers

Option A is wrong because a scatter diagram shows correlation between two variables, not prioritization of causes. Option C is wrong because a control chart monitors process stability over time and detects variations, not cause prioritization. Option D is wrong because a fishbone diagram (Ishikawa) identifies potential causes categorically but does not prioritize them by frequency or impact.

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112
MCQmedium

During a sprint review, the team shows that they completed 30 story points this sprint, which is consistent with their average velocity. The product owner asks how much work the team can likely complete in the next two sprints. Using velocity, what is the best estimate?

A.30 story points
B.90 story points
C.60 story points
D.45 story points
AnswerC

Velocity of 30 story points per sprint, sustained over two sprints, gives 30 × 2 = 60 story points. This satisfies the stem's constraint that the team performs consistently with its average velocity, making straight extrapolation the best estimate.

Why this answer

Velocity is the average amount of work (in story points) a team completes per sprint. If the team consistently completes 30 story points per sprint, then over two sprints the expected throughput is 30 × 2 = 60 story points. This is the standard velocity-based forecasting method in Agile.

Exam trap

PK0-005 often tests simple velocity math, and candidates either forget to multiply by the number of sprints or confuse velocity (per sprint) with total capacity — the trap is picking the single-sprint number (30) instead of the two-sprint forecast (60).

How to eliminate wrong answers

Option A is wrong because 30 story points is the velocity for a single sprint, not two — the question asks for two sprints. Option B is wrong because 90 story points would require three sprints at 30 points each, not two. Option D is wrong because 45 story points (1.5 × 30) does not correspond to any whole number of sprints at the stated velocity.

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113
MCQmedium

During a software development project, the team estimates story points using planning poker. A story is estimated at 8 points, while a similar story was previously estimated at 5 points. What is the primary reason for using relative sizing with story points?

A.To assign story points based on the developer’s skill level
B.To track the number of story points completed per day
C.To calculate exact hours needed for each story
D.To compare the effort of stories relative to each other
AnswerD

Story points measure relative effort, complexity and uncertainty rather than absolute hours, so an 8-point story is simply larger than a 5-point one. Planning poker exploits this by having the team compare each story against known reference stories, satisfying the relative sizing requirement.

Why this answer

Story points are a relative measure of effort; the exact values are less important than the relative comparison. Planning poker facilitates consensus.

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114
MCQmedium

In a manufacturing project, the team uses a Pareto chart to analyze defects. The chart shows that 80% of defects come from 20% of the causes. Which principle does this illustrate?

A.Scatter diagram
B.80/20 rule
C.Control limits
D.Fishbone diagram
AnswerB

The 80/20 rule, or Pareto principle, states that a minority of causes produces a majority of effects. The chart's finding that 20% of causes generate 80% of defects is precisely this principle, which is why the Pareto chart is named after it.

Why this answer

The Pareto chart visualizes the Pareto principle, also known as the 80/20 rule, which states that roughly 80% of effects come from 20% of causes. In quality management, this helps teams focus on the vital few defect sources that produce the majority of problems, rather than spreading effort across trivial many causes.

Exam trap

PK0-005 often tests the confusion between Pareto (80/20 prioritization) and Fishbone (cause categorization) — candidates pick Fishbone because both are quality tools used in root-cause analysis.

How to eliminate wrong answers

Option A is wrong because a scatter diagram shows correlation between two variables, not cause-frequency ranking. Option C is wrong because control limits belong to control charts (SPC) and define acceptable process variation, not the 80/20 distribution. Option D is wrong because a fishbone (Ishikawa) diagram is a cause-and-effect brainstorming tool that categorizes potential causes; it does not quantify them into an 80/20 split.

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115
MCQmedium

A project manager is reviewing the project's risk register and wants to prioritize risks for further analysis. The project manager decides to use a tool that plots risks based on their probability of occurrence and potential impact. Which tool is the project manager using?

A.Monte Carlo simulation
B.Probability and impact matrix
C.Risk breakdown structure (RBS)
D.SWOT analysis
AnswerB

The probability and impact matrix is a tool used to prioritize risks by mapping the probability of each risk against its potential impact. Risks are typically classified as high, medium, or low priority. In this scenario, the project manager is using this matrix to determine which risks require further analysis or action, making it the correct tool.

Why this answer

The probability and impact matrix is the correct tool because it visually maps risks according to their likelihood and potential effect, allowing the project manager to prioritize them. Risks with high probability and high impact are given top priority, while those with low probability and low impact may be monitored. This matrix is a standard tool in the Perform Qualitative Risk Analysis process.

Exam trap

The trap here is confusing the probability and impact matrix with other risk tools like the risk breakdown structure or SWOT analysis, which are used for identification and categorization, not prioritization.

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116
Multi-Selectmedium

A project manager is creating the project management plan. Which TWO subsidiary plans should be included? (Select TWO.)

Select 2 answers
A.Product backlog
B.RACI matrix
C.Burndown chart
D.Risk management plan
E.Scope management plan
AnswersD, E

The risk management plan is a subsidiary plan within the project management plan, defining how risks are identified, assessed, responded to and monitored. It satisfies the requirement to include subsidiary plans, giving the project a documented approach to uncertainty.

Why this answer

The project management plan is composed of subsidiary plans and baselines, and the risk management plan (D) is a recognized subsidiary plan that documents how risk management activities will be structured and performed, including methodology, roles, budget, and timing. The scope management plan (E) is likewise a standard subsidiary plan that describes how the project scope will be defined, developed, monitored, controlled, and verified, making it a required component of the overall project management plan. In contrast, the product backlog (A) is an agile artifact used to capture and prioritize requirements, not a subsidiary plan of the project management plan.

The RACI matrix (B) is a responsibility assignment tool/technique output rather than a subsidiary plan, and the burndown chart (C) is an agile progress-tracking chart, so neither belongs in the project management plan as subsidiary plans.

Exam trap

CompTIA often tests the distinction between project management plan components (subsidiary plans) and project documents or artifacts (like backlogs, charts, or matrices), leading candidates to mistakenly select tools or outputs instead of formal planning documents.

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117
MCQmedium

A project manager notices that the actual cost (AC) is $50,000, the earned value (EV) is $45,000, and the planned value (PV) is $55,000. Which statement is true regarding schedule and cost performance?

A.The project is ahead of schedule and over budget.
B.The project is behind schedule and over budget.
C.The project is behind schedule and under budget.
D.The project is ahead of schedule and under budget.
AnswerB

With EV ($45,000) below PV ($55,000), the schedule performance index is 0.82, confirming the project is behind schedule. With EV below AC ($50,000), the cost performance index is 0.90, confirming it is over budget. Both constraints in the stem are therefore satisfied by this statement.

Why this answer

Schedule variance (SV) = EV - PV = $45,000 - $55,000 = -$10,000 (negative, behind schedule). Cost variance (CV) = EV - AC = $45,000 - $50,000 = -$5,000 (negative, over budget).

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118
MCQeasy

In an agile project using Jira, the product owner wants to prioritize the work for the next iteration. Which document or artefact should they refer to?

A.Burndown chart
B.Sprint backlog
C.Product backlog
D.RACI matrix
AnswerC

The product backlog is the single source of truth for prioritised work in an agile Jira project, directly satisfying the constraint of needing to order items for the next iteration. Jira’s backlog view allows the product owner to drag-and-rank user stories, bugs, and tasks by business value, ensuring the highest-priority items are selected for the upcoming sprint.

Why this answer

The product backlog is the single source of prioritized work for the product, and the product owner is responsible for ordering it. To plan the next iteration, the product owner reviews and re-prioritizes the product backlog, from which the highest-value items are selected into the sprint backlog during sprint planning.

Exam trap

PK0-005 often tests the distinction between the product backlog (prioritized, product-owner-owned, feeds planning) and the sprint backlog (committed, team-owned, output of planning) — candidates who pick sprint backlog confuse input with output.

How to eliminate wrong answers

Option A is wrong because a burndown chart is a progress-tracking visualization showing remaining work over time within a sprint or release, not a prioritization artifact. Option B is wrong because the sprint backlog is the output of sprint planning — it contains the items already selected for the current sprint, so it is not the document used to decide what to prioritize next. Option D is wrong because a RACI matrix is a responsibility-assignment tool mapping roles to tasks, unrelated to backlog prioritization.

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119
MCQmedium

A project manager notices that a task is taking longer than planned and the project is falling behind schedule. The project manager wants to identify the root cause of the delay. Which quality tool would be most appropriate?

A.Histogram
B.Control chart
C.Cause-and-effect diagram
D.Pareto chart
AnswerC

A cause-and-effect diagram maps a problem back to its underlying root causes across categories such as people, process and materials. It directly satisfies the stem's need to identify why the task is delayed, unlike tools that merely display or track variation.

Why this answer

The cause-and-effect diagram (also known as a fishbone or Ishikawa diagram) is the most appropriate quality tool for identifying the root cause of a delay because it systematically maps potential causes (e.g., resources, processes, environment) to the observed effect (the schedule delay). Unlike other tools that show data distribution or trends, this diagram is designed for root cause analysis by visually brainstorming and categorizing contributing factors.

Exam trap

The trap here is that candidates confuse a Pareto chart (which ranks causes by frequency) with root cause analysis, but the Pareto chart only shows what is most common, not the underlying cause-effect relationships that the cause-and-effect diagram explicitly maps.

How to eliminate wrong answers

Option A is wrong because a histogram displays the frequency distribution of data (e.g., task durations) but does not identify causal relationships or root causes of a delay. Option B is wrong because a control chart monitors process stability over time against control limits, but it only signals when a process is out of control, not the specific root cause of a delay. Option D is wrong because a Pareto chart prioritizes issues by frequency (the 80/20 rule) but does not explore cause-and-effect relationships; it shows what problems are most common, not why a specific delay occurred.

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120
MCQeasy

A project manager is leading a software upgrade project and wants a single document that lists all project stakeholders, their roles, and their communication requirements. Which document should the project manager create?

A.Stakeholder register
B.Communications management plan
C.Resource management plan
D.Project management plan
AnswerA

The stakeholder register identifies project stakeholders and records relevant information such as their roles, interests, expectations, influence, and communication requirements. For a software upgrade project, it gives the project manager a central place to track who needs what information and how often. Since the request is for a single document listing stakeholders, roles, and communication needs, the stakeholder register is the correct choice.

Why this answer

The stakeholder register is the document that identifies stakeholders and captures their roles, interests, influence, and communication requirements. It is the primary input for planning communications and engagements. The communications management plan describes the communication approach, while the stakeholder register is the underlying inventory of who the stakeholders are and what they need.

Exam trap

The trap here is selecting the communications management plan because it sounds like it covers communication requirements, when the request is actually for the stakeholder inventory.

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121
MCQeasy

A project manager is updating the project charter and needs to document the measurable criteria that will be used to determine whether the project is successful, such as reducing processing time by 20% within six months. Which element of the project charter is the project manager defining?

A.Business case
B.High-level scope
C.Assumptions and constraints
D.Project objectives
AnswerD

Project objectives are the measurable goals the project must achieve to be considered successful. Reducing processing time by 20% within six months is a specific, time-bound, and measurable objective. This is the correct element because it directly states the success criteria the PM wants to document in the charter.

Why this answer

Project objectives in the project charter state the measurable, time-bound goals that determine project success. A target like reducing processing time by 20% within six months is a classic objective because it is specific, quantifiable, and tied to a deadline. Documenting it in the charter aligns stakeholders on what success looks like and provides a basis for later evaluation.

Exam trap

The trap here is confusing the business case, which justifies the project, with project objectives, which define the measurable success criteria.

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122
MCQeasy

Which document formally authorizes a project and assigns the project manager?

A.Stakeholder register
B.RACI matrix
C.Project management plan
D.Project charter
AnswerD

The project charter formally authorises the project and names the project manager, granting authority to commit organisational resources. It satisfies both constraints in the stem, unlike the project management plan, which documents execution approach after authorisation has already been granted.

Why this answer

The project charter is the document that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. It is typically issued by the project sponsor or initiator and includes high-level information such as project purpose, objectives, and success criteria. It also names the project manager and outlines their responsibilities.

Exam trap

The trap is confusing the project charter with other project documents like the project management plan or stakeholder register, which serve different purposes and are not the formal authorization.

How to eliminate wrong answers

Option A is wrong because the stakeholder register is a document that identifies and records information about project stakeholders, not one that authorizes the project. Option B is wrong because a RACI matrix is a responsibility assignment tool that clarifies roles for tasks, not a formal authorization document. Option C is wrong because the project management plan is a comprehensive document that describes how the project will be executed, monitored, and controlled, but it is created after the project is authorized and does not formally authorize the project.

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123
MCQmedium

A project manager is preparing a presentation for the steering committee. The PM wants to show the cumulative planned value, earned value, and actual cost over time to illustrate cost and schedule performance trends. Which tool or technique should the project manager use?

A.Gantt chart
B.S-curve
C.Burndown chart
D.Control chart
AnswerB

An S-curve is a graph that displays cumulative planned value, earned value, and actual cost over time. It is commonly used in earned value management to visualize cost and schedule performance trends. The scenario describes exactly this need, making the S-curve the correct tool.

Why this answer

An S-curve is the standard tool for displaying cumulative planned value, earned value, and actual cost over time. It allows stakeholders to see cost and schedule performance trends at a glance. The other charts serve different purposes: burndown for agile progress, Gantt for schedule, and control chart for quality.

Therefore, the S-curve is the correct choice.

Exam trap

The trap here is selecting a Gantt chart because it is a common project management chart, but it does not plot earned value metrics.

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124
MCQmedium

During a sprint planning meeting, the development team estimates user stories using story points. They each have a set of cards with values like 1, 2, 3, 5, 8, 13. After discussing a story, all team members simultaneously reveal their chosen card. What technique are they using?

A.Affinity estimating
B.Planning poker
C.Expert judgment
D.Three-point estimating
AnswerB

Planning poker satisfies the simultaneous-reveal, story-point estimation constraint described in the stem. Each member privately selects a Fibonacci-scale card, then all cards are exposed at once, preventing anchoring bias and forcing discussion of divergent estimates before the team converges on an agreed value.

Why this answer

Planning poker is the agile estimation technique where team members privately select a card from a Fibonacci-like sequence (1, 2, 3, 5, 8, 13) to estimate story points, then reveal simultaneously to avoid anchoring bias. Disagreements trigger discussion and re-voting until consensus emerges. The simultaneous reveal is the defining characteristic of planning poker.

Exam trap

PK0-005 often tests whether candidates can distinguish planning poker from other estimation techniques — the simultaneous card reveal and Fibonacci scale are the giveaway clues.

How to eliminate wrong answers

Option A is wrong because affinity estimating groups similar items together (often using silent sorting) to size them relative to each other, not by simultaneous card reveal. Option C is wrong because expert judgment is a generic estimation approach relying on a specialist's experience — it does not involve card-based voting. Option D is wrong because three-point estimating uses optimistic, pessimistic, and most-likely values (often in PERT formulas) to compute an expected estimate, not card-based consensus.

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125
MCQmedium

A project manager is preparing a presentation for the steering committee and wants to show the project's planned start and finish dates, key milestones, and major deliverables in a single high-level visual. Which tool should the project manager use?

A.Resource histogram
B.Responsibility assignment matrix (RAM)
C.Work breakdown structure (WBS)
D.Milestone chart
AnswerD

A milestone chart displays key events, planned start and finish dates, and major deliverables on a timeline, making it ideal for high-level stakeholder communication. It summarizes schedule status without the detail of a full Gantt chart, which suits a steering committee presentation. This is the correct tool for showing the project's planned dates, milestones, and major deliverables in one visual.

Why this answer

A milestone chart is designed for high-level schedule communication, showing key events, planned dates, and major deliverables on a timeline. It gives executives a concise view of progress and upcoming checkpoints without the granular detail of a full schedule. Other tools address scope decomposition, resource loading, or role clarity, not timeline visualization.

Exam trap

The trap here is confusing any project visual with a timeline visual; only the milestone chart presents dates, milestones, and deliverables together at a summary level.

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126
MCQmedium

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?

A.CV = -$10,000; the project is over budget
B.CV = $10,000; the project is ahead of schedule
C.CV = $10,000; the project is under budget
D.CV = -$10,000; the project is behind schedule
AnswerA

Cost variance is calculated as EV minus AC, giving $80,000 − $90,000 = −$10,000. A negative CV means the project has spent more than the value earned to date, so it is over budget. This directly satisfies the stem's figures and correctly interprets the shortfall.

Why this answer

Cost Variance is calculated as CV = EV − AC. Here EV = $80,000 and AC = $90,000, so CV = $80,000 − $90,000 = −$10,000. A negative CV means the project has spent more than the value of work completed, i.e., it is over budget.

Option A states both the correct value and the correct interpretation.

Exam trap

PK0-005 often tests the confusion between Cost Variance and Schedule Variance — candidates see a negative number and reflexively pick 'behind schedule' (Option D) instead of recognizing that CV specifically measures budget performance.

How to eliminate wrong answers

Option B is wrong because it reports a positive CV of $10,000 (which would require EV > AC) and then misinterprets the metric as a schedule indicator — CV measures cost performance, not schedule. Option C is wrong because it also reports a positive CV and calls the project under budget, which would only be true if AC were less than EV. Option D is wrong because although the CV value of −$10,000 is correct, it mislabels the meaning: a negative CV indicates over budget, not behind schedule — schedule performance is measured by SV = EV − PV, not CV.

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127
MCQeasy

Which document is used to track and manage changes to the project baseline?

A.Risk register
B.Issue log
C.Change log
D.Communication plan
AnswerC

The change log records every requested change to the project baseline, including approvals, rejections and their outcomes. It provides the audit trail needed to track and manage baseline changes, which is precisely what the question asks for.

Why this answer

The change log is the document used to track and manage changes to the project baseline, recording each change request, its status, approval, and impact on scope, schedule, or cost. It provides an audit trail of all approved and rejected changes, ensuring the baseline remains controlled. This aligns with the Perform Integrated Change Control process in PMBOK.

Exam trap

PK0-005 often tests the confusion between the change log and the issue log, since both track items over time; the key differentiator is that the change log specifically tracks modifications to the baseline, while the issue log tracks problems and action items.

How to eliminate wrong answers

Option A is wrong because the risk register tracks identified risks, their probability, impact, and response plans, not changes to the baseline. Option B is wrong because the issue log tracks problems, action items, and open issues that need resolution, which is distinct from formal change requests. Option D is wrong because the communication plan defines how, when, and to whom project information is distributed, not how baseline changes are tracked.

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128
MCQmedium

A project manager is reviewing the schedule performance and finds that the earned value (EV) is $50,000 and the planned value (PV) is $60,000. What does this indicate?

A.The project is on schedule
B.The project is over budget
C.The project is behind schedule
D.The project is ahead of schedule
AnswerC

With EV ($50,000) below PV ($60,000), less work has been accomplished than planned at this point, so the schedule variance (EV − PV = −$10,000) is negative. This shortfall against the baseline indicates the project is running behind schedule.

Why this answer

The Schedule Performance Index (SPI) is calculated as EV / PV. Here, SPI = $50,000 / $60,000 = 0.83. Since SPI < 1, the project has earned less value than planned, indicating it is behind schedule.

This is a direct application of earned value management (EVM) principles.

Exam trap

PK0-005 often tests the confusion between schedule and cost performance indicators, leading candidates to incorrectly select 'over budget' when only EV and PV are given, or to misinterpret SPI < 1 as ahead of schedule.

How to eliminate wrong answers

Option A is wrong because an SPI of 1.0 indicates on-schedule performance, but here SPI is 0.83. Option B is wrong because budget performance is measured by Cost Performance Index (CPI = EV / AC), and no actual cost (AC) is provided; over-budget cannot be determined from EV and PV alone. Option D is wrong because an SPI greater than 1.0 indicates ahead of schedule, but here SPI is less than 1.0.

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129
MCQhard

A project manager is using a control chart to monitor quality. The data points fall within the control limits but show a run of seven points above the mean. What does this indicate?

A.The control limits need adjustment
B.Common cause variation only
C.Special cause variation is present
D.The process is out of control
AnswerC

Seven consecutive points on one side of the mean is a non-random pattern, so the process is not in statistical control. Control limits are not breached, but this run signals special cause variation that warrants investigation rather than common cause adjustment.

Why this answer

A run of seven or more points on one side of the mean is a rule for identifying special cause variation, even if within control limits.

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130
Multi-Selecteasy

Which TWO documents are typically created during project initiation?

Select 2 answers
A.Project charter
B.Issue log
C.Risk register
D.Stakeholder register
E.Work breakdown structure (WBS)
AnswersA, D

The project charter formally authorises the project and grants the project manager authority, and it is produced during initiation once the business case is approved. This satisfies the stem's requirement for a document typically created during project initiation.

Why this answer

The project charter (A) is a key output of the project initiation phase, formally authorizing the project and giving the project manager authority to apply organizational resources. The stakeholder register (D) is also typically created during initiation as part of identifying stakeholders, capturing their interests, involvement, and impact on the project. The issue log (B) is generally created and maintained during project execution to track and resolve issues as they arise.

The risk register (C) is typically developed during project planning, not initiation. The work breakdown structure (E) is a planning artifact that decomposes project deliverables into manageable work packages.

Exam trap

CompTIA often tests the distinction between documents created during initiation versus planning, and the trap here is that candidates mistakenly associate the risk register or issue log with initiation because they are common project documents, but they are formally created in later phases.

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131
MCQeasy

Which document contains the subsidiary plans for scope, schedule, cost, quality, resources, communication, risk, and procurement?

A.Project charter
B.Project management plan
C.WBS
D.Risk register
AnswerB

The project management plan is the overarching document that integrates all subsidiary plans — scope, schedule, cost, quality, resources, communications, risk and procurement — into a single consolidated baseline, satisfying the stem's requirement for the document containing them.

Why this answer

The project management plan is the comprehensive document that includes all subsidiary management plans.

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132
Multi-Selectmedium

A project manager is selecting tools for agile project management. Which TWO tools are specifically designed for agile methodologies?

Select 2 answers
A.Smartsheet
B.Jira
C.Microsoft Project
D.Trello
E.Monday.com
AnswersB, D

Jira provides agile-native constructs such as sprints, backlogs, burndown charts and Kanban boards, directly satisfying the stem's requirement for tools specifically designed for agile methodologies rather than adapted general-purpose project tools. Its workflow engine and Scrum/Kanban templates make iterative delivery the default model.

Why this answer

Jira (B) is specifically designed for agile methodologies, offering native Scrum and Kanban boards, sprint planning, backlog grooming, velocity charts, and burndown/burnup reports that map directly to agile ceremonies. Trello (D) is built around Kanban-style boards with lists and cards, making it a purpose-built tool for visualizing agile workflows, limiting work in progress, and supporting iterative delivery. By contrast, Smartsheet (A) and Monday.com (E) are general work-management and spreadsheet-style platforms that can be configured for agile but were not specifically designed for it, and Microsoft Project (C) is a traditional waterfall/Gantt-based scheduling tool focused on critical-path planning rather than agile iterations.

Exam trap

PK0-005 often tests the distinction between agile-native tools and general project management tools, so candidates must recognize that Smartsheet, Microsoft Project, and Monday.com are versatile but not specifically designed for agile frameworks like Jira and Trello.

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133
MCQmedium

Which document defines the roles and responsibilities of stakeholders in a project and is often presented as a matrix?

A.RACI matrix
B.Communication plan
C.Stakeholder register
D.Project charter
AnswerA

The RACI matrix maps each project task to who is Responsible, Accountable, Consulted and Informed, directly defining stakeholder roles and responsibilities. Its grid format satisfies the stem's "presented as a matrix" constraint, unlike a project charter or communications plan, which describe scope or messaging rather than assigning per-activity accountability.

Why this answer

The RACI matrix (Responsible, Accountable, Consulted, Informed) is the correct document because it explicitly defines stakeholder roles and responsibilities in a project and is presented as a matrix format. This aligns with the PMBOK Guide and the PK0-005 exam objectives for Tools and Documentation, where the RACI matrix is the standard tool for clarifying participation levels across project tasks.

Exam trap

The trap here is that candidates often confuse the stakeholder register (a list) with the RACI matrix (a matrix of roles and responsibilities), leading them to select Option C instead of the correct matrix-based document.

How to eliminate wrong answers

Option B (Communication plan) is wrong because it defines how, when, and by whom project information is distributed, not the specific roles and responsibilities of stakeholders in a matrix format. Option C (Stakeholder register) is wrong because it is a list of stakeholders with basic identification and classification details, not a matrix that maps roles to tasks. Option D (Project charter) is wrong because it authorizes the project and assigns the project manager, but does not provide a detailed matrix of stakeholder roles and responsibilities across activities.

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134
MCQmedium

A project manager is using a quality tool that displays data points over time with upper and lower control limits. The tool helps distinguish between common cause and special cause variation. Which tool is this?

A.Scatter diagram
B.Pareto chart
C.Fishbone diagram
D.Control chart
AnswerD

A control chart plots data points over time against statistically derived upper and lower control limits, so variation beyond those limits signals special cause while variation within them is common cause. This directly satisfies the stem's requirement to distinguish the two variation types.

Why this answer

A control chart is the quality tool that plots data points over time with upper and lower control limits (UCL and LCL), helping distinguish between common cause variation (inherent to the process) and special cause variation (due to assignable causes). It is a key tool in statistical process control (SPC) and is used in the Control Quality process.

Exam trap

PK0-005 often tests the confusion between control charts and Pareto charts, since both involve data visualization; the key differentiator is that control charts show variation over time with control limits, while Pareto charts prioritize causes by frequency.

How to eliminate wrong answers

Option A is wrong because a scatter diagram shows the relationship between two variables as plotted points, used to identify correlation, not variation over time with control limits. Option B is wrong because a Pareto chart is a bar chart ordered by frequency, based on the 80/20 rule, used to prioritize the most significant problems, not to monitor process stability. Option C is wrong because a fishbone (Ishikawa) diagram is a cause-and-effect diagram used to brainstorm root causes of a problem, not to track data over time.

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