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PK0-005 Practice Question: Which TWO of the following are examples of key…
Which TWO of the following are examples of key performance indicators (KPIs) used to measure project success?
⚠ Common exam trap
Test-takers frequently confuse project artifacts (like the WBS or charter) or process metrics (like meeting frequency) with true performance indicators that quantitatively compare actual progress against baselines.
Answer choices
Why each option matters
Answer the question above first, then reveal the full breakdown to understand why each option is right or wrong.
Correct answer & explanation
✓
Schedule variance (SV)
Schedule variance (SV) and cost performance index (CPI) are both standard key performance indicators (KPIs) defined in earned value management (EVM). SV measures the difference between earned value and planned value, indicating whether the project is ahead or behind schedule. CPI measures cost efficiency by comparing earned value to actual cost, directly reflecting project budget performance.
Answer analysis
Option-by-option breakdown
For each option: why learners choose it and why it is or isn't the right answer here.
- ✗
Project charter approval date
Why it's wrong here
A charter approval date is a milestone or schedule artefact, not a KPI; it records when authorisation occurred rather than quantifying performance against a target. It tempts because charter sign-off is a genuine project gate, and milestone dates would be the right measure when tracking schedule adherence on a phase-gated delivery.
- ✗
Number of team meetings per week
Why it's wrong here
The number of team meetings per week counts an activity, not a measurable outcome against project objectives. It is tempting because it is easy to track and appears to indicate engagement, and it would be correct as a process or activity metric, not a KPI measuring schedule, cost, scope or quality performance.
- ✓
Schedule variance (SV)
Why this is correct
Schedule variance quantifies the difference between earned value and planned value, expressing whether work is ahead of or behind the baseline schedule. It directly satisfies the stem's requirement for a KPI measuring project success, since SV is a standard earned value management metric tracking schedule performance objectively.
- ✗
Work breakdown structure (WBS)
Why it's wrong here
A work breakdown structure is a hierarchical decomposition of project deliverables, not a performance indicator. It is tempting because it is a core project artefact that teams track closely, and it would be correct as a planning and scope-definition tool, not a KPI measuring schedule, cost, scope or quality performance.
- ✓
Cost performance index (CPI)
Why this is correct
The cost performance index quantifies cost efficiency by dividing earned value by actual cost, directly satisfying the stem's requirement for a KPI measuring project success. A CPI above 1.0 indicates the project is under budget, giving stakeholders an objective, numerical indicator of financial performance throughout the project lifecycle.
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