Free PK0-005 practice test: 30 questions with answers

A WBS decomposes the scope into deliverables and work packages, which supports estimating and scheduling. A budget spreadsheet, a stakeholder map and a holiday calendar do not decompose the scope.

PERT uses optimistic, most likely and pessimistic estimates to calculate an expected duration. Drawing Gantt charts, rounding earned value and sorting Kanban boards do not use three-point estimates.

The critical path is the longest sequence of dependent tasks and determines the earliest finish. Stakeholder, procurement and communication paths are not scheduling concepts.

A change control process with impact analysis and approval protects the schedule, cost and quality while allowing justified changes. Accepting everything, ignoring requests and removing the baseline all lose control.

A schedule network diagram or Gantt chart shows task dependencies and timing. Birthday lists, invoices and blank whiteboards do not show scheduling logic.

Structured risk identification recorded in a register allows analysis and response planning. Waiting for risks, assuming none exist and removing hard-to-measure risks leave the project exposed.

A CPI below 1 means the cost of work performed exceeds its earned value, which indicates overspending. A CPI above 1 indicates under-budget performance, and the other statements do not follow from CPI.

An SPI below 1 indicates that less work has been completed than planned, which means the project is behind schedule. An SPI above 1 would indicate ahead of schedule.

Quality control inspects and tests deliverables against the acceptance criteria before milestones, which verifies quality. Assumptions, lowering standards and removing testing all compromise quality.

Reviewing and updating the response plan and risk register addresses the increased probability proactively. Changing the status, stopping reporting and waiting for the risk to occur all avoid responsibility.

Impact evaluation and a change control board decide changes deliberately and keep the plan accurate. Approving without updating the plan, accepting everything without discussion and removing the schedule all lose control.

A change request records the proposed change and its impact, and approved changes must update the baseline and plan so they stay accurate. Small unapproved changes, post-closure requests and ignoring requests after the baseline all undermine control.

A responsibility matrix clarifies roles and removes duplication in a structured way. Working faster, removing people without discussion and ignoring duplication do not resolve the root cause.

A statement of work or request for proposal defines requirements and deliverables for vendors. A lunch menu, a personal calendar and informal conversations are not procurement documents.

A communication plan tailors the content, frequency and channel to each audience, which keeps everyone informed appropriately. One long email, silence and hallway updates do not meet different needs.

Escalating the blocker to the approval owner and tracking it in the issue log resolves the constraint transparently. False completion, starting without approval and removing the task hide or create problems.

Version control and a review process merge conflicting changes deliberately and traceably. Overwrites, separate copies that never combine and deletion lose work or delay integration.

Leadership and conflict resolution keep the team effective and engaged. Coding, office layout and contract writing are specific tasks rather than the core leadership skill.

The project charter authorizes the project and records its purpose, high-level scope, stakeholders and authority. A detailed schedule comes later in planning, a risk register alone lacks context, and a contract is a procurement document.

The sponsor provides resources and holds final decision authority for the project. Team members, vendors and librarians do not hold that authority.

Stakeholder identification and analysis identifies who is affected and assesses their interest and influence. Scope verification, resource levelling and cost baselines are later or different activities.

A business case or cost-benefit analysis compares expected benefits and costs to justify the project. Team preferences, floor plans and forecasts do not evaluate worth.

A matrix structure has people reporting to functional managers while working on project teams. A functional structure has a single line manager, a flat structure has few managers, and virtual teams describe location rather than reporting lines.

In functional structures, project managers often have limited authority, which is the weak project manager pattern. Strong and program roles have more authority, which is not the typical limitation described.

Formal acceptance and archiving complete the project administratively and preserve records. Starting new work without review, deleting records and ignoring lessons learned are poor closing practices.

A documented and shared lessons learned review captures what worked and what did not for future projects. Marketing about coffee, deadline extensions and buried reports do not capture learning.

A formal handover documents open items, owners and support, which ensures continuity. Undocumented items, deleted logs and leaving operations to find issues cause gaps.

Procurement closure verifies deliverables and settles final payments according to the contract. Deleting records, ignoring invoices and automatic renewals are not closure practices.

A post-implementation review compares actual outcomes with the business case, which measures success. Tool lists, holiday recaps and unexamined plan printouts do not evaluate outcomes.

A controlled repository with an index and access rights keeps documents accessible and secure after closure. Personal laptops, deleted links and loose printouts make them hard to find or protect.