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Project+ (PK0-005). Set it up and run it.
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The five questions
1. Refer to the exhibit. A project manager reviews part of a work breakdown structure. Which entry is a work package at the lowest level shown, ready to be estimated and assigned?
- A. 1.0 Website Redesign
- B. 1.2.1 Front end
- C. 1.1 Design
- D. 1.2 Development
Correct answer: B.
The lowest-level components of a WBS are the work packages, the smallest units that can be estimated, scheduled, and assigned. In the exhibit 1.2.1 Front end sits at the lowest level and represents such a work package.
Why the others are wrong. 1.0 Website Redesign is the top-level project node, and 1.1 Design and 1.2 Development are intermediate summary levels that group lower components. None of those is a work package; they are decomposed further into the leaf entries like 1.2.1, which is where estimating and assignment happen.
2. A coordinator wants to confirm that a proposed effort is truly a project rather than routine operations. Which two characteristics indicate the effort is a project? (Choose two.)
- A. It is temporary with a defined start and finish
- B. It repeats on a fixed schedule indefinitely
- C. It produces a unique product, service, or result
- D. It sustains day-to-day business as usual
- E. It has no measurable objective or deliverable
Correct answer: A.
A project is defined by being temporary, with a clear start and end, and by producing a unique result. Those two traits together separate project work from ongoing operations.
Why the others are wrong. Repeating on a fixed schedule indefinitely describes operations, not a project. Sustaining day-to-day business as usual is also operations. Having no measurable objective or deliverable describes neither a well-formed project nor operations, and a real project always has a defined objective.
3. A manager describes a temporary effort that has a clear start and finish and creates a unique product, service, or result. Which term fits this description?
- A. An operation
- B. A functional department
- C. A project
- D. A steering committee
Correct answer: C.
A project is temporary work with a defined beginning and end that produces a unique output, which is exactly what the manager described. Once the unique result is delivered the effort ends.
Why the others are wrong. An operation is ongoing, repetitive work that sustains the business and never ends by design, so it is not temporary. A functional department is a permanent organizational unit rather than a bounded effort. A steering committee is a governance body that oversees projects, not the temporary work itself.
4. A newly assigned project manager wants the single document that formally authorizes the project to exist and gives the project manager authority to use organizational resources. Which document is that?
- A. The project charter
- B. The business case
- C. The scope statement
- D. The project schedule
Correct answer: A.
The project charter is the document that formally authorizes the project and empowers the project manager to apply organizational resources to project activities. Without an approved charter the project has no official mandate to begin.
Why the others are wrong. The business case justifies why the project is worth doing but does not itself authorize work or grant authority. The scope statement defines deliverables and boundaries during planning, after the project is already authorized. The project schedule sequences activities and dates and is also a planning output, not the document that launches the project.
5. A sponsor signs a document that formally authorizes a new project, names the project manager and grants authority to use organizational resources. What is this document?
- A. The scope statement
- B. The project charter
- C. The business case
- D. The project management plan
Correct answer: B.
The project charter is issued during initiation and formally authorizes the project, names the project manager and grants authority to apply organizational resources. Without it the manager has no mandate to act.
Why the others are wrong. The scope statement defines deliverables and boundaries but grants no authority. The business case justifies the investment and is written before the project is approved. The project management plan describes how the approved project will be executed and controlled, not who is authorized to run it.
6. An IT project will deliver a web application that reads from a customer database. The database must be migrated to the new server before the application can go live. How should this affect the plan?
- A. Schedule the migration as a dependency that precedes the application go-live
- B. Run the migration and the go-live at the same time to save time
- C. Ignore the migration because it is a technical detail for engineers
- D. Delay the migration until after users start using the application
Correct answer: A.
The migration is a predecessor: the application cannot function correctly until its data lives on the new server, so the migration must finish before go-live. Sequencing it as a dependency lets the schedule reflect the real technical constraint.
Why the others are wrong. Running both at once risks the application launching against an empty or half-loaded database, causing failures at go-live. Ignoring the migration leaves a mandatory task off the schedule and invites a missed deadline. Delaying it until after launch means users hit an application with no data, which is exactly the dependency the plan must respect.
7. The IT team runs the identical monthly payroll process every pay period to keep employees paid, with no planned end to the activity. How is this work best classified?
- A. A project
- B. A program
- C. A portfolio
- D. Operations
Correct answer: D.
Operations are the repetitive, ongoing activities that sustain the business day to day and have no defined end date. A payroll cycle that repeats unchanged each period fits operations rather than a temporary project.
Why the others are wrong. A project is temporary and delivers a unique result, but this payroll run repeats identically each period. A program is a group of related projects managed together, which one routine task is not. A portfolio is the whole collection of an organization's projects and programs, far broader than a single recurring process.
8. Before a project can officially begin, the organization needs someone with enough authority to fund it and sign the project charter. Which role normally performs this?
- A. The project coordinator
- B. The project sponsor
- C. The team lead
- D. The functional manager
Correct answer: B.
The project sponsor is the senior person who champions the project, secures its funding, and signs the charter to authorize it. The sponsor provides the executive backing the project manager needs to proceed.
Why the others are wrong. The project coordinator supports scheduling and administration but lacks authority to fund or authorize a project. A team lead directs a portion of the work, not the whole project's funding. A functional manager owns a department and its resources but is not the one who charters and bankrolls the project.
