PMP - Project Management Professional (PMI): Practice Questions

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1. People medium

   A team member keeps missing deadlines because they lack a needed skill. What should the project manager do FIRST?

   A Coach the team member or arrange training B Remove the team member C Reassign the work to someone else D Escalate to the sponsor

2. Process easy

   Roughly what share of the PMP exam reflects agile or hybrid ways of working?

   A About half B All of it C About one quarter D Almost none

3. Process medium

   Which of these is a risk response strategy for a THREAT (a negative risk)?

   A Mitigate B Enhance C Exploit D Share

4. Process medium

   A Cost Performance Index (CPI) of 0.9 indicates the project is:

   A Exactly on budget B Over budget C Under budget D Ahead of schedule

5. Process medium

   Who is primarily responsible for identifying project risks?

   A The PMO only B The project team and relevant stakeholders C Only the sponsor D Only the project manager

6. Process easy

   A Work Breakdown Structure (WBS) is:

   A A stakeholder register B A hierarchical decomposition of the total scope of work C A project schedule D A list of risks

7. Process medium

   The critical path of a project is:

   A The path using the most resources B The most expensive set of tasks C The riskiest tasks D The longest sequence of dependent tasks, which sets the minimum project duration

8. People easy

   Servant leadership means the project manager primarily:

   A Supports the team and removes their blockers B Reports upward to the sponsor C Focuses on documentation D Directs and controls the team

9. People medium

   A key stakeholder objects to a recent change. What should the project manager do FIRST?

   A Ignore it and proceed B Engage the stakeholder to understand the concern C Reverse the change D Escalate to the sponsor immediately

10. Process medium

    A Schedule Performance Index (SPI) of 0.8 indicates the project is:

    A Over budget B Ahead of schedule C Behind schedule D On schedule

11. Process medium

    In agile delivery, who is responsible for ordering the product backlog?

    A The developers B The Scrum Master C The product owner D The sponsor

12. Process medium

    When a change request arrives mid-project, the project manager should:

    A Wait until the next phase B Evaluate it through integrated change control C Implement it immediately to keep the stakeholder happy D Reject it to protect the baseline

13. People medium

    Two team members are in open conflict. A generally preferred resolution approach is to:

    A Collaborate to solve the root cause B Smooth it over and move on C Force a decision on them D Avoid the issue

14. People medium

    A capable but unsure new team member needs which leadership style?

    A Fully delegate immediately B Leave them alone C Coach and support D Micromanage every task

15. People easy

    Team ground rules are usually documented in the:

    A Work breakdown structure B Business case C Risk register D Team charter

16. People medium

    Which is an example of intrinsic motivation?

    A Fear of being fired B Finding the work itself meaningful C A reserved parking spot D A cash bonus

17. People medium

    In servant leadership, 'removing impediments' means the project manager:

    A Only approves timesheets B Clears blockers so the team can deliver C Does the technical work themselves D Assigns blame for delays

18. People medium

    Emotional intelligence helps a project manager mainly by:

    A Replacing the need for planning B Speeding up the schedule directly C Reducing the budget D Improving self-awareness and how they manage relationships

19. Process medium

    Which is a response strategy for a positive risk (an opportunity)?

    A Exploit B Mitigate C Avoid D Transfer

20. Process hard

    In earned value management, the Estimate at Completion (EAC) is used to:

    A Measure team morale B Set the original baseline C Order the product backlog D Forecast the total cost expected at completion

21. Process medium

    A firm fixed-price contract places most of the cost-overrun risk on the:

    A Sponsor B Seller (contractor) C Project team D Buyer

22. Process medium

    The difference between quality and grade is that grade refers to:

    A The number of defects B The team's morale C The project cost D The category or level of features and scope

23. Process easy

    A Minimum Viable Product (MVP) is:

    A A type of contract B The final, fully featured product C The smallest releasable version that delivers value and enables learning D A test plan

24. Process medium

    In agile, the Definition of Done is:

    A The project budget B A shared checklist an item must meet to be considered complete C The risk register D The sponsor's signature

25. Process easy

    The daily standup (daily scrum) primarily lets the team:

    A Synchronize and surface impediments for the next day B Report status to management C Estimate the budget D Approve change requests

26. Process hard

    Adding resources to critical-path activities to shorten the schedule, accepting higher cost, is:

    A Crashing B Resource leveling C Fast-tracking D Smoothing

27. Business Environment medium

    Ensuring a project meets relevant laws and industry regulations is part of:

    A Cost estimating B Schedule development C Procurement D Compliance management

28. Business Environment medium

    The business case for a project primarily establishes:

    A The test cases B The team roster C The daily schedule D Why the project is worth doing and its expected benefits

29. Business Environment medium

    Benefits realization is concerned with:

    A Writing the code B Ensuring the project actually delivers the intended business value C Hiring staff D Buying hardware

30. Business Environment medium

    Organizational change management on a project focuses on:

    A Source-code version control B Server configuration C Helping people adopt the change so benefits are realized D Cutting the budget

31. People medium

    During a sprint, two senior developers openly disagree about the technical design in front of the whole team and the tone is getting personal. As the project manager, what is the BEST first action?

    A Decide the design yourself so the team can move on B Bring the two together to surface the underlying interests and facilitate them toward a shared solution C Ask the product owner to pick the winning design D Let them keep debating since healthy conflict is good

32. People medium

    A newly formed agile team is friendly but avoids hard conversations, so problems stay hidden until they become blockers. Which action best helps the team mature?

    A Assign one person as the official problem reporter B Facilitate a team working agreement that makes it safe and expected to raise problems early C Add a penalty for anyone who surprises the team with a late blocker D Escalate every hidden problem to the sponsor as it appears

33. People medium

    A key contributor on your virtual team is in a time zone six hours ahead and is quietly disengaging because meetings are always at hours convenient for the majority. What should the project manager do?

    A Rotate meeting times and lean on asynchronous updates so the burden is shared fairly B Tell the contributor that occasional inconvenient hours are part of the job C Record meetings so the contributor can watch later instead of attending D Move the contributor to lower-priority work that needs fewer meetings

34. People medium

    Your team has been delivering well, but you notice one member taking on more and more, heading toward burnout, while others have spare capacity. What is the most appropriate action?

    A Praise the overloaded member publicly for their dedication B Wait to see if the member raises it themselves before acting C Quietly reassign the member's tasks without telling anyone D Talk with the team about workload balance and help redistribute the work

35. People medium

    A stakeholder with high power and high interest has been left off the distribution list for status updates and has just complained to your sponsor. What should you do FIRST?

    A Meet the stakeholder to understand their information needs and update the engagement approach B Apologize to the sponsor and promise it will not happen again C Add the stakeholder to every report and email going forward D Explain to the sponsor that the stakeholder was not a priority

36. People medium

    Halfway through a predictive project, a functional manager pulls one of your best team members onto another initiative without telling you. What is the BEST response?

    A Immediately escalate to the sponsor and the PMO B Accept the loss and replan the schedule around it C Have a direct conversation with the functional manager about the impact and negotiate a solution D Ask the team member to secretly keep working on your project

37. People easy

    Your team keeps blaming each other when something goes wrong, and people are becoming defensive. As a servant leader, what is the most effective long-term action?

    A Identify who is responsible each time so accountability is clear B Require a written incident report from whoever caused each issue C Foster a blameless culture focused on learning from problems rather than assigning fault D Handle all problems privately so blame stays out of team meetings

38. People hard

    A capable team member has just been promoted into a role they have never done and is clearly anxious about it. Which leadership style best fits?

    A Coaching: give direction and support while building their confidence B Delegating: let them figure it out to build independence C Directing: tell them exactly what to do at every step D Observing: stay hands-off unless they ask for help

39. People easy

    You are leading a cross-cultural team where some members rarely speak up in meetings, while others dominate. What is the best way to get balanced input?

    A Call on the quiet members directly to force participation B Use techniques like round-robin or anonymous input so quieter members can contribute C Accept that some cultures are simply less vocal in meetings D Ask the vocal members to summarize what the quiet ones think

40. People medium

    A team member comes to you privately, upset that a colleague took credit for their idea in front of the sponsor. What should you do FIRST?

    A Listen fully to understand the situation before deciding on any action B Immediately confront the colleague who took the credit C Tell the upset member to let it go and focus on the work D Correct the record with the sponsor right away

41. People easy

    Your agile team's velocity has dropped for three sprints in a row and morale seems low. What is the most useful first step?

    A Set a higher velocity target to push the team to recover B Add team members to increase capacity next sprint C Report the velocity decline to the sponsor as a risk D Use the retrospective to explore root causes with the team

42. People medium

    A senior stakeholder repeatedly bypasses you and gives instructions directly to your team members, creating confusion. What is the BEST approach?

    A Speak with the stakeholder to align on how requests should flow, while keeping the relationship positive B Tell your team to ignore any instruction that does not come from you C Escalate the behavior to the sponsor as interference D Let it continue to avoid friction with a senior stakeholder

43. People easy

    During team formation you want to set expectations about how the team will work together, make decisions and handle conflict. Which artifact captures this?

    A Team charter B Project charter C Stakeholder register D Communications management plan

44. People medium

    A high performer on your team has started arriving late and missing commitments, which is out of character. What should the project manager do FIRST?

    A Have a private, supportive conversation to understand what has changed B Document the lateness in case formal action is needed C Reassign their critical tasks to a more reliable member D Raise the performance dip in the next team meeting

45. People easy

    Your team is self-organizing well, but one member keeps asking you to assign their daily tasks. To strengthen self-organization, you should:

    A Encourage the member to pull work from the backlog with the team rather than wait for assignments B Continue assigning their tasks since it keeps them productive C Tell the member that self-organizing teams have no room for them D Assign that member to a more traditional, directive project

46. People hard

    A stakeholder is enthusiastic about the project but consistently lacks the information they need to act. On a power/interest grid, how should you treat them and what should you do?

    A They are low interest; monitor them with minimal effort B They are high power; manage them closely regardless of information C They are high interest; keep them adequately informed and engaged D They are a threat; limit the information you give them

47. People medium

    Two teams that must integrate their work have started competing instead of cooperating, each protecting its own scope. What is the most effective action by the project manager?

    A Let the stronger team set the integration approach B Create shared goals and joint planning so both teams succeed together C Keep the teams apart and integrate only at the end D Have each team report the other's shortcomings to you

48. People hard

    A team member proposes an idea you are fairly sure will not work. As a servant leader focused on growth, what is the best response?

    A Reject it politely and explain why your approach is better B Let them implement it fully so they learn from the failure C Explore the idea with them, letting evidence or a small test reveal the outcome D Ask the rest of the team to vote the idea down

49. People medium

    The sponsor wants a public reward program where the single top performer each month gets a bonus. You are concerned about team cohesion. What should you advise?

    A Implement the program as requested since the sponsor decides rewards B Reward the lowest performer instead to motivate improvement C Avoid all recognition to keep things fair D Favor team-based recognition that reinforces collaboration over individual competition

50. People medium

    You inherit a team where trust is low because the previous PM frequently overrode the team's decisions. What is the best way to start rebuilding trust?

    A Announce a new direction and ask the team to trust you B Make and keep small visible commitments and involve the team in decisions C Override a few early decisions to show you are competent D Focus on delivery first and let trust come later

51. People medium

    A team member with deep domain knowledge refuses to document anything, creating a single point of failure. What is the BEST approach?

    A Understand their concerns and pair them with others so knowledge is shared naturally B Order them to document everything by a deadline C Accept the risk because their expertise is irreplaceable D Quietly find a replacement who will document properly

52. People easy

    Mid-project, leadership announces a reorganization that worries your team about job security and is hurting focus. What should the project manager do?

    A Tell the team not to worry and to keep working B Communicate openly about what is known and unknown and advocate for the team C Avoid the topic since it is outside project scope D Share every rumor you hear so the team stays informed

53. People medium

    An agile team consistently over-commits in sprint planning and then fails to meet the commitment, which is demoralizing. What should you coach them to do?

    A Push harder to meet the commitments they made B Stop committing to anything to avoid missing targets C Extend each sprint until the committed work is done D Use their actual historical velocity to plan a realistic amount of work

54. People medium

    A stakeholder who was supportive has turned resistant after a scope decision went against their preference. What is the most effective response?

    A Document them as a resistant stakeholder and move on B Reverse the scope decision to win them back C Reduce contact with them to avoid further negativity D Re-engage them to understand their concerns and look for ways to address them

55. People medium

    Your team is distributed across three countries and misunderstandings keep arising from differing assumptions about deadlines and politeness. What is the best preventive action?

    A Standardize on the dominant culture's working style B Reduce communication to limit the chance of misunderstanding C Use only written communication to avoid tone problems D Establish explicit shared norms and confirm understanding rather than assuming

56. People medium

    A team member is technically excellent but dismissive toward junior colleagues, who are starting to disengage. What should the project manager do FIRST?

    A Tolerate it because the member's output is valuable B Give the member direct, specific feedback about the impact of their behavior C Move the junior members away from that person D Raise the behavior anonymously in a team meeting

57. People medium

    You want your team to feel ownership of their commitments. Which approach best supports this in planning?

    A Set the estimates yourself based on your experience B Have the most senior member estimate for everyone C Use the sponsor's expected dates as the team's commitments D Let the team estimate and commit to the work themselves with your facilitation

58. People medium

    A conflict between two team members has been simmering for weeks and is now affecting deliverables, but both insist everything is fine. What should you do?

    A Address the conflict openly, as it is now affecting the work B Continue to respect their statement that everything is fine C Separate them permanently so they never interact D Decide who is right and instruct them to comply

59. People hard

    Your sponsor asks you to motivate the team by emphasizing the consequences of failure. You believe this will backfire. What should you do?

    A Follow the instruction and stress the consequences of failure B Ignore the sponsor and say nothing about motivation C Advise the sponsor that intrinsic motivators and a clear vision tend to work better, and act accordingly D Tell the team the sponsor is threatening them

60. People medium

    A team member frequently interrupts others and shuts down ideas in meetings, and you have noticed people staying quiet as a result. What is the BEST facilitation response?

    A Set and enforce meeting ground rules that ensure everyone can contribute B Stop inviting that member to brainstorming meetings C Let the behavior continue to avoid singling anyone out D Talk over the member to keep the discussion moving

61. People easy

    An agile team is unhappy because their daily standup has become a 30-minute status report to you. What should you do as the servant leader?

    A Keep the format since you get useful status from it B Refocus the standup on the team coordinating with each other and move status reporting elsewhere C Cancel the standup because the team dislikes it D Make the standup mandatory and longer to cover everything

62. People easy

    You are forming a team and want to reduce the time spent in unproductive storming. Which action helps the most early on?

    A Clarify roles, goals and decision rights at the start B Wait for conflicts to emerge and handle them one by one C Assign all decisions to yourself to prevent disputes D Keep the team small enough that conflict never arises

63. People medium

    A team member is reluctant to take on a stretch assignment, fearing failure. As a coach, what is the best approach?

    A Give the assignment to someone more confident instead B Provide support and a safety net so they can attempt it and grow C Insist they take it on their own to build resilience D Lower the assignment's difficulty until they agree

64. People hard

    Leadership wants weekly individual productivity rankings of your team posted publicly. You are concerned about the effect. What is the most appropriate response?

    A Post the rankings as instructed to satisfy leadership B Refuse outright without offering an alternative C Explain the likely harm to collaboration and propose team-level metrics instead D Post rankings but hide the names to soften the impact

65. People easy

    A vocal stakeholder spreads inaccurate information about the project's status to others. What should the project manager do FIRST?

    A Publicly call out the stakeholder for spreading falsehoods B Ignore it and assume people will figure out the truth C Provide accurate, transparent information to the stakeholders to correct the record D Ask the sponsor to silence the stakeholder

66. People easy

    Your team delivered a major milestone after a hard push. The sponsor wants to move straight into the next phase. What is the most thoughtful people action?

    A Move directly into the next phase to keep momentum B Give a cash bonus instead of any acknowledgment C Wait until project close to recognize the milestone D Acknowledge and celebrate the team's achievement before ramping up again

67. People hard

    A team member asks you to keep a complaint about a colleague completely confidential, but the complaint involves possible harassment. What should you do?

    A Keep it fully confidential as the member requested B Handle it informally between the two people involved C Wait to see if the behavior recurs before doing anything D Explain that you must act on a potential harassment concern and follow the proper process

68. People easy

    You want to improve how your team gives each other feedback, which is currently rare and awkward. Which approach is most effective?

    A Require everyone to submit anonymous peer feedback monthly B Wait for performance reviews to deliver feedback C Model and normalize regular, specific, respectful feedback yourself D Give feedback only when something goes seriously wrong

69. People easy

    A junior team member made an honest mistake that caused a minor delay and is visibly anxious about your reaction. What is the BEST response?

    A Treat it as a learning opportunity and help them prevent a recurrence B Make an example of the mistake so others are careful C Downplay it entirely and never mention it D Remove the member from any critical-path work

70. People medium

    Your project relies on a vendor's team you do not directly manage, and their engagement is dropping. What is the most effective people-focused action?

    A Rely solely on the contract's penalty clauses B Escalate to procurement before talking to the vendor C Build a working relationship and shared goals with the vendor team and their lead D Treat the vendor team as outsiders and limit contact

71. People easy

    During planning, your team disagrees on the approach and looks to you to break the tie. To build their decision-making capacity, you should:

    A Make the call yourself since they are stuck B Defer the decision indefinitely until they agree on their own C Flip a coin to settle it quickly and move on D Facilitate the team toward a decision they can own rather than deciding for them

72. People hard

    A stakeholder demands a feature that the team strongly believes is unsafe for users. How should the project manager handle the conflict?

    A Side with the stakeholder since they hold the requirement B Side with the team and refuse the feature outright C Build the feature and add a disclaimer to limit liability D Bring the stakeholder and team together to weigh the safety concerns and find an acceptable path

73. People easy

    Your newly remote team is struggling to bond and collaboration feels transactional. What is the best action to build cohesion?

    A Increase the number of formal status meetings B Wait for cohesion to develop naturally over time C Create deliberate opportunities for connection and shared understanding D Focus only on tasks since this is a remote team

74. People medium

    A team member consistently delivers high-quality work but resists every process the team agreed to follow. What is the BEST approach?

    A Exempt them from the processes because their work is good B Enforce the processes strictly with a warning C Discuss the value of the agreed processes and understand their resistance D Drop the processes since one strong member ignores them

75. People medium

    You notice the team rarely shares bad news with you until it is too late to act. What is the most important change to make?

    A Audit the team's work more frequently to catch issues yourself B Ask each member daily whether anything is wrong C Require all problems to be reported in writing immediately D Reward early disclosure of problems and never punish the messenger

76. People medium

    An influential stakeholder keeps requesting one-off favors outside the agreed scope, framing each as small. What should the project manager do?

    A Quietly fulfill the small requests to keep them happy B Acknowledge the requests and route them through the agreed change process while keeping the relationship strong C Refuse all further requests to protect the baseline D Report the stakeholder to the sponsor for scope abuse

77. People medium

    Your team has members who are strong technically but new to working in an agile way and keep reverting to old habits. What is the most effective approach?

    A Let them work however they prefer to avoid friction B Replace them with people already experienced in agile C Mandate the practices without explaining the reasons D Coach them on agile values and practices while they apply them on real work

78. People medium

    A team member privately tells you they feel excluded from key decisions because they joined the project late. What should you do?

    A Acknowledge their input and deliberately bring them into upcoming decisions B Tell them the major decisions are already made C Reassure them that their feelings will pass with time D Suggest they raise it themselves in the next team meeting

79. Process hard

    You are leading a hybrid project. The requirements for the user interface are uncertain and likely to change, while the back-end integration is well understood and stable. How should you tailor the approach?

    A Use an agile, iterative approach for the UI and a predictive approach for the stable back-end B Use a fully predictive approach for the whole project C Use a fully agile approach for the whole project D Wait until all requirements are clear, then plan predictively

80. Process medium

    Midway through execution you discover the project's risk register has not been updated since planning. What is the BEST action?

    A Use the original register since it was thorough at planning B Re-engage the team to identify new risks and reassess existing ones C Wait until the next phase gate to revisit risks D Delete outdated risks to keep the register short

81. Process hard

    A vendor delivers a component that technically meets the contract but does not satisfy the actual user need, which was poorly specified. What should the project manager do FIRST?

    A Acknowledge the contract was met and address the gap through a change to requirements B Reject the component and demand the vendor fix it for free C Accept the component and ignore the unmet user need D Withhold payment until the vendor satisfies the real need

82. Process hard

    Your earned value data shows CPI = 1.1 and SPI = 0.85. What does this tell you about the project?

    A It is over budget but ahead of schedule B It is under budget and ahead of schedule C It is under budget but behind schedule D It is over budget and behind schedule

83. Process easy

    Partway through a sprint, the product owner wants to add a high-priority item. According to good agile practice, what should happen?

    A Add it to the product backlog and consider it for the next sprint, protecting the current sprint goal B Add it to the current sprint immediately since it is high priority C Refuse to consider it until the next release planning D Cancel the current sprint and start over with the new item

84. Process easy

    You are about to start planning a project in a domain with high uncertainty and a need for early customer feedback. Which life cycle is most appropriate?

    A A predictive life cycle with a fixed, detailed plan B A single-phase life cycle delivered all at once C An adaptive (iterative and incremental) life cycle D A life cycle with no planning so the team can stay flexible

85. Process medium

    A stakeholder requests a change that would add significant scope. The team confirms it is feasible. What should the project manager do NEXT?

    A Approve it since the team confirmed it is feasible B Reject it because it adds significant scope C Assess the impact on schedule, cost, risk and quality before any approval D Add it to the current baseline and update the plan

86. Process hard

    Your project has many activities competing for the same specialist, causing over-allocation. You can extend the schedule. Which technique resolves this?

    A Crashing B Resource leveling C Fast-tracking D Scope reduction

87. Process easy

    During execution, a previously identified risk occurs. You have a planned response ready. What should you do?

    A Treat it as a brand-new issue and improvise a fix B Escalate it to the sponsor for a decision C Add it to the risk register and reassess later D Implement the pre-planned risk response

88. Process medium

    You are tailoring ceremonies for a small, co-located, experienced agile team. They find formal sprint reviews heavy. What is the BEST approach?

    A Drop the sprint review entirely to save time B Keep the full formal review regardless of team feedback C Tailor the review to a lighter form that still gathers stakeholder feedback D Replace the review with a written status email

89. Process hard

    Quality inspections keep finding the same defect late in the process, after costly rework. What is the most effective improvement?

    A Increase the number of final inspections B Accept the defects if customers have not complained C Build quality in earlier through prevention rather than relying on inspection D Add more reviewers to the final inspection step

90. Process easy

    You need to estimate a large body of work quickly with limited detail. Which estimating technique is most appropriate at this early stage?

    A Analogous (top-down) estimating using similar past projects B Bottom-up estimating of every work package C Three-point estimating for each activity D Refusing to estimate until full detail is available

91. Process easy

    A change request is approved through integrated change control. What must the project manager do afterward?

    A Implement the change without changing the baselines B Update the affected baselines and plans and communicate the change C Keep the original baselines to preserve the comparison D Wait until the next phase to update any documents

92. Process hard

    Your predictive project's schedule is slipping and the sponsor wants the original end date held without adding cost. Which approach should you evaluate FIRST?

    A Crashing, by adding resources at extra cost B Reducing quality standards to go faster C Fast-tracking, by overlapping activities that were planned sequentially D Removing the schedule baseline to avoid showing the slip

93. Process easy

    You are setting up a Kanban-style flow and the team is starting too many items at once, so nothing finishes. What is the most effective practice to introduce?

    A Limit work in progress so the team finishes items before starting new ones B Add a longer planning meeting to coordinate starts C Assign each person more items to keep everyone busy D Track only the number of items started each week

94. Process easy

    A deliverable has been completed and verified internally. What is the correct next step to get formal acceptance?

    A Move straight to closing the project B Add the deliverable to the next phase's scope C Validate the deliverable with the customer to obtain formal acceptance D Archive it as accepted since it passed internal checks

95. Process medium

    Early in an agile project, a stakeholder asks for a detailed, fixed project plan covering the next 12 months. What is the BEST response?

    A Produce the detailed 12-month plan as requested B Explain progressive elaboration and provide a high-level roadmap with detailed near-term plans C Refuse to provide any plan because the project is agile D Commit to the 12-month plan to reassure the stakeholder

96. Process hard

    A risk has a low probability but would be catastrophic if it occurred, and avoiding or transferring it is not feasible. What response is most appropriate?

    A Ignore it because its probability is low B Accept it passively with no plan at all C Develop a contingency plan and reserve so you can respond if it occurs D Treat it as an issue and act on it now

97. Process medium

    In sprint planning the team pulls work based on capacity, but the product owner pushes them to commit to more. What should the project manager or Scrum Master do?

    A Side with the product owner and increase the commitment B Average the two numbers to compromise C Let the sponsor decide the sprint commitment D Protect the team's right to determine how much work they can take on

98. Process medium

    Your project must integrate outputs from several sub-teams. To keep everything aligned, the most important process focus is:

    A Optimizing each sub-team's output independently B Letting each sub-team manage its own scope in isolation C Combining all outputs only at final delivery D Integration management across the project's parts and processes

99. Process hard

    A procurement is best suited to a situation where the scope is unclear and likely to evolve as work proceeds. Which contract type fits best?

    A Cost-reimbursable (e.g., cost plus fee) B Firm fixed-price C Fixed-price with no incentives D Lump-sum turnkey

100. Process medium

     You discover two teams have built overlapping functionality because requirements were not coordinated. What is the BEST way to prevent this going forward?

     A Have each team document its work in more detail B Combine the two teams into one large team C Strengthen requirements coordination and a shared backlog or scope baseline D Let the duplication stand and pick one version later

101. Process hard

     A quality audit finds the team is following processes correctly but the processes themselves are producing poor outcomes. What is the most appropriate action?

     A Enforce the existing processes more strictly B Improve the processes themselves through process analysis C Add more audits of how people follow the processes D Accept the outcomes since the processes are being followed

102. Process hard

     You want to forecast the total cost at completion assuming current cost performance continues. Which calculation gives you this?

     A EAC = AC + ETC, ignoring CPI B EAC = BAC / CPI C EAC = BAC minus EV D EAC = PV divided by SPI

103. Process medium

     Stakeholders keep submitting requirements changes informally by email and chat, and the team is confused about what is approved. What should the project manager establish?

     A A change control process so all changes are evaluated and approved consistently B A rule that no changes are allowed after planning C A policy of implementing whatever the latest message says D A separate plan for each stakeholder's preferences

104. Process hard

     On a hybrid project, the predictive part has a fixed milestone tied to a regulatory deadline, and the agile part feeds into it. How should you coordinate them?

     A Let the agile part proceed without regard to the milestone B Synchronize the agile increments to deliver what the milestone needs by the deadline C Convert the agile part to predictive to match the milestone D Move the regulatory deadline to fit the agile cadence

105. Process easy

     A team estimates a user story as far larger than a normal sprint can hold. What is the best practice?

     A Split the story into smaller, independently valuable pieces B Extend the sprint to fit the large story C Assign more people so the large story fits the sprint D Keep it as one story and carry it across several sprints

106. Process medium

     Your project's actual costs are well below plan, but so is the work completed. The sponsor sees the low spend as good news. What should you clarify?

     A That being under budget is misleading if the project is also behind on completed work B That low spending alone proves the project is healthy C That you should slow spending further to look efficient D That schedule does not matter as long as cost is low

107. Process easy

     A team wants to release value to users sooner rather than waiting for the full product. Which approach supports this?

     A A single big-bang release at the end B Releasing only after every requirement is complete C Incremental delivery of working features in releases D Holding all features back until the contract closes

108. Process medium

     During execution, a low-priority requirement turns out to be far more complex than estimated and threatens the schedule. What should the project manager consider FIRST?

     A Add resources immediately to deliver it as planned B Cut a high-priority feature to make room for it C Hide the complexity and hope it resolves itself D Re-prioritize with stakeholders, since a low-value, high-cost item may be deferred or dropped

109. Process easy

     You are choosing how to track schedule on an agile project. Which tool best shows whether the team is on track to finish the work in scope for a release?

     A A detailed Gantt chart of every task B A risk register sorted by severity C A release burndown or burnup chart D A responsibility assignment matrix

110. Process hard

     A risk response you implemented has created a new, different risk. What is this called and what should you do?

     A It is a residual risk; no further action is needed B It is a secondary risk; identify and plan a response for it C It is a trigger; simply monitor it D It is a fallback; activate it immediately

111. Process easy

     Your project uses rolling wave planning. What does this mean in practice?

     A The entire project is fully detailed before any work starts B No planning is done so the team can react freely C Planning happens only once, at project kickoff D Near-term work is planned in detail while later work stays at a higher level until clearer

112. Process medium

     A stakeholder insists the team skip testing to hit a date. The team warns this will cause defects in production. What should the project manager do?

     A Skip testing to meet the date as the stakeholder wants B Skip testing but tell no one about the increased risk C Explain the quality and risk consequences and protect the agreed quality standards D Refuse to discuss the date and keep testing as planned without explanation

113. Process hard

     You need to decide between two solution options with different costs and uncertain payoffs. Which technique helps quantify the expected value of each option under uncertainty?

     A A simple list of pros and cons B A responsibility assignment matrix C A stakeholder engagement assessment matrix D Decision tree analysis using expected monetary value

114. Process medium

     Your team keeps discovering integration problems only at the end of long development cycles. Which practice would surface these issues sooner?

     A Longer development cycles to allow more building time B Continuous integration with frequent merges and automated tests C A single integration event near the project's end D Assigning integration to a separate team after development

115. Process medium

     A baseline was set, but the sponsor now says the original scope was misunderstood and is materially wrong. What is the BEST course of action?

     A Process a change request to correct the scope and rebaseline if approved B Keep delivering to the wrong baseline to avoid changes C Quietly change the scope without updating the baseline D Cancel the project and start over from scratch

116. Process hard

     On a predictive project, you want to know the earliest and latest each activity can start without delaying the project. Which technique provides this?

     A Critical path method with forward and backward pass B Monte Carlo simulation of cost C Earned value analysis of spending D A Pareto chart of defects

117. Process medium

     Your agile team finishes all committed work two days before the sprint ends. What is the best use of the remaining time?

     A Pull the next-highest backlog item or invest in improvements with the product owner's input B End the sprint early and start the next one C Let the team take the two days off D Add scope to the current sprint goal unilaterally

118. Process medium

     A key supplier warns they may miss a delivery that your critical path depends on. What should the project manager do FIRST?

     A Wait to confirm the miss before doing anything B Immediately terminate the supplier contract C Assess the schedule impact and develop response options with the supplier D Replan the schedule assuming the delivery will be on time

119. Process hard

     You want to confirm that the project's deliverables meet the documented requirements before delivery. Which activity does this?

     A Validate Scope with the customer for acceptance B Control Quality, verifying conformance to requirements C Define Scope to write the requirements D Plan Quality Management to set standards

120. Process medium

     Your project has limited reserves and several risks. You want to focus response planning where it matters most. What should you do?

     A Plan responses for every risk equally B Address only the risks that are easiest to fix C Prioritize risks by probability and impact and address the highest first D Plan responses only for risks that have already occurred

121. Process easy

     A team is debating whether a backlog item is truly finished. Different members have different standards. What resolves this disagreement going forward?

     A Let the most senior developer decide each time B Apply the team's agreed Definition of Done C Mark items done when the deadline arrives D Ask the sponsor to judge completeness

122. Process medium

     Halfway through, your project's assumptions about a key technology prove false, undermining the plan. What is the BEST first action?

     A Reassess the affected plans and risks and adjust the approach B Continue with the original plan to maintain stability C Escalate to the sponsor before analyzing anything D Quietly absorb the impact and hope it works out

123. Process medium

     You are deciding how much detail to put into project documentation. The PMI mindset suggests you should:

     A Always produce the maximum documentation for safety B Tailor documentation to what the project actually needs, avoiding waste C Avoid all documentation to stay lean D Copy the documentation set from the last project unchanged

124. Process easy

     A risk register entry has a defined trigger condition. What is the purpose of a trigger?

     A It is the planned response to the risk B It is the reserve set aside for the risk C It is the person who owns the risk D It is an early warning sign that a risk is about to occur or has occurred

125. Process medium

     Your project must comply with a data-privacy regulation. The team wants to start building before requirements are confirmed with legal. What should you do?

     A Build first and adjust for compliance later B Ignore the regulation since it may not be enforced C Let each developer interpret the regulation themselves D Confirm the compliance requirements before building features that depend on them

126. Process medium

     The team wants to reduce the cost of late defect fixes. Which metric or practice best supports catching defects early?

     A Measuring defects only at the final acceptance test B Shifting testing left so defects are found closer to when they are introduced C Counting defects after release to learn for next time D Adding a long stabilization phase at the very end

127. Process hard

     During a project, you realize the original procurement statement of work omitted a critical deliverable the buyer needs. What is the correct action?

     A Demand the seller deliver it under the existing contract B Drop the deliverable to avoid changing the contract C Add it informally and settle the cost at the end D Process a contract change to add the deliverable and adjust price and schedule

128. Process easy

     An agile team's sprint review reveals stakeholders wanted something different from what was built. What is the BEST takeaway?

     A Blame the product owner for unclear requirements B Continue as planned since the work was completed C Stop holding sprint reviews to avoid the criticism D Adjust the backlog based on the feedback and improve how requirements are clarified

129. Process medium

     A project has a hard deadline and fixed scope, but you suspect the budget is too low. According to the triple constraint, what should you communicate?

     A That you can deliver fixed scope, time and cost regardless B That fixing scope and time may require flexibility on cost, and trade-offs must be discussed C That cost is the only constraint that ever matters D That the team will simply work harder to absorb the gap

130. Process medium

     You are planning communications for a large project with many diverse stakeholders. What is the most effective basis for the plan?

     A Each stakeholder group's specific information needs and preferences B Sending the same detailed report to everyone C Communicating only when something goes wrong D Whatever channel is easiest for the project manager

131. Process easy

     The team wants to know how much work remains in the current sprint at a glance each day. Which artifact serves this?

     A The product roadmap B The sprint burndown chart C The stakeholder register D The procurement management plan

132. Process hard

     Your predictive project's CPI has held steady at 0.8 for several reporting periods. What is the most reasonable forecast assumption for EAC?

     A Assume future work will be done exactly to the original budget B Assume the project will suddenly become under budget C Assume cost performance is irrelevant to the forecast D Assume the current cost performance will continue and forecast accordingly

133. Process medium

     A team member proposes adding automated regression tests, which costs time now but should reduce defects later. How should the project manager treat this?

     A Reject it because it adds time to the current sprint B Approve it only if the sponsor personally requests it C Treat all testing as waste to be minimized D Evaluate it as an investment in quality and flow, weighing near-term cost against later benefit

134. Process medium

     You are tailoring your risk approach for a small, low-complexity project. Which is the most appropriate tailoring decision?

     A Apply the full enterprise risk process regardless of size B Skip risk management entirely because the project is small C Use a lightweight risk process proportionate to the project's size and complexity D Copy a large project's risk register and reuse it

135. Process hard

     Mid-project, you find the schedule baseline was built on an estimate that double-counted a major activity, making the plan unrealistic. What should you do?

     A Raise it through change control to correct the baseline rather than quietly adjusting it B Leave the baseline as is to avoid admitting the error C Secretly fix the estimate without telling stakeholders D Pad future activities to disguise the original error

136. Process medium

     On an agile project, the product owner is frequently unavailable, leaving the team unsure what to build. What should the project manager or Scrum Master do?

     A Have the team guess at priorities and proceed B Let the team build whatever they find interesting C Address the product owner availability with them, as it is blocking the team D Pause the project until the product owner is always available

137. Process medium

     You want to reduce the chance that approved changes are forgotten or misapplied across the project's plans. What practice helps most?

     A Trust the team to remember the approved changes B Approve changes verbally to keep things fast C Update only the document the change request mentioned D Maintain a change log and ensure all affected documents are updated when a change is approved

138. Process easy

     A risk that you decided to accept has now occurred and become an issue. What should the project manager do?

     A Reassess whether to have accepted it in the first place B Escalate it to the sponsor as a brand-new surprise C Ignore it since acceptance meant no action would be taken D Manage it as an issue and apply the contingency or workaround as needed

139. Process hard

     Your team must choose between two suppliers. One is cheaper but unproven; the other is costlier with a strong track record on similar work. What is the BEST approach?

     A Choose the cheaper supplier to minimize cost B Evaluate total value and risk, not price alone, against weighted selection criteria C Choose the costlier supplier because it is safer D Let the sponsor pick without any evaluation criteria

140. Business Environment medium

     Midway through delivery, the market shifts and the project's expected business benefits are now unlikely to materialize. What is the BEST action?

     A Raise it with the sponsor and steering group to reassess the business case B Continue to completion since the project was approved C Quietly reduce scope to finish faster regardless of benefits D Cancel the project yourself to stop wasting money

141. Business Environment hard

     Your project will deliver its output, but the benefits depend on the organization adopting a new way of working. Who is typically accountable for realizing those benefits?

     A The project manager alone B The project team that built the output C The sponsor or business owner, supported by the project D The PMO that tracks the schedule

142. Business Environment medium

     A new regulation takes effect that affects your project's compliance obligations mid-flight. What should the project manager do FIRST?

     A Ignore it until the project is finished B Assess the impact on the project and incorporate the new requirements through change control C Stop the project until the regulation is fully understood D Assume the existing plan already covers it

143. Business Environment medium

     Your project is one of several competing for limited organizational funding. To protect its priority, the most effective argument is:

     A How much work the team has already done B How the project aligns with strategy and the value it is expected to deliver C How hard the team is working on it D How long the project has been running

144. Business Environment hard

     Senior leadership changes the organization's strategy, and your project no longer aligns with the new direction. What is the BEST response?

     A Continue unchanged because the project is already underway B Raise the misalignment with governance to decide whether to pivot, pause or stop the project C Pivot the project on your own to fit the new strategy D Hide the misalignment to protect the project's funding

145. Business Environment medium

     During the project, you identify a way the organization could capture additional value beyond the original scope. What should the project manager do?

     A Raise the opportunity with the sponsor so it can be evaluated for the business B Add it to the project scope immediately C Keep it to yourself to avoid expanding the work D Implement it quietly and surprise the sponsor with the benefit

146. Business Environment medium

     Your project's deliverable is complete, but post-delivery the organization is not tracking whether the expected benefits are achieved. Why does this matter?

     A It does not matter once the deliverable is handed over B Because the project manager's bonus depends on it C Because benefits are guaranteed once the output is delivered D Because without measuring benefits, the organization cannot confirm the project delivered value

147. Business Environment hard

     A project must follow the organization's governance framework, including stage gates. A sponsor asks you to skip a gate to save time. What should you do?

     A Skip the gate as the sponsor requested B Skip the gate but document that the sponsor told you to C Refuse and report the sponsor to senior leadership immediately D Explain the purpose of the gate and follow the governance process, escalating if needed

148. Business Environment medium

     Your organization is adopting a new compliance standard across all projects. As project manager, your responsibility is to:

     A Wait for an auditor to tell you what to change B Assume the standard applies only to future projects C Understand how the standard applies to your project and ensure the work conforms D Delegate all compliance judgment to individual team members

149. Business Environment medium

     A stakeholder pressures you to report project benefits more optimistically than the evidence supports, to keep funding. What should you do?

     A Report the optimistic figures to protect the funding B Report optimistic figures now and correct them later C Avoid reporting benefits at all to sidestep the issue D Report benefits accurately and transparently, even if the picture is less favorable

150. Business Environment hard

     Your project sits within a larger program. A decision that benefits your project would harm another project in the same program. What should you do?

     A Make the decision that is best for your own project B Let the other project's manager handle the fallout C Raise it to the program level so the overall program benefit can be optimized D Proceed and hope the program impact is small

151. Business Environment medium

     Early in the project, you want to ensure the work stays connected to the organization's strategic objectives throughout. What is the most effective practice?

     A Focus only on the schedule and budget once work begins B Trace deliverables and decisions back to the strategic objectives and business case regularly C Revisit strategy only at the final project review D Assume strategic alignment is fixed once the project is approved

Practice questions FAQ

Are these real PMP exam questions?

No. These are original study questions written to test understanding. They are not real exam questions, exam dumps, or copied from any provider.

How should I use these practice questions?

Answer each one, read the explanation (including why the wrong options are wrong), and use the per-domain score below to focus your revision on weak areas. Revisit before exam day.

How many questions should I do before the exam?

Enough to score consistently across every domain, alongside full-length practice from official or reputable providers. Understanding why each answer is right matters more than raw volume.

What score means I am ready?

A good signal is consistently scoring around 80% or higher across all domains on questions you have not seen before, and being able to explain why the wrong options are wrong.

Should I use exam dumps?

No. Dumps (real or leaked questions) breach provider policy, can void your certification, and do not build the understanding the exam actually tests.

Sources

• PMI - PMP ↗