PMI PMP Practice Exams
Last updated on Oct 22,2026- Exam Code: PMP
- Exam Name: Project Management Professional
- Certification Provider: PMI
- Latest update: Oct 22,2026
Question #121
The business manager and the product owner are requesting a more flexible way to incorporate changes into the product baseline They are concerned about losing time to market with respect to other vendors
What should the project manager do?
- A . Review the assumption log and project management plan for changes.
- B . Identify adequate change management tools to conduct the project
- C . Establish a change control board (CCB) with key stakeholders.
- D . Allow key stakeholders to make some changes to deliver the product faster
Correct Answer: B
B
Explanation:
The project manager should identify adequate change management tools to conduct the project, as this will help them to manage the changes to the product baseline in a flexible and efficient way. Change management tools are methods, techniques, or software that help to plan, execute, monitor, and control changes in a project. Some examples of change management tools are change request forms, change logs, configuration management systems, traceability matrices, and change impact analysis. By using these tools, the project manager can ensure that the changes are properly documented, evaluated, approved, implemented, and communicated. This will also help to minimize the risks and costs associated with the changes, and to maintain the quality and scope of the product.
Reference: Change Request Form: Definition, Types, Process & Tools Change Log Template – Project Management Docs Configuration Management:
What is it and why is it important? Traceability Matrix in Software Testing with Example Template Change Impact Analysis – an overview | ScienceDirect Topics
B
Explanation:
The project manager should identify adequate change management tools to conduct the project, as this will help them to manage the changes to the product baseline in a flexible and efficient way. Change management tools are methods, techniques, or software that help to plan, execute, monitor, and control changes in a project. Some examples of change management tools are change request forms, change logs, configuration management systems, traceability matrices, and change impact analysis. By using these tools, the project manager can ensure that the changes are properly documented, evaluated, approved, implemented, and communicated. This will also help to minimize the risks and costs associated with the changes, and to maintain the quality and scope of the product.
Reference: Change Request Form: Definition, Types, Process & Tools Change Log Template – Project Management Docs Configuration Management:
What is it and why is it important? Traceability Matrix in Software Testing with Example Template Change Impact Analysis – an overview | ScienceDirect Topics
Question #122
A large company is transitioning its projects to an agile approach After the transition executive management requests the information that was previously available in old reports and dashboards Many of the old reports and dashboards are no longer relevant after the shift to agile practices.
What should the project manager do in this situation?
- A . Explain to the management team that reporting and management dashboards are not effective agile practices
- B . Ask the management team to review the endorsed agile concepts to prove that the old information s not relevant
- C . Help the management team understand how the change to an agile approach impacts the relevance of certain reports and key performance indicators (KPls)
- D . Remind the management team that an agile approach empowers teams to be self-directed and therefore there is no need for reporting
Correct Answer: C
C
Explanation:
nager should also help the stakeholders understand how the agile principles and practices affect the project’s reporting and metrics2. The project manager should explain that agile reporting focuses on delivering value, responding to change, and satisfying customer needs3. The project manager should also collaborate with the stakeholders to identify the most relevant and meaningful reports and KPIs for the agile project, such as velocity, burn-up or burn-down charts, sprint or product backlog, and customer feedback.
Reference: 1: PMBOK® Guide, 6th edition, section 10.1.3.1
2: PMBOK® Guide, 6th edition, section 1.2.3
3: PMBOK® Guide, 6th edition, section 1.2.2
: PMBOK® Guide, 6th edition, section 1.2.4
C
Explanation:
nager should also help the stakeholders understand how the agile principles and practices affect the project’s reporting and metrics2. The project manager should explain that agile reporting focuses on delivering value, responding to change, and satisfying customer needs3. The project manager should also collaborate with the stakeholders to identify the most relevant and meaningful reports and KPIs for the agile project, such as velocity, burn-up or burn-down charts, sprint or product backlog, and customer feedback.
Reference: 1: PMBOK® Guide, 6th edition, section 10.1.3.1
2: PMBOK® Guide, 6th edition, section 1.2.3
3: PMBOK® Guide, 6th edition, section 1.2.2
: PMBOK® Guide, 6th edition, section 1.2.4
Question #123
A project manager works for a large global company. The project manager is leading a project where the expected business value is to improve the company’s image and reputation. During the project’s closing phase, the project manager realizes that there is still a negative perception about the company’s brand.
What should the project manager have done to prevent this?
- A . Monitored progress in achieving the business value throughout the project
- B . Asked for additional time to achieve the project goals and increase business value
- C . Increased the number of project resources to ensure attainment of the business value
- D . Reviewed previous projects’ lessons learned and applied them to this project
Correct Answer: A
A
Explanation:
The project manager should have monitored the progress in achieving the business value throughout the project. This involves tracking the project’s impact on the company’s image and reputation, which are the expected business values in this case. If the project manager had been monitoring these aspects, they could have identified the negative perception about the company’s brand earlier and taken steps to address it12. This could involve changes to the project’s design, communication strategies, or implementation processes3.
Reference: Asana Resources | Project planning | 7 common project risks and how to prevent them, Why Projects Fail: 7 Reasons (and Their Solutions) [2023] • Asana, Stakeholder Perception Management in Project Management – Edbrick
A
Explanation:
The project manager should have monitored the progress in achieving the business value throughout the project. This involves tracking the project’s impact on the company’s image and reputation, which are the expected business values in this case. If the project manager had been monitoring these aspects, they could have identified the negative perception about the company’s brand earlier and taken steps to address it12. This could involve changes to the project’s design, communication strategies, or implementation processes3.
Reference: Asana Resources | Project planning | 7 common project risks and how to prevent them, Why Projects Fail: 7 Reasons (and Their Solutions) [2023] • Asana, Stakeholder Perception Management in Project Management – Edbrick
Question #124
While a project manager is trying to build the first baseline for a project, a change request is being sent from one of the functional managers.
What should the project manager do?
- A . Discuss this with the functional manager and related parties.
- B . Reject the functional manager’s change request immediately.
- C . Analyze the impact of the change request on the project.
- D . Apply for a formal change control board (CCB) approval.
Correct Answer: C
C
Explanation:
When a change request is received, it is essential for the project manager to conduct an impact analysis to understand how the proposed change will affect the project’s scope, schedule, cost, and quality. This analysis is a critical step before moving forward with any decisions regarding the change request. It allows the project manager to make an informed decision and to discuss the change with all relevant stakeholders, including the functional manager who submitted the request.
Reference: The process for managing change requests is outlined in the PMBOK® Guide, which includes the steps of identifying, analyzing, and documenting the change request before presenting it to the Change Control Board (CCB) for approval1. The Professional in Business Analysis Reference Materials also emphasize the importance of impact analysis as part of the change management process234.
C
Explanation:
When a change request is received, it is essential for the project manager to conduct an impact analysis to understand how the proposed change will affect the project’s scope, schedule, cost, and quality. This analysis is a critical step before moving forward with any decisions regarding the change request. It allows the project manager to make an informed decision and to discuss the change with all relevant stakeholders, including the functional manager who submitted the request.
Reference: The process for managing change requests is outlined in the PMBOK® Guide, which includes the steps of identifying, analyzing, and documenting the change request before presenting it to the Change Control Board (CCB) for approval1. The Professional in Business Analysis Reference Materials also emphasize the importance of impact analysis as part of the change management process234.
Question #125
In a marine construction project, the project manager is informed by the marine authority that the work permit will not be issued until certain environmental reinforcement work has been completed. After reviewing the project management plan, the reinforcement work is not included in the project scope.
What should the project manager do?
- A . Organize a meeting with the team and update the work breakdown structure (WBS).
- B . Raise this issue, and review and update the progress report for the next monthly project meeting.
- C . Start the organization’s change control process via a change request.
- D . Communicate with an officer in the environmental protection department to check if it is necessary.
Correct Answer: C
C
Explanation:
When a project encounters a requirement for additional work that is not included in the initial project scope, such as environmental reinforcement work mandated by an authority, the project manager should initiate the organization’s change control process. This involves submitting a change request to document the new requirement and its impact on the project. The change control process is a formal mechanism to propose, review, and approve changes to the project scope, ensuring that all modifications are controlled and systematically integrated into the project management plan123. This approach is consistent with the PMI’s best practices for scope management and aligns with the principles of the Professional in Business Analysis (PMI-PBA)®, which emphasize the importance of managing changes to requirements in a structured manner4567.
Reference: PMI’s resources on project scope management123 and change control processes4567.
C
Explanation:
When a project encounters a requirement for additional work that is not included in the initial project scope, such as environmental reinforcement work mandated by an authority, the project manager should initiate the organization’s change control process. This involves submitting a change request to document the new requirement and its impact on the project. The change control process is a formal mechanism to propose, review, and approve changes to the project scope, ensuring that all modifications are controlled and systematically integrated into the project management plan123. This approach is consistent with the PMI’s best practices for scope management and aligns with the principles of the Professional in Business Analysis (PMI-PBA)®, which emphasize the importance of managing changes to requirements in a structured manner4567.
Reference: PMI’s resources on project scope management123 and change control processes4567.
Question #126
A new sales software development project is underway. The customer is still finalizing the requirements for the system when a new CEO is introduced. The new CEO is expected to make changes to the organization, which most likely will impact development. However, the most important criterion for the project is that the software must provide correct sales results. No intermediate results are required.
Which project approach should the project manager take?
- A . Incremental
- B . Predictive
- C . Hybrid
- D . iterative
Correct Answer: C
C
Explanation:
According to the PMP Exam Content Outline, a project manager should select the appropriate project approach based on the project characteristics, such as the degree of uncertainty, complexity, and stakeholder involvement. A hybrid approach combines elements of predictive and adaptive (agile, iterative, incremental) approaches to suit the specific needs and context of the project. In this case, a hybrid approach would allow the project manager to accommodate the potential changes from the new CEO, while also ensuring the delivery of the correct sales results as the final product. A hybrid approach would also enable the project manager to collaborate with the customer and the development team to refine the requirements and validate the solution throughout the project life cycle. A predictive approach would not be suitable for this project, as it assumes a high level of certainty and stability in the requirements and the environment, which is not the case here. An incremental approach would deliver the product in smaller increments, which may not meet the customer’s expectation of no intermediate results. An iterative approach would repeat the same phases until the product meets the desired quality, which may not be efficient or effective for this project.
Reference: PMP Exam Content Outline, Domain I: People, Task 1: Manage conflict, page 6. PMP Exam Content Outline, Domain III: Business Environment, Task 2: Select project approach, page
C
Explanation:
According to the PMP Exam Content Outline, a project manager should select the appropriate project approach based on the project characteristics, such as the degree of uncertainty, complexity, and stakeholder involvement. A hybrid approach combines elements of predictive and adaptive (agile, iterative, incremental) approaches to suit the specific needs and context of the project. In this case, a hybrid approach would allow the project manager to accommodate the potential changes from the new CEO, while also ensuring the delivery of the correct sales results as the final product. A hybrid approach would also enable the project manager to collaborate with the customer and the development team to refine the requirements and validate the solution throughout the project life cycle. A predictive approach would not be suitable for this project, as it assumes a high level of certainty and stability in the requirements and the environment, which is not the case here. An incremental approach would deliver the product in smaller increments, which may not meet the customer’s expectation of no intermediate results. An iterative approach would repeat the same phases until the product meets the desired quality, which may not be efficient or effective for this project.
Reference: PMP Exam Content Outline, Domain I: People, Task 1: Manage conflict, page 6. PMP Exam Content Outline, Domain III: Business Environment, Task 2: Select project approach, page
Question #127
A team member has experienced personal conflicts on past projects, making them nervous about working on the current project. The project manager knows this team member could add value to the project.
What should the project manager do to get the most value from this team member?
- A . Advise the team member not to share personal information from past projects with the entire team.
- B . Consult with the project sponsor to find out if it is allowed to share personal information with the entire team.
- C . Advise the team member to focus on the current project and consider the past conflicts as lessons learned.
- D . Consult with human resources (HR) and check company policies on what is allowed to advise the team member.
Correct Answer: C
C
Explanation:
The best approach for the project manager in this situation is to encourage the team member to concentrate on the current project and view past conflicts as opportunities for learning and growth. This aligns with the PMI’s emphasis on conflict resolution through collaboration and problem-solving, where team members work together to identify underlying causes of conflicts and find mutually beneficial solutions12. Additionally, it is consistent with the PMBOK guide’s approach to conflict management, which includes problem-solving as a key technique3.
Reference: Managing conflict – project environment – Resolution Strategies1.
Conflict Resolution in Teams: Embracing PMIisms for Success2.
5 Conflict Resolution Techniques in Project Management – PM Study Circle3.
C
Explanation:
The best approach for the project manager in this situation is to encourage the team member to concentrate on the current project and view past conflicts as opportunities for learning and growth. This aligns with the PMI’s emphasis on conflict resolution through collaboration and problem-solving, where team members work together to identify underlying causes of conflicts and find mutually beneficial solutions12. Additionally, it is consistent with the PMBOK guide’s approach to conflict management, which includes problem-solving as a key technique3.
Reference: Managing conflict – project environment – Resolution Strategies1.
Conflict Resolution in Teams: Embracing PMIisms for Success2.
5 Conflict Resolution Techniques in Project Management – PM Study Circle3.
Question #128
A project manager manages multiple information technology (IT) projects in a matrix organization. The project manager schedules a meeting with one of the functional managers to coordinate testing support for two software development projects. Unfortunately, the functional manager is not able to attend the meeting and informs the project manager that there may not be any resources available to test the software.
What should the project manager do?
- A . Discuss the testing requirements with a test engineer and negotiate the best approach to test the newly developed software.
- B . Meet with the project team to collaboratively determine how the project manager can ensure the needed testing assistance is obtained.
- C . Request a meeting with the sponsor to change the scope to allow the development team to conduct testing.
- D . Meet with a procurement specialist to negotiate with a company that specializes in software testing to test the software.
Correct Answer: B
B
Explanation:
In a matrix organization, it is essential for the project manager to collaborate with the project team to resolve resource availability issues. This approach is supported by the PMBOK® Guide, which emphasizes the importance of team engagement and collective problem-solving in project management. By meeting with the project team, the project manager can explore various options, such as adjusting schedules, re-allocating resources, or finding alternative solutions to ensure that the necessary testing support is provided. This method aligns with the principles of stakeholder engagement and resource optimization1.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” PMI’s “Business Analysis for Practitioners: A Practice Guide” PMI’s “The PMI Guide to Business Analysis”
B
Explanation:
In a matrix organization, it is essential for the project manager to collaborate with the project team to resolve resource availability issues. This approach is supported by the PMBOK® Guide, which emphasizes the importance of team engagement and collective problem-solving in project management. By meeting with the project team, the project manager can explore various options, such as adjusting schedules, re-allocating resources, or finding alternative solutions to ensure that the necessary testing support is provided. This method aligns with the principles of stakeholder engagement and resource optimization1.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” PMI’s “Business Analysis for Practitioners: A Practice Guide” PMI’s “The PMI Guide to Business Analysis”
Question #129
An agile leader notices that one team member consistently fails to complete the deliverables on time. The agile leader suspects that this team member does not have the proper training.
What should the agile leader do?
- A . Reassign the task to another team member and require the team member to complete training
- B . Use the retrospective meeting to remind the entire team that they must complete all deliverables in each sprint
- C . Review the definition of done (DoD) with the team so that everyone understands what the team must deliver in this sprint.
- D . Speak directly with the team member about improvements and commit to an agreed-upon time frame.
Correct Answer: D
D
Explanation:
The agile leader should speak directly with the team member about improvements and commit to an agreed-upon time frame. This is the best option because it shows the agile leader’s respect and empathy for the team member, as well as the willingness to help them overcome their challenges and grow their skills. By speaking directly with the team member, the agile leader can also understand the root cause of the problem, provide constructive feedback, and agree on a realistic and achievable plan for improvement. This option also aligns with the agile values of “individuals and interactions over processes and tools” and "responding to change over following a plan"1.
The other options are not as effective as option D.
Option A is not supportive and may demotivate
the team member and create resentment.
Option B is not appropriate and may embarrass the team member and lower the team morale.
Option C is not relevant and may not address the team member’s specific needs and gaps.
Reference: 1: Agile Manifesto, [Manifesto for Agile Software Development]
D
Explanation:
The agile leader should speak directly with the team member about improvements and commit to an agreed-upon time frame. This is the best option because it shows the agile leader’s respect and empathy for the team member, as well as the willingness to help them overcome their challenges and grow their skills. By speaking directly with the team member, the agile leader can also understand the root cause of the problem, provide constructive feedback, and agree on a realistic and achievable plan for improvement. This option also aligns with the agile values of “individuals and interactions over processes and tools” and "responding to change over following a plan"1.
The other options are not as effective as option D.
Option A is not supportive and may demotivate
the team member and create resentment.
Option B is not appropriate and may embarrass the team member and lower the team morale.
Option C is not relevant and may not address the team member’s specific needs and gaps.
Reference: 1: Agile Manifesto, [Manifesto for Agile Software Development]
Question #130
A project manager at a company is considering a high-performing junior member of the organization to be the new project manager for a current project.
What should the project manager do to prepare for a recommendation to senior management?
- A . Compile key highlights featuring the team member from the meeting minutes.
- B . Ask the team member to write a short biography listing their qualifications
- C . Gather project artifacts that demonstrate the team member’s high performance
- D . Calculate the health of the projects on which the team member has worked
Correct Answer: C
C
Explanation:
The correct answer is C. According to the PMBOK® Guide, project artifacts are any documents or deliverables that are produced as part of the project management processes1. These artifacts can include project plans, reports, baselines, metrics, lessons learned, and other outputs that show the performance and progress of the project and the project team. The project manager should gather these artifacts to provide evidence of the team member’s high performance and contribution to the project success. This will help the project manager to make a strong case for the team member’s promotion to senior management. Compiling key highlights from meeting minutes, asking the team member to write a biography, or calculating the health of the projects are not sufficient or relevant to demonstrate the team member’s skills and competencies as a potential project manager.
Reference: 1: PMBOK® Guide, page 89
C
Explanation:
The correct answer is C. According to the PMBOK® Guide, project artifacts are any documents or deliverables that are produced as part of the project management processes1. These artifacts can include project plans, reports, baselines, metrics, lessons learned, and other outputs that show the performance and progress of the project and the project team. The project manager should gather these artifacts to provide evidence of the team member’s high performance and contribution to the project success. This will help the project manager to make a strong case for the team member’s promotion to senior management. Compiling key highlights from meeting minutes, asking the team member to write a biography, or calculating the health of the projects are not sufficient or relevant to demonstrate the team member’s skills and competencies as a potential project manager.
Reference: 1: PMBOK® Guide, page 89