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 #131
A third-party supplier demands payment for the services provided for a project. The agreement was that payment would be made after the organization receives payment from the client. The third-party supplier lacks the capital to meet their payroll and has informed the project manager that if they do not receive payment quickly, they will withdraw team members from the project.
What should the project manager do?
- A . Process a bank loan to pay the payroll of the third-party supplier.
- B . Reassign resources from other projects to pay the third-party supplier.
- C . Explain the third-party supplier situation to the client and request payment.
- D . Inform the client that the project must be delayed until payment is received.
Correct Answer: C
C
Explanation:
In this situation, the project manager should communicate with the client about the third-party supplier’s situation and request payment. This is because the agreement was that payment would be made after the organization receives payment from the client. By explaining the situation to the client, the project manager can potentially expedite the payment process and prevent the withdrawal of team members from the project, thereby minimizing project disruption.
Reference: PMBOK® Guide, 6th Edition, Section 12.1: Plan Procurement Management, and Section 12.3: Control Procurements.
C
Explanation:
In this situation, the project manager should communicate with the client about the third-party supplier’s situation and request payment. This is because the agreement was that payment would be made after the organization receives payment from the client. By explaining the situation to the client, the project manager can potentially expedite the payment process and prevent the withdrawal of team members from the project, thereby minimizing project disruption.
Reference: PMBOK® Guide, 6th Edition, Section 12.1: Plan Procurement Management, and Section 12.3: Control Procurements.
Question #132
A new regulation has been approved that will impact the deliverables in the fourth phase of the project. The delivery is following an iterative approach and is currently completing the second phase.
What should the project manager do next?
- A . Consult with the project sponsor to discuss a cost increase
- B . Acquire approval for an exception to the implementation of the new regulation.
- C . Get approval for the additional budget from the steering committee
- D . Meet with subject matter experts (SMEs) to assess the impact to objectives
Correct Answer: D
D
Explanation:
The project manager should meet with the subject matter experts (SMEs) to assess the impact of the new regulation on the project objectives, scope, schedule, cost, quality, and risk. The SMEs are the ones who have the knowledge and expertise to understand the implications of the new regulation and how it affects the project deliverables. The project manager should also involve the stakeholders, especially the project sponsor and the customer, in the assessment process to ensure their expectations and requirements are met. The project manager should then use the assessment results to determine the best course of action to address the change, such as modifying the project plan, requesting a change request, or escalating the issue to the appropriate authority. The project manager should follow the change management process as defined in the project management plan and the business analysis plan, and document the changes and their impacts in the project documents and the traceability matrix. The project manager should also communicate the changes and their impacts to the project team and the stakeholders, and obtain their buy-in and support.
The other options are not the best actions to take next, because they do not address the impact of the new regulation on the project objectives and deliverables. Consulting with the project sponsor to discuss a cost increase (option A) may be premature, as the cost impact may not be known until the assessment is done. Acquiring approval for an exception to the implementation of the new regulation (option B) may not be feasible or desirable, as it may compromise the compliance and quality of the project deliverables. Getting approval for the additional budget from the steering committee (option C) may also be premature, as the budget impact may not be known until the assessment is done. Moreover, the budget approval may not be sufficient to address the other impacts of the new regulation, such as scope, schedule, quality, and risk.
Reference: The PMI Guide to Business Analysis Includes. The Standard for Business Analysis, Chapter 5: Solution
Evaluation, Section 5.3.3: Assess Solution Limitations
Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.3:
Assess Solution Limitations
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section
D
Explanation:
The project manager should meet with the subject matter experts (SMEs) to assess the impact of the new regulation on the project objectives, scope, schedule, cost, quality, and risk. The SMEs are the ones who have the knowledge and expertise to understand the implications of the new regulation and how it affects the project deliverables. The project manager should also involve the stakeholders, especially the project sponsor and the customer, in the assessment process to ensure their expectations and requirements are met. The project manager should then use the assessment results to determine the best course of action to address the change, such as modifying the project plan, requesting a change request, or escalating the issue to the appropriate authority. The project manager should follow the change management process as defined in the project management plan and the business analysis plan, and document the changes and their impacts in the project documents and the traceability matrix. The project manager should also communicate the changes and their impacts to the project team and the stakeholders, and obtain their buy-in and support.
The other options are not the best actions to take next, because they do not address the impact of the new regulation on the project objectives and deliverables. Consulting with the project sponsor to discuss a cost increase (option A) may be premature, as the cost impact may not be known until the assessment is done. Acquiring approval for an exception to the implementation of the new regulation (option B) may not be feasible or desirable, as it may compromise the compliance and quality of the project deliverables. Getting approval for the additional budget from the steering committee (option C) may also be premature, as the budget impact may not be known until the assessment is done. Moreover, the budget approval may not be sufficient to address the other impacts of the new regulation, such as scope, schedule, quality, and risk.
Reference: The PMI Guide to Business Analysis Includes. The Standard for Business Analysis, Chapter 5: Solution
Evaluation, Section 5.3.3: Assess Solution Limitations
Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.3:
Assess Solution Limitations
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section
Question #133
A member of the board of directors has asked the project manager for the estimated cost of the minimum viable product (MVP). The estimated cost is needed in order to get formal approval for this project
How should the project manager report this cost?
- A . Estimate user story points and forecast a budget for that deliverable
- B . Determine the control accounts and use a top bottom estimate
- C . Consider the cost performance index (CPl) based on earned value (EV) divided by costs
- D . Calculate the budget at completion (BAC) based on the completed and planned features
Correct Answer: A
A
Explanation:
A minimum viable product (MVP) is a product with the minimum features that can deliver value to the customer and validate the product concept1. To estimate the cost of an MVP, the project manager can use agile methods such as user story points and forecasting. User story points are a relative measure of the size and complexity of a user story, which is a description of a feature from the user’s perspective2. Forecasting is a technique that uses historical data and trends to project future outcomes3. By estimating the user story points for each feature of the MVP and using forecasting to calculate the time and resources needed, the project manager can report a realistic and accurate budget for the MVP.
This approach is more suitable than the other options because:
B. Determining the control accounts and using a top bottom estimate is a traditional method that is more applicable to large and complex projects with well-defined scope and requirements. It involves breaking down the project into smaller units and estimating the cost of each unit from the top level to the bottom level. This method may not be flexible enough to accommodate the changes and uncertainties that are common in MVP development.
C. Considering the cost performance index (CPI) based on earned value (EV) divided by costs is a method that is used to measure the efficiency of the project performance. It compares the value of the work completed with the actual cost incurred. This method is not relevant for estimating the cost of an MVP, as it requires the project to be already in progress and have a baseline plan to compare with.
D. Calculating the budget at completion (BAC) based on the completed and planned features is a method that is used to estimate the total cost of the project at the end of its life cycle. It involves adding up the actual cost of the work done and the estimated cost of the remaining work. This method is not appropriate for estimating the cost of an MVP, as it assumes that the scope and features of the project are fixed and known in advance, which is not the case for MVP development.
Reference: 1: Minimum Viable Product (MVP) and Project Cost Estimation with Cost … 2: User Stories | Atlassian 3: Forecasting Techniques in Project Management – PM Study Circle: Top-down and bottom-up project management: Leveraging the advantages of the two approaches: Cost Performance Index (CPI) in Project Management | Sinnaps: Budget at Completion (BAC) in Project Cost Management
A
Explanation:
A minimum viable product (MVP) is a product with the minimum features that can deliver value to the customer and validate the product concept1. To estimate the cost of an MVP, the project manager can use agile methods such as user story points and forecasting. User story points are a relative measure of the size and complexity of a user story, which is a description of a feature from the user’s perspective2. Forecasting is a technique that uses historical data and trends to project future outcomes3. By estimating the user story points for each feature of the MVP and using forecasting to calculate the time and resources needed, the project manager can report a realistic and accurate budget for the MVP.
This approach is more suitable than the other options because:
B. Determining the control accounts and using a top bottom estimate is a traditional method that is more applicable to large and complex projects with well-defined scope and requirements. It involves breaking down the project into smaller units and estimating the cost of each unit from the top level to the bottom level. This method may not be flexible enough to accommodate the changes and uncertainties that are common in MVP development.
C. Considering the cost performance index (CPI) based on earned value (EV) divided by costs is a method that is used to measure the efficiency of the project performance. It compares the value of the work completed with the actual cost incurred. This method is not relevant for estimating the cost of an MVP, as it requires the project to be already in progress and have a baseline plan to compare with.
D. Calculating the budget at completion (BAC) based on the completed and planned features is a method that is used to estimate the total cost of the project at the end of its life cycle. It involves adding up the actual cost of the work done and the estimated cost of the remaining work. This method is not appropriate for estimating the cost of an MVP, as it assumes that the scope and features of the project are fixed and known in advance, which is not the case for MVP development.
Reference: 1: Minimum Viable Product (MVP) and Project Cost Estimation with Cost … 2: User Stories | Atlassian 3: Forecasting Techniques in Project Management – PM Study Circle: Top-down and bottom-up project management: Leveraging the advantages of the two approaches: Cost Performance Index (CPI) in Project Management | Sinnaps: Budget at Completion (BAC) in Project Cost Management
Question #134
Two teams are engaged on a global project which uses a follow-the-sun approach in order to speed
up delivery. After the first release, many issues were identified on the product, which could easily
have been avoided with better communication.
What should the project manager do?
- A . Improve the videoconferencing system to provide better availability and quality in order to increase communication.
- B . Have team ambassadors from each location travel to the other in order to facilitate communication and minimize issues.
- C . Facilitate a meeting with both teams so that they can agree on the issues and propose solutions that work for both teams.
- D . Move working windows so that team members can have increased overlap for the handover of status and issues to their counterparts.
Correct Answer: D
D
Explanation:
In a global project using a follow-the-sun approach, it is crucial to have effective communication to ensure a smooth handover of tasks and issues between teams in different time zones. Moving working windows to increase overlap allows for real-time communication and collaboration, which can help in addressing and resolving issues more efficiently. This approach aligns with the PMBOK guide’s emphasis on effective communication management in projects1.
Reference: Project Communications Management According to the PMBOK1.
What is the follow the sun model? Advantages + strategy – Zendesk2
What is a follow the sun model in customer support and how do you implement it – TeamSurfboard3 Proactive communication for project managers – Project Management Institute4
D
Explanation:
In a global project using a follow-the-sun approach, it is crucial to have effective communication to ensure a smooth handover of tasks and issues between teams in different time zones. Moving working windows to increase overlap allows for real-time communication and collaboration, which can help in addressing and resolving issues more efficiently. This approach aligns with the PMBOK guide’s emphasis on effective communication management in projects1.
Reference: Project Communications Management According to the PMBOK1.
What is the follow the sun model? Advantages + strategy – Zendesk2
What is a follow the sun model in customer support and how do you implement it – TeamSurfboard3 Proactive communication for project managers – Project Management Institute4
Question #135
A key project stakeholder who was a big supporter and motivator for the project team is leaving the organization. The project team is experiencing low morale and poor teamwork
What should the project manager do to improve morale?
- A . Identify the wants and aspirations of the team
- B . Build team connections and emotional bonds
- C . Forge consensus through team participation.
- D . Set goals and push the team to achieve the goals
Correct Answer: B
B
Explanation:
According to the PMI Guide to Business Analysis, one of the key competencies of a business analyst is to facilitate collaboration and teamwork among stakeholders. This includes building trust, rapport, and respect among team members, as well as fostering a positive and supportive work environment. The guide also states that “team morale is influenced by the business analyst’s ability to communicate effectively, manage conflict, and motivate others” (p. 41).
One of the ways to build team connections and emotional bonds is to use emotional intelligence, which is defined as “the ability to perceive, understand, and manage one’s own emotions and the emotions of others” (p. 42). Emotional intelligence can help the business analyst to:
Recognize and acknowledge the feelings and perspectives of team members, especially when they are affected by a change or a loss
Express appreciation and gratitude for the contributions and achievements of team members Provide constructive feedback and coaching to help team members improve their performance and skills Encourage team members to share their ideas, opinions, and concerns, and listen actively and empathetically
Resolve conflicts and disagreements in a respectful and collaborative manner
Celebrate successes and milestones, and recognize the efforts and challenges of the team
By building team connections and emotional bonds, the business analyst can help to improve team morale and teamwork, as well as increase team engagement, commitment, and productivity.
Reference: PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project Management Institute.
Keep Your Team Motivated When a Project Goes Off the Rails. (2023). Harvard Business Review.
How Team Morale Affects Employee Performance [2023]. (2022). Asana.
B
Explanation:
According to the PMI Guide to Business Analysis, one of the key competencies of a business analyst is to facilitate collaboration and teamwork among stakeholders. This includes building trust, rapport, and respect among team members, as well as fostering a positive and supportive work environment. The guide also states that “team morale is influenced by the business analyst’s ability to communicate effectively, manage conflict, and motivate others” (p. 41).
One of the ways to build team connections and emotional bonds is to use emotional intelligence, which is defined as “the ability to perceive, understand, and manage one’s own emotions and the emotions of others” (p. 42). Emotional intelligence can help the business analyst to:
Recognize and acknowledge the feelings and perspectives of team members, especially when they are affected by a change or a loss
Express appreciation and gratitude for the contributions and achievements of team members Provide constructive feedback and coaching to help team members improve their performance and skills Encourage team members to share their ideas, opinions, and concerns, and listen actively and empathetically
Resolve conflicts and disagreements in a respectful and collaborative manner
Celebrate successes and milestones, and recognize the efforts and challenges of the team
By building team connections and emotional bonds, the business analyst can help to improve team morale and teamwork, as well as increase team engagement, commitment, and productivity.
Reference: PMI Guide to Business Analysis. (2017). Newtown Square, PA: Project Management Institute.
Keep Your Team Motivated When a Project Goes Off the Rails. (2023). Harvard Business Review.
How Team Morale Affects Employee Performance [2023]. (2022). Asana.
Question #136
A project manager is managing a mobile application development project when one of the experienced team members starts missing deadlines. The delays will impact project implementation.
What should the project manager do next?
- A . Meet with the team member to understand their concerns and/or issues.
- B . Convene a team meeting to encourage and motivate the entire team.
- C . Assign an additional resource to help the team member with the tasks.
- D . Ask the team member’s functional manager if there are any known issues.
Correct Answer: A
A
Explanation:
When a team member starts missing deadlines, it is important for the project manager to understand the root cause of the issue. Meeting with the team member provides an opportunity to discuss any concerns or obstacles they may be facing, which could be affecting their performance. This approach is in line with the PMBOK guide’s emphasis on project managers being proactive in identifying and resolving issues that can impact project timelines1. It also aligns with the principles of business analysis, which include understanding team dynamics and addressing individual team member’s challenges to improve overall performance2.
Reference: The PMBOK Guide suggests that project managers should engage directly with team members to address delays and performance issues1. The Professional in Business Analysis materials also stress the importance of understanding individual team member’s needs and facilitating solutions to performance-related challenges2.
A
Explanation:
When a team member starts missing deadlines, it is important for the project manager to understand the root cause of the issue. Meeting with the team member provides an opportunity to discuss any concerns or obstacles they may be facing, which could be affecting their performance. This approach is in line with the PMBOK guide’s emphasis on project managers being proactive in identifying and resolving issues that can impact project timelines1. It also aligns with the principles of business analysis, which include understanding team dynamics and addressing individual team member’s challenges to improve overall performance2.
Reference: The PMBOK Guide suggests that project managers should engage directly with team members to address delays and performance issues1. The Professional in Business Analysis materials also stress the importance of understanding individual team member’s needs and facilitating solutions to performance-related challenges2.
Question #137
A project manager is leading a hybrid project and is collaborating with the client to develop the project contract.
Some delays have been experienced due to unforeseen technical difficulties and new dependencies. However, the project manager is optimistic about recovering the delays in the upcoming sprints. A key stakeholder asked the project manager if the contract deadlines can be met.
What should the project manager do first?
- A . Study the contract terms and deadlines to ensure they are not under risk and confirm them with the stakeholder.
- B . Clarify the current work progress, causes for delays, existing risks, and planned corrective actions.
- C . Submit a request for extra time and budget related to the dependencies and technical difficulties.
- D . Ask the stakeholder to remain calm and confirm that they are participating in all team meetings.
Correct Answer: B
B
Explanation:
In a hybrid project management setting, when delays occur, it is crucial for the project manager to maintain transparency with stakeholders. The first step should be to clarify the current state of the project, including the progress made, the reasons for any delays, the risks that have been identified, and the actions planned to address these issues12. This approach not only keeps stakeholders informed but also helps in managing their expectations and maintaining their trust in the project management team’s ability to handle challenges345. By providing a clear and detailed explanation of the situation, the project manager can facilitate a collaborative discussion on how to proceed, potentially leading to solutions that align with the project’s goals and contractual obligations567.
Reference: PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition5 LinkedIn article on “Managing Business Analysis Project Delays” 3 LinkedIn article on “Business Analysis: Salvaging a Delayed Project” 4
Float’s guide on “Hybrid Project Management: Blending Agile and Traditional PM” 1 PM World Journal article on “7 Challenges faced in Hybrid Project Management” 2
B
Explanation:
In a hybrid project management setting, when delays occur, it is crucial for the project manager to maintain transparency with stakeholders. The first step should be to clarify the current state of the project, including the progress made, the reasons for any delays, the risks that have been identified, and the actions planned to address these issues12. This approach not only keeps stakeholders informed but also helps in managing their expectations and maintaining their trust in the project management team’s ability to handle challenges345. By providing a clear and detailed explanation of the situation, the project manager can facilitate a collaborative discussion on how to proceed, potentially leading to solutions that align with the project’s goals and contractual obligations567.
Reference: PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition5 LinkedIn article on “Managing Business Analysis Project Delays” 3 LinkedIn article on “Business Analysis: Salvaging a Delayed Project” 4
Float’s guide on “Hybrid Project Management: Blending Agile and Traditional PM” 1 PM World Journal article on “7 Challenges faced in Hybrid Project Management” 2
Question #138
A new project manager is assigned to a project that will deliver a new and optimized credit system. The project manager is allowed to use a hybrid approach which is new to the organization to manage the project and new tools
In order to deliver the project successfully, what should the project manager focus on as part of the plan?
- A . Align with the organization’s project management office (PMO) to inform and make them aware of the new approach
- B . Explain and communicate the new approach to the project sponsor and key stakeholders
- C . Develop a detailed schedule for the entire project m the planning phase and communicate that to the stakeholders
- D . Communicate with other project managers to see how they manage hybrid projects
Correct Answer: B
B
Explanation:
In a project, especially when a new approach is being used, it is crucial to ensure that all key stakeholders, including the project sponsor, are aware of and understand the approach. This is because these stakeholders often have a significant influence on the project’s success. By explaining and communicating the new approach, the project manager can ensure that everyone is on the same page, which can help to prevent misunderstandings and conflicts later on. This is also in line with the PMBOK Guide’s emphasis on the importance of effective communication in project management.
Reference: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 10: Project Communications Management
B
Explanation:
In a project, especially when a new approach is being used, it is crucial to ensure that all key stakeholders, including the project sponsor, are aware of and understand the approach. This is because these stakeholders often have a significant influence on the project’s success. By explaining and communicating the new approach, the project manager can ensure that everyone is on the same page, which can help to prevent misunderstandings and conflicts later on. This is also in line with the PMBOK Guide’s emphasis on the importance of effective communication in project management.
Reference: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 10: Project Communications Management
Question #139
A company is implementing a project with team members who are located in different countries and lime zones Performance assessments show that team performance is low because the team doesn’t have a common understanding about task distribution.
What should the project manager do?
- A . Colocate the team members
- B . Perform team-building activities
- C . Review and reassign tasks
- D . Revisit the communications management plan
Correct Answer: B D
B D
Explanation:
In a project with team members located in different countries and time zones, common understanding about task distribution is crucial for team performance.
Here are the recommended actions:
Perform team-building activities (B): Team-building activities can help improve communication and understanding among team members1. These activities can be designed to focus on task distribution and roles within the team, helping to ensure everyone understands their responsibilities1.
Revisit the communications management plan (D): The communications management plan outlines the methods and technologies used for communication among team members2. If the team doesn’t have a common understanding about task distribution, it may indicate that the current communications management plan is not effective. The project manager should revisit this plan, making necessary adjustments to improve clarity and understanding2.
Reference: https://www.pmi.org/learning/library/managing-distributed-project-teams-6035
B D
Explanation:
In a project with team members located in different countries and time zones, common understanding about task distribution is crucial for team performance.
Here are the recommended actions:
Perform team-building activities (B): Team-building activities can help improve communication and understanding among team members1. These activities can be designed to focus on task distribution and roles within the team, helping to ensure everyone understands their responsibilities1.
Revisit the communications management plan (D): The communications management plan outlines the methods and technologies used for communication among team members2. If the team doesn’t have a common understanding about task distribution, it may indicate that the current communications management plan is not effective. The project manager should revisit this plan, making necessary adjustments to improve clarity and understanding2.
Reference: https://www.pmi.org/learning/library/managing-distributed-project-teams-6035
Question #140
During the execution of a project, an experienced team member informs the project manager that they cannot take part in all of the scheduled project activities due to a conflicting operational schedule.
What should the project manager do?
- A . Replace the team member with another available resource on the team.
- B . Discuss the situation with the team member’s functional manager to see if the schedule can be adjusted.
- C . Check with the project management office (PMO) on the available resources to complete the activities.
- D . Encourage the team member to prioritize scheduled project activities.
Correct Answer: B
B
Explanation:
In situations where a team member is unable to participate in all scheduled project activities due to conflicting operational schedules, it is advisable for the project manager to discuss the matter with the team member’s functional manager. This approach allows for exploring possibilities to adjust the conflicting schedules and find a mutually agreeable solution that enables the team member to fulfill their project responsibilities. This strategy is consistent with the PMBOK® Guide’s principles of stakeholder engagement and resource management, which suggest negotiating and collaborating with key stakeholders to optimize resource allocation and ensure project success.
Reference: The answer is supported by the PMBOK® Guide, which outlines the importance of stakeholder engagement and effective communication in managing project resources1. Additionally, the PMI Guide to Business Analysis emphasizes the need for collaboration and negotiation to resolve scheduling conflicts and ensure that project activities are adequately staffed2.
B
Explanation:
In situations where a team member is unable to participate in all scheduled project activities due to conflicting operational schedules, it is advisable for the project manager to discuss the matter with the team member’s functional manager. This approach allows for exploring possibilities to adjust the conflicting schedules and find a mutually agreeable solution that enables the team member to fulfill their project responsibilities. This strategy is consistent with the PMBOK® Guide’s principles of stakeholder engagement and resource management, which suggest negotiating and collaborating with key stakeholders to optimize resource allocation and ensure project success.
Reference: The answer is supported by the PMBOK® Guide, which outlines the importance of stakeholder engagement and effective communication in managing project resources1. Additionally, the PMI Guide to Business Analysis emphasizes the need for collaboration and negotiation to resolve scheduling conflicts and ensure that project activities are adequately staffed2.