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 #141
A key challenge that a project manager is facing is the lack of discipline by various team members and their inability to harness energy to achieve the project objectives.
What should the project manager do to overcome this challenge?
- A . Meet with each team member separately and apply an appropriate approach with each one.
- B . Approach the project sponsor and request help in discussing the project deliverables with team members.
- C . Explain to the team that the project manager is ultimately responsible for the delivery.
- D . Assign multiple managers to the various teams and delegate all of the tasks to them.
Correct Answer: A
A
Explanation:
The project manager should meet with each team member separately and apply an appropriate approach with each one. This is because each team member may have different needs, motivations, and challenges that need to be addressed individually12. By meeting with each team member separately, the project manager can understand these individual needs and tailor their approach accordingly12. This can help to improve discipline within the team and harness energy towards achieving the project objectives12.
Reference: 15 Project Management Challenges &.
How to Overcome Them, 9 Project Management Challenges and.
How to Overcome Them Effectively [UPDATED] – Rindle Blog
A
Explanation:
The project manager should meet with each team member separately and apply an appropriate approach with each one. This is because each team member may have different needs, motivations, and challenges that need to be addressed individually12. By meeting with each team member separately, the project manager can understand these individual needs and tailor their approach accordingly12. This can help to improve discipline within the team and harness energy towards achieving the project objectives12.
Reference: 15 Project Management Challenges &.
How to Overcome Them, 9 Project Management Challenges and.
How to Overcome Them Effectively [UPDATED] – Rindle Blog
Question #142
A project manager is managing the transition to operations. The project sponsor wants to ensure that good support is provided to the end users.
What should the project manager do?
- A . Ensure that the user guide is detailed and has clear instructions.
- B . Ensure that comprehensive documentation is handed over.
- C . Ask the project team to provide operational support for 1 year.
- D . Ensure that knowledge is transferred to the operations team.
Correct Answer: D
D
Explanation:
During the transition to operations, it is crucial for the project manager to facilitate the transfer of knowledge to the operations team. This ensures that the team is well-equipped to support the end users effectively. The knowledge transfer can include training sessions, documentation, and hands-on support during the initial phase of operations. This approach aligns with the best practices for project handoffs, which emphasize the importance of preparing the operations team to handle the project deliverables independently1.
Reference: “Project Handoffs C Transitioning a Project to Operations Support” from px3.tech1.
Discussions from ExamTopics on PMP topic 1 question 7082.
“How to Transition from Project to Operation” from ProjectSkillsMentor3.
Professional in Business Analysis Reference Materials from PMI4.
D
Explanation:
During the transition to operations, it is crucial for the project manager to facilitate the transfer of knowledge to the operations team. This ensures that the team is well-equipped to support the end users effectively. The knowledge transfer can include training sessions, documentation, and hands-on support during the initial phase of operations. This approach aligns with the best practices for project handoffs, which emphasize the importance of preparing the operations team to handle the project deliverables independently1.
Reference: “Project Handoffs C Transitioning a Project to Operations Support” from px3.tech1.
Discussions from ExamTopics on PMP topic 1 question 7082.
“How to Transition from Project to Operation” from ProjectSkillsMentor3.
Professional in Business Analysis Reference Materials from PMI4.
Question #143
A global company hired a project manager for a new implementation at all of its sites After reviewing the business case and project charter, the project manager notes that the project team has different locations and regions to consider.
What should the project manager do to address this situation?
- A . Inform the steering committee of the situation and request additional resources.
- B . Coordinate virtual and face-to-face meetings at each site to improve communication
- C . Coordinate virtual meetings to assess the project team’s communication needs
- D . Inform the project sponsor of this situation and request cultural orientation training.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, one of the tools and techniques for managing communications is communication methods1. This includes choosing the appropriate method of communication for the project stakeholders, such as interactive, push, or pull communication. Interactive communication is the most effective way to ensure a common understanding among the stakeholders, as it allows for real-time exchange of information and feedback1. Virtual and face-to-face meetings are examples of interactive communication methods that can help the project manager address the situation of having a geographically dispersed project team. By coordinating these meetings, the project manager can improve the communication among the team members, as well as with other stakeholders, and foster trust, collaboration, and cultural awareness23.
Reference: 1: PMBOK Guide, 6th edition, page 377
2: PMBOK Guide, 6th edition, page 378
3: PMBOK Guide, 6th edition, page 379
B
Explanation:
According to the PMBOK Guide, one of the tools and techniques for managing communications is communication methods1. This includes choosing the appropriate method of communication for the project stakeholders, such as interactive, push, or pull communication. Interactive communication is the most effective way to ensure a common understanding among the stakeholders, as it allows for real-time exchange of information and feedback1. Virtual and face-to-face meetings are examples of interactive communication methods that can help the project manager address the situation of having a geographically dispersed project team. By coordinating these meetings, the project manager can improve the communication among the team members, as well as with other stakeholders, and foster trust, collaboration, and cultural awareness23.
Reference: 1: PMBOK Guide, 6th edition, page 377
2: PMBOK Guide, 6th edition, page 378
3: PMBOK Guide, 6th edition, page 379
Question #144
A team is given an agile project to build a conceptual product for a new customer.
While planning, the project manager is trying to determine the best way to show value to the customer, as the technical requirements are not very detailed.
What should the project manager do to help the client understand the value delivered during project execution?
- A . Include a planned value (PV) calculation in the sprint report for each build cycle.
- B . Conduct a customer demonstration at the end of each build cycle.
- C . Provide the customer with the refined specification during each build cycle.
- D . Show the customer a sprint burndown chart for each build cycle.
Correct Answer: B
B
Explanation:
The project manager should conduct a customer demonstration at the end of each build cycle to help the client understand the value delivered during project execution. This is a common practice in agile projects, where the team showcases the working product increment to the customer and solicits feedback. This way, the customer can see the tangible results of each iteration, validate the alignment with their expectations, and provide input for future improvements. This option aligns with the PMI-PBA practice guide, which states that “demonstrations are a key technique for validating requirements and obtaining feedback from stakeholders” (p. 67). The other options are not the best choices because they do not effectively communicate the value of the product to the customer. Including a planned value (PV) calculation in the sprint report for each build cycle (option A) may provide a quantitative measure of the project performance, but it does not show the actual functionality or quality of the product. Providing the customer with the refined specification during each build cycle (option C) may reflect the changes or clarifications made to the technical requirements, but it does not demonstrate the working product or its benefits. Showing the customer a sprint burndown chart for each build cycle (option D) may indicate the progress and velocity of the team, but it does not reveal the features or value of the product.
Reference: PMI-PBA Practice Guide, p. 67 1
PMBOK Guide, 6th edition, p. 189 2
B
Explanation:
The project manager should conduct a customer demonstration at the end of each build cycle to help the client understand the value delivered during project execution. This is a common practice in agile projects, where the team showcases the working product increment to the customer and solicits feedback. This way, the customer can see the tangible results of each iteration, validate the alignment with their expectations, and provide input for future improvements. This option aligns with the PMI-PBA practice guide, which states that “demonstrations are a key technique for validating requirements and obtaining feedback from stakeholders” (p. 67). The other options are not the best choices because they do not effectively communicate the value of the product to the customer. Including a planned value (PV) calculation in the sprint report for each build cycle (option A) may provide a quantitative measure of the project performance, but it does not show the actual functionality or quality of the product. Providing the customer with the refined specification during each build cycle (option C) may reflect the changes or clarifications made to the technical requirements, but it does not demonstrate the working product or its benefits. Showing the customer a sprint burndown chart for each build cycle (option D) may indicate the progress and velocity of the team, but it does not reveal the features or value of the product.
Reference: PMI-PBA Practice Guide, p. 67 1
PMBOK Guide, 6th edition, p. 189 2
Question #145
During a project kick-off meeting the project manager tells team members that they can attend a weekly progress meeting either from home or the office.
Which intangible stakeholder engagement quality is the project manager embracing to manage relationships?
- A . Asking and listening
- B . Being collaborative
- C . Managing expectations
- D . Building trust
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, building trust is one of the intangible stakeholder engagement qualities that project managers should embrace to manage relationships with stakeholders. Building trust means establishing and maintaining a positive and respectful relationship with stakeholders based on honesty, transparency, reliability, and mutual understanding. By allowing team members to attend the weekly progress meeting either from home or the office, the project manager is demonstrating trust in their ability to work effectively and communicate clearly regardless of their location. This can also enhance the team members’ trust in the project manager and their commitment to the project objectives.
Reference: PMBOK Guide, 7th edition, page 273; 10 Principles Of Stakeholder Engagement
D
Explanation:
According to the PMBOK Guide, building trust is one of the intangible stakeholder engagement qualities that project managers should embrace to manage relationships with stakeholders. Building trust means establishing and maintaining a positive and respectful relationship with stakeholders based on honesty, transparency, reliability, and mutual understanding. By allowing team members to attend the weekly progress meeting either from home or the office, the project manager is demonstrating trust in their ability to work effectively and communicate clearly regardless of their location. This can also enhance the team members’ trust in the project manager and their commitment to the project objectives.
Reference: PMBOK Guide, 7th edition, page 273; 10 Principles Of Stakeholder Engagement
Question #146
An operations manager continuously raises concerns about a project’s benefits to the company While some concerns are valid most of the time these concerns have caused delays in project meetings
How should the project manager handle this?
- A . Discuss the meeting delays with the director of operations and ask for support with the concerns.
- B . Review the operations manager’s concerns and ensure these concerns are addressed
- C . Escalate the concerns to the project sponsor and discuss options to address them
- D . Include the operations manager’s concerns in the risk register and assign actions to mitigate the risks.
Correct Answer: B
B
Explanation:
The project manager should review the operations manager’s concerns and ensure these concerns are addressed, as this is part of managing stakeholder engagement. Stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By reviewing and addressing the concerns, the project manager can increase the stakeholder satisfaction and support for the project, as well as avoid potential conflicts and delays. The other options are not the best ways to handle this situation, as they either ignore, escalate, or document the concerns without resolving them.
Reference: (Professional in Business Analysis Reference Materials source and documents) PMBOK Guide, 6th edition, Chapter 13, Section 13.3 PMP Exam Content Outline, June 2019, Domain II, Task 9
PMP Sample Test Questions, Question 163
B
Explanation:
The project manager should review the operations manager’s concerns and ensure these concerns are addressed, as this is part of managing stakeholder engagement. Stakeholder engagement involves communicating and working with stakeholders to meet their needs and expectations, address issues, and foster appropriate stakeholder involvement. By reviewing and addressing the concerns, the project manager can increase the stakeholder satisfaction and support for the project, as well as avoid potential conflicts and delays. The other options are not the best ways to handle this situation, as they either ignore, escalate, or document the concerns without resolving them.
Reference: (Professional in Business Analysis Reference Materials source and documents) PMBOK Guide, 6th edition, Chapter 13, Section 13.3 PMP Exam Content Outline, June 2019, Domain II, Task 9
PMP Sample Test Questions, Question 163
Question #147
A project manager is evaluating a project and realizes that its earned value (EV) shows the cost spent is higher than the value delivered. The project manager then discovers that the team has been adding small features that are not part of the requirements.
What should the project manager do?
- A . Ask the team to focus on and deliver only the agreed-upon features.
- B . Request additional budget because additional features are being added.
- C . Encourage the team to continue, as this will eventually help the customer.
- D . Ask the product owner to add the additional features to the requirements.
Correct Answer: A
A
Explanation:
The situation described in the question is a common occurrence in project management known as scope creep, where additional features or functions are added to the project without changes to time, budget, or resources. This can lead to projects overrunning their budget and schedule, and can reduce the value delivered to the client. The Project Management Professional (PMP) guidelines emphasize the importance of managing scope creep. In this case, the project manager should refocus the team on the agreed-upon features to ensure that the project delivers the expected value within the agreed time and budget.
Reference: Project Management Professional (PMP) Certification Handbook from www.pmi.org and A Guide to the Project Management Body of Knowledge (PMBOK Guide) from www.pmi.org.
A
Explanation:
The situation described in the question is a common occurrence in project management known as scope creep, where additional features or functions are added to the project without changes to time, budget, or resources. This can lead to projects overrunning their budget and schedule, and can reduce the value delivered to the client. The Project Management Professional (PMP) guidelines emphasize the importance of managing scope creep. In this case, the project manager should refocus the team on the agreed-upon features to ensure that the project delivers the expected value within the agreed time and budget.
Reference: Project Management Professional (PMP) Certification Handbook from www.pmi.org and A Guide to the Project Management Body of Knowledge (PMBOK Guide) from www.pmi.org.
Question #148
A project manager has been assigned to deliver a challenging project on time and within budget. The project manager needs to empower the team members by removing organizational impediments and facilitating collaboration.
What should the project manager do to lead the project?
- A . Use a servant leader approach.
- B . Assume the functional manager role.
- C . Perform the project sponsor activities.
- D . Act as the project owner.
Correct Answer: A
A
Explanation:
The servant leader approach is the most effective for empowering team members and facilitating collaboration. This approach focuses on the growth and well-being of people and the communities to which they belong. The servant leader shares power, puts the needs of others first, and helps people develop and perform as highly as possible. This is in line with the PMBOK guide’s principles of project leadership and team management, which emphasize the importance of servant leadership in project management1.
Reference: The PMBOK® Guide and the PMP Examination Content Outline discuss the role of the project manager in leading teams and the importance of servant leadership in project management2. The Professional in Business Analysis Reference Materials also highlight the significance of leadership approaches that focus on collaboration and empowerment3.
A
Explanation:
The servant leader approach is the most effective for empowering team members and facilitating collaboration. This approach focuses on the growth and well-being of people and the communities to which they belong. The servant leader shares power, puts the needs of others first, and helps people develop and perform as highly as possible. This is in line with the PMBOK guide’s principles of project leadership and team management, which emphasize the importance of servant leadership in project management1.
Reference: The PMBOK® Guide and the PMP Examination Content Outline discuss the role of the project manager in leading teams and the importance of servant leadership in project management2. The Professional in Business Analysis Reference Materials also highlight the significance of leadership approaches that focus on collaboration and empowerment3.
Question #149
During the implementation phase of a construction project the customer asked a key subcontractor to deliver a work package ahead of time. The subcontractor was not prepared for it and asked the project manager for additional budget.
What should the project manager do first?
- A . Ask upper management for more funds and update the project budget
- B . Revise the project scope accordingly to cope with the budget changes
- C . Update the risk register and project log. and manage the budget closely.
- D . Submit a change request to accelerate the project as requested
Correct Answer: D
D
Explanation:
According to the Project Management Professional (PMP) Reference Materials, the project manager should submit a change request to accelerate the project as requested by the customer when the key subcontractor asked for additional budget. This is because a change request is a formal proposal to modify any document, deliverable, or baseline of the project1. In this case, the change request would affect the project schedule, cost, and scope baselines, as well as the contract terms with the subcontractor. Therefore, the project manager should follow the change control process to document, analyze, approve, and implement the change request2. The other options, A, B, and C, are not the first actions that the project manager should take. Asking upper management for more funds and updating the project budget may not be feasible or necessary without a proper justification and approval of the change request. Revising the project scope to cope with the budget changes may not satisfy the customer’s needs or expectations, and may also require a change request. Updating the risk register and project log, and managing the budget closely are important activities, but they are not sufficient to address the change request and its implications.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
C Sixth Edition, Chapter 4.6.1, "Change Requests". 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 4.6.3, "Perform Integrated Change Control".
D
Explanation:
According to the Project Management Professional (PMP) Reference Materials, the project manager should submit a change request to accelerate the project as requested by the customer when the key subcontractor asked for additional budget. This is because a change request is a formal proposal to modify any document, deliverable, or baseline of the project1. In this case, the change request would affect the project schedule, cost, and scope baselines, as well as the contract terms with the subcontractor. Therefore, the project manager should follow the change control process to document, analyze, approve, and implement the change request2. The other options, A, B, and C, are not the first actions that the project manager should take. Asking upper management for more funds and updating the project budget may not be feasible or necessary without a proper justification and approval of the change request. Revising the project scope to cope with the budget changes may not satisfy the customer’s needs or expectations, and may also require a change request. Updating the risk register and project log, and managing the budget closely are important activities, but they are not sufficient to address the change request and its implications.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide)
C Sixth Edition, Chapter 4.6.1, "Change Requests". 2: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 4.6.3, "Perform Integrated Change Control".
Question #150
A project manager is leading an integration project for a retail company. The project demands a lot of time from the stakeholders to make important business decisions. The project is critical and must be completed on time and within budget.
What should the project manager do to ensure that key stakeholders are available for this project?
- A . Add time reserve in the project schedule to allow extra time for the stakeholders to make decisions.
- B . Share the project schedule, milestones, and meeting agendas with the stakeholders ahead of time.
- C . Work with the available stakeholders to make business decisions and keep all unavailable stakeholders informed.
- D . Schedule meetings with all of the stakeholders to make business decisions when needed.
Correct Answer: B
B
Explanation:
To ensure that key stakeholders are available for the project, the project manager should take the following actions:
B
Explanation:
To ensure that key stakeholders are available for the project, the project manager should take the following actions: