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
During the early phase of a project, the requirements documentation was not approved. It was identified that the leader of a user party was not included in any of the requirements collection communications.
Which of the documents was likely missed or outdated?
- A . Business Documentation
- B . Stakeholder Register
- C . Risk Register
- D . Project Charter
B
Explanation:
The Stakeholder Register is a critical document in project management that lists all stakeholders involved in a project, including their roles, requirements, expectations, and influence on the project. The fact that the leader of a user party was not included in the requirements collection communications suggests that the Stakeholder Register was either missed or outdated. This document should have been used to identify all parties with a vested interest in the project, ensuring their needs and expectations are considered during the requirements collection phase. An up-to-date Stakeholder Register is essential for effective communication and project success12.
Reference: “What is a Stakeholder Register?” – Project Management Academy1.
“What is a Stakeholder Register in Project Management?” -. The Knowledge Academy2.
A project manager is leading three projects in a program focused on starting product commercialization. Once the three projects fareket, the project manager stops attending the recurring team meetings. The program manager asks the project manager to continue attending these meetings to maintain those team touchpoints.
This request does not match the project manager’s expectation, since a program manager is overseeing the remaining work
How should the project manager approach the situation?
- A . Attend only the program meetings where the market launch is being monitored
- B . Provide an answer via email recommending a division of tasks between both roles.
- C . Politely inform the program manager that attending these meetings is no longer required.
- D . Schedule a meeting to discuss the different perspectives and agree on a decision.
D
Explanation:
In situations where there is a disagreement or misalignment of expectations between a project manager and a program manager, it is advisable to schedule a meeting to discuss the different perspectives and agree on a decision. This approach allows for open communication and collaborative problem-solving, ensuring that both parties can express their views and work towards a mutually beneficial resolution. It aligns with the PMI’s emphasis on communication and stakeholder engagement as critical components of effective project and program management.
Reference: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition and Standards. Project Management Institute.)
A project manager notices that a project participant seems frustrated and expresses themselves loudly at status meetings and later discovers that the participant is hearing impaired.
Which process should the project manager have used at the start of the protect that would have identified this situation?
- A . Stakeholder analysis
- B . Resource needs analysis
- C . Accommodations assessment
- D . Team member assessment
D
Explanation:
A team member assessment is a process that evaluates the skills, knowledge, abilities, and pReference of the project team members, as well as their availability, accessibility, and potential issues1. This process can help identify the needs and expectations of the team members, including those with hearing impairment, and plan for appropriate accommodations and adjustments. Some examples of accommodations and adjustments for hearing impaired team members are: Providing written materials, such as agendas, minutes, and reports, before and after meetings2 Using visual aids, such as charts, diagrams, and slides, to supplement verbal communication2 Ensuring adequate lighting, acoustics, and seating arrangements in meeting rooms23
Using assistive technologies, such as hearing aids, cochlear implants, captioning, and sign language interpreters23
Encouraging respectful and inclusive behavior, such as speaking clearly, facing the speaker, and avoiding background noise23
1: Guideline for the Audiologic Management of Adult Hearing Impairment 2: Managing hearing impairment in the workplace – My Business 3: Architecture for People with Hearing Loss: 6 Design Tips
A project manager has been assigned to an emergency project that must be completed within the next few weeks. The project manager realizes this will have an impact on the local community. As the work is near a school, the project manager has engaged with them to understand their needs.
How should the project manager ensure the work continues smoothly?
- A . Postpone the required work on the project until school holidays begin
- B . Advise the school to close (or the duration of the project work
- C . Continue the work as planned and inform the school when the project team arrives on-site
- D . Liaise with the school to include nonworking project hours during school start and finish times
D
Explanation:
In a situation where a project’s execution could impact a local community, particularly a school, it’s crucial for the project manager to ensure minimal disruption1. This can be achieved by liaising with the school to include nonworking project hours during school start and finish times1. This approach ensures that the project work does not interfere with the school’s operations, thus maintaining a smooth workflow for both the project and the school21. It’s also a demonstration of good project management practice, as it shows consideration for the project’s external stakeholders and their needs31.
Reference: https://www.coursera.org/articles/project-management-lifecycle
A final iteration is underway and a project team is about to complete development Planning tot the product release is about to start. One stakeholder raised a concern about the product not being compatible with a new technology that has been adopted in the market.
How should the project manager address this issue?
- A . Assess the business value impact and review the product roadmap to include any changes
- B . Schedule a retrospective to understand why the new requirement was not included in product backlog previously
- C . Stop the product release and start adding new user stones to the product backlog for any new requirements
- D . Proceed with product delivery as planned and start a new requirement analysis for the next iteration
A
Explanation:
When a new technology or requirement emerges during the final stages of a project, it’s important for the project manager to assess the business value impact of this change. This involves understanding how the change could affect the project’s objectives, deliverables, and stakeholders. If the impact is significant, the project manager should review the product roadmap to include any necessary changes. This approach ensures that the project remains aligned with its strategic objectives and stakeholder expectations, while also staying adaptable to changes in the market or technology landscape.
Reference: PMBOK® Guide C Sixth Edition, Section 4.3 Direct and Manage Project Work, pg. 89; Section 4.4 Manage Project Knowledge, pg. 98; Section 4.5 Monitor and Control Project Work, pg. 104; Section 4.6 Perform Integrated Change Control, pg. 115.
A team realizes that there is no access to data that the project depends on to complete the current
iteration. This dependency was known; however, the team is unsure of the available options to remove this obstacle.
What should the project manager do next?
- A . Guide the team to determine alternatives.
- B . Move the dependent task to the next iteration.
- C . Escalate the issue to the company’s IT manager.
- D . Escalate the issue to the project sponsor.
A
Explanation:
When a project team encounters a known dependency issue and lacks clarity on available options, the project manager should facilitate a collaborative problem-solving process to explore potential solutions. This approach aligns with the PMBOK® Guide’s emphasis on engaging the team in identifying alternatives and leveraging collective expertise to overcome project obstacles12.
Reference: Managing Project Dependencies and Conflicts2; PMBOK® Guide3.
A construction project to build a fish hatchery is in execution. The operations group notified the project manager about a concern that might turn into a potential issue; however, the concern could not be addressed.
In which project document should the project manager record the concern?
- A . Request for information
- B . Scope statement
- C . Issue log
- D . Risk register
C
Explanation:
The issue log is a project document where the project manager records the concerns that might turn into potential issues. It is used to document and monitor the resolution of issues. The operations group’s concern, which could not be addressed and might turn into a potential issue, should be recorded in the issue log. This allows for tracking and managing the concern until it is resolved.
Reference:
https://www.projectmanager.com/blog/great-project-documentation
https://www.techrepublic.com/article/6-essential-documents-for-project-management-success/
A protect team member is having difficulty delivering assigned tasks for a project that is at risk of being delayed. The main issue is that the team member does not understand a new system that was recently implemented
What should the project manager do?
- A . Ask the team member to learn the new system as on-the-job training
- B . Issue a change request to extend the project schedule
- C . Escalate the team members performance to the project sponsor
- D . Assign an experienced resource to support the team member
D
Explanation:
In a situation where a team member is struggling with a new system that was recently implemented, the project manager should assign an experienced resource to support the team member12. This approach ensures that the team member gets the necessary help to understand and adapt to the new system, thereby improving their performance and reducing the risk of project delay12. It’s important to note that the project manager should approach the conversation respectfully and privately, focusing on the behavior and not the person2.
Reference:
How Project Managers Can Deal With Difficult Team Members, 7 Steps for Dealing with a Difficult Team Member – Project Bliss
A project has been running for 2 months and now requires approval for a supplier to begin some execution tasks. The project team has evaluated several suppliers and selected their top two preferred suppliers. The project sponsor requested that another supplier who has lower costs be added to the list. However, the project manager is aware that this supplier does not always fulfill the project requirements.
What should the project manager do?
- A . Set up a requirements review session and obtain agreement for selection criteria.
- B . Recommend to the team to add the sponsor’s preferred supplier to the list.
- C . Choose the sponsor’s preferred supplier for the project to avoid conflict between the team and sponsor.
- D . Recommend to the sponsor to review the results of the team’s supplier evaluation.
D
Explanation:
According to the PMBOK Guide, a project manager should recommend to the sponsor to review the results of the team’s supplier evaluation, when faced with the situation of the sponsor requesting to add another supplier who has lower costs but does not always fulfill the project requirements. This is part of the conduct procurements process, which involves obtaining seller responses, selecting a seller, and awarding a contract. The project team should evaluate the potential suppliers based on the source selection criteria, which are the factors used to rate or score seller proposals. The source selection criteria may include cost, quality, technical capability, schedule, risk, Reference, etc. The project manager should communicate the results of the supplier evaluation to the sponsor and other relevant stakeholders, and explain the rationale behind the team’s preferred suppliers. The project manager should also highlight the risks and trade-offs of choosing a lower-cost supplier who may not meet the project requirements. The project manager should seek the sponsor’s approval and support for the team’s decision, and address any concerns or objections that the sponsor may have. This approach ensures a transparent and objective process for selecting a supplier, and avoids potential conflicts or misunderstandings between the team and the sponsor.
Reference: PMBOK Guide, 6th edition, pages 479-480, 485-486.
A project team is prioritizing the creation of project artifacts and enforcing it rigidly, while they face issues with delays in deliverables.
How should the project manager respond?
- A . Facilitate the implementation of an automated tool for the team to manage project artifacts.
- B . Implement stricter controls so that project artifact creation is given the utmost importance.
- C . Recognize the team’s efforts for documenting artifacts and motivate them with an incentive mechanism.
- D . Advise the team that solely focusing on artifacts will not produce successful project deliverables.
D
Explanation:
According to the PMBOK® Guide C 7th edition, project artifacts are designed to keep the project work aligned to project requirements and business goals1. However, they are not the outputs or deliverables themselves. The guide emphasizes that while artifacts are important for project management, they are not substitutes for the actual deliverables of the project1. Therefore, the project manager should advise the team that focusing only on artifacts will not lead to the successful completion of project deliverables. Instead, the team should balance the creation of artifacts with the progress of actual deliverables.
Reference: PMBOK® Guide C 7th edition1.
Business Analysis Artifacts and Treasures | Geniusee2.
Business Analyst Artifacts: Definition and Types | Apiko Blog3.