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 #171
A project manager is leading a team of diverse individuals of all ages. The working hours for the project were set at the beginning of the project, and all team members agreed to the hours. However, later in the project, one of the team members informed the project manager that the previously agreed upon hours no longer work due to the team member’s personal commitments.
What should the project manager do?
- A . Allow the most senior team members to decide the time that works for the team.
- B . Reassess the team’s hours collaboratively so that the team is not impeded by the issue.
- C . Discuss the lack of dedication with the team member and their functional manager.
- D . Remove the team member from the project team to be fair to the other members.
Correct Answer: B
B
Explanation:
In project management, it’s important to maintain a flexible and collaborative approach. If a team member’s personal commitments change, the project manager should reassess the team’s hours collaboratively to ensure that the project is not impeded by the issue. This approach respects the individual’s personal commitments while also ensuring that the project continues to progress effectively. It’s about finding a balance that works for everyone.
Reference: PMBOK® Guide C Sixth Edition, Project Management Institute, Inc., 2017, pp. 349-350. Available at: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
B
Explanation:
In project management, it’s important to maintain a flexible and collaborative approach. If a team member’s personal commitments change, the project manager should reassess the team’s hours collaboratively to ensure that the project is not impeded by the issue. This approach respects the individual’s personal commitments while also ensuring that the project continues to progress effectively. It’s about finding a balance that works for everyone.
Reference: PMBOK® Guide C Sixth Edition, Project Management Institute, Inc., 2017, pp. 349-350. Available at: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok
Question #172
A project team has expressed concern that certain remote team members are not able to collaborate with the larger project team due to their work schedule. The project manager is confused since the entire team is located in the same time zone and believes there are other factors at play.
What should the project manager do next?
- A . Rectify ground rule violations.
- B . Review performance formally.
- C . Examine the team’s virtual needs.
- D . Implement new options.
Correct Answer: C
C
Explanation:
When a project team faces collaboration challenges, especially when all members are in the same time zone, it suggests that there may be issues beyond just scheduling. The project manager should examine the team’s virtual needs to identify any gaps in communication tools, technology, or processes that may be hindering effective collaboration. This aligns with the PMBOK guide’s emphasis on the project manager’s role in ensuring that the team has the appropriate resources and capabilities to perform their work1. Additionally, understanding the team’s virtual needs is a critical aspect of business analysis, as it involves assessing how team members interact with each other and with the project’s systems and processes2.
Reference: The PMBOK Guide provides guidance on managing remote teams and emphasizes the importance of addressing their specific needs for successful collaboration1. The Professional in Business Analysis materials also highlight the necessity of understanding and supporting the virtual environment to facilitate effective teamwork2.
C
Explanation:
When a project team faces collaboration challenges, especially when all members are in the same time zone, it suggests that there may be issues beyond just scheduling. The project manager should examine the team’s virtual needs to identify any gaps in communication tools, technology, or processes that may be hindering effective collaboration. This aligns with the PMBOK guide’s emphasis on the project manager’s role in ensuring that the team has the appropriate resources and capabilities to perform their work1. Additionally, understanding the team’s virtual needs is a critical aspect of business analysis, as it involves assessing how team members interact with each other and with the project’s systems and processes2.
Reference: The PMBOK Guide provides guidance on managing remote teams and emphasizes the importance of addressing their specific needs for successful collaboration1. The Professional in Business Analysis materials also highlight the necessity of understanding and supporting the virtual environment to facilitate effective teamwork2.
Question #173
The project manager of a high-risk project is concerned about a delay in the schedule that might force the project to ‘move its go-live date.
What should the project manager do next?
- A . Ensure that the project meets the committed time lines as this is the core objective and purpose of the project.
- B . Raise a change request to the change control board (CCB) to ask for funds to onboard new resources to expedite the project.
- C . Capture the risk in the risk register and monitor it to prevent it from becoming an issue by taking the proper response action.
- D . Ask the sponsor to start a new project to support the existing project and help it meet the original time line.
Correct Answer: C
C
Explanation:
When a project experiences a delay that could impact the schedule, the project manager should capture the risk in the risk register. This allows for the documentation of the risk and its potential impact, as well as the planning of appropriate response actions to mitigate the risk. The risk register is a key tool for risk management in projects, as it provides a structured way to track and monitor risks throughout the project lifecycle. By capturing the risk, the project manager can work on preventing the risk from becoming an issue, which aligns with the proactive approach to risk management advocated by PMI.
Reference: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition and Standards. Project Management Institute.)
C
Explanation:
When a project experiences a delay that could impact the schedule, the project manager should capture the risk in the risk register. This allows for the documentation of the risk and its potential impact, as well as the planning of appropriate response actions to mitigate the risk. The risk register is a key tool for risk management in projects, as it provides a structured way to track and monitor risks throughout the project lifecycle. By capturing the risk, the project manager can work on preventing the risk from becoming an issue, which aligns with the proactive approach to risk management advocated by PMI.
Reference: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition and Standards. Project Management Institute.)
Question #174
During a retrospective meeting a project manager hears that stakeholders have been constantly complaining at iteration demos about product features not being delivered as requested.
What advice should the project manager give to the Product owner to ensure that product features are always delivered as requested?
- A . Include stakeholders during daily standup meetings to monitor progress.
- B . Validate acceptance criteria with stakeholders prior to backlog refinement
- C . Avoid including stakeholders in iteration reviews.
- D . Create a requirements traceability matrix and distribute it accordingly
Correct Answer: B
B
Explanation:
The product owner is responsible for defining and prioritizing the product backlog, which contains
the features and requirements that the project team will deliver in each iteration. To ensure that the product backlog reflects the needs and expectations of the stakeholders, the product owner should validate the acceptance criteria with them before refining the backlog. Acceptance criteria are the conditions that a product feature or requirement must meet to be accepted by the stakeholders. By validating the acceptance criteria with the stakeholders, the product owner can ensure that they are clear, measurable, testable, and aligned with the project vision and goals. This will also help to avoid misunderstandings, conflicts, and rework during the iteration demos, as the stakeholders will have agreed on what constitutes a satisfactory product feature or requirement.
Reference: PMBOK Guide, 6th edition, section 5.1.3.2; Agile Practice Guide, section 4.2.1
B
Explanation:
The product owner is responsible for defining and prioritizing the product backlog, which contains
the features and requirements that the project team will deliver in each iteration. To ensure that the product backlog reflects the needs and expectations of the stakeholders, the product owner should validate the acceptance criteria with them before refining the backlog. Acceptance criteria are the conditions that a product feature or requirement must meet to be accepted by the stakeholders. By validating the acceptance criteria with the stakeholders, the product owner can ensure that they are clear, measurable, testable, and aligned with the project vision and goals. This will also help to avoid misunderstandings, conflicts, and rework during the iteration demos, as the stakeholders will have agreed on what constitutes a satisfactory product feature or requirement.
Reference: PMBOK Guide, 6th edition, section 5.1.3.2; Agile Practice Guide, section 4.2.1
Question #175
A new building project is in the middle of its life cycle. The municipality informs the project manager that due to new regulations, the parking lot around the project has to accommodate twice the number of cars than was initially planned.
What should the project manager do next?
- A . Request the project sponsor to fund this change as it is a new regulation, then order the materials in order to start working.
- B . Assess the impact of the required change and consult with the executive sponsors to determine the best course of action.
- C . Ask the designers to start designing a solution for this new requirement while the project is running and determine the funding for this change.
- D . Have the company’s lawyers write to the municipality and reject the change as it was not part of the scope approved by the municipality.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, when a change request is received, the project manager should evaluate the impact of the change on the project scope, schedule, cost, quality, risk, and other aspects. The project manager should also consult with the project sponsor and other key stakeholders to obtain their approval or rejection of the change request. The project manager should not proceed with the change without proper analysis and authorization, nor should they reject the change without considering the legal and contractual implications.
Reference: PMBOK Guide, 6th edition, pages 115-116, 134-135, 141-142.
B
Explanation:
According to the PMBOK Guide, when a change request is received, the project manager should evaluate the impact of the change on the project scope, schedule, cost, quality, risk, and other aspects. The project manager should also consult with the project sponsor and other key stakeholders to obtain their approval or rejection of the change request. The project manager should not proceed with the change without proper analysis and authorization, nor should they reject the change without considering the legal and contractual implications.
Reference: PMBOK Guide, 6th edition, pages 115-116, 134-135, 141-142.
Question #176
A senior vice president requested the creation of more agile teams to run projects of varying lengths and complexities in parallel with each other.
This will impact the amount of time the project managers will be able to dedicate to each project.
The project managers typically dedicate 50% of their time to projects regardless of their complexity.
What should the project manager do as a servant leader to help achieve this transformation?
- A . Review the organizational process assets (OPAs) to evaluate mitigation plans for similar risks.
- B . Create a risk entry regarding the project manager’s capacity and develop a mitigation plan.
- C . Empower the team to develop the necessary skills to move the project forward independently.
- D . Issue a change request to hire additional project managers based on the increased workload.
Correct Answer: C
C
Explanation:
In the context of agile transformation, the role of a project manager as a servant leader is to facilitate the development of self-organizing teams that can move projects forward independently. This approach aligns with the principles of Agile project management, which emphasize the empowerment of team members to make decisions and take ownership of tasks. By enabling the team to develop the necessary skills, the project manager ensures that the team can adapt to the changing demands of multiple projects and maintain progress without the need for constant oversight. This empowerment also fosters a collaborative environment where team members can contribute their strengths and learn from each other, further enhancing the team’s ability to handle complex projects.
Reference: (Professional in Business Analysis Reference Materials source and documents)123.
C
Explanation:
In the context of agile transformation, the role of a project manager as a servant leader is to facilitate the development of self-organizing teams that can move projects forward independently. This approach aligns with the principles of Agile project management, which emphasize the empowerment of team members to make decisions and take ownership of tasks. By enabling the team to develop the necessary skills, the project manager ensures that the team can adapt to the changing demands of multiple projects and maintain progress without the need for constant oversight. This empowerment also fosters a collaborative environment where team members can contribute their strengths and learn from each other, further enhancing the team’s ability to handle complex projects.
Reference: (Professional in Business Analysis Reference Materials source and documents)123.
Question #177
Two team members were recently released from a project because the customer reduced the budget. However, the agile team is still receiving the same, if not more, work requirements as before.
How should the agile project leader resolve this situation?
- A . Update the restriction log with the new team capacity.
- B . Explain the new project requirements to the team.
- C . Update the project budget with the released team members.
- D . Explain the new team velocity to the customer.
Correct Answer: D
D
Explanation:
The agile project leader should explain the new team velocity to the customer and negotiate the scope and schedule of the project accordingly. Team velocity is a measure of the amount of work a team can handle during a single iteration1. It is affected by factors such as team size, skills, experience, and availability2. Since the team has lost two members, the team velocity will likely decrease, which means the team will not be able to deliver the same amount of work as before. The agile project leader should communicate this change to the customer and collaborate with them to prioritize the most valuable features and adjust the release plan3. Updating the restriction log with the new team capacity (A) is not a sufficient action since it does not address the impact on the project scope and schedule. Explaining the new project requirements to the team (B) is also not a good option since it may overload the team and compromise the quality and value of the product. Updating the project budget with the released team members © is not relevant since the budget has already been reduced by the customer.
Reference: 1: Agile Practice Guide, Glossary, page 91
2: Agile Practice Guide, Chapter 2, Section 2.4.2.2
3: Agile Practice Guide, Chapter 2, Section 2.4.2.3
D
Explanation:
The agile project leader should explain the new team velocity to the customer and negotiate the scope and schedule of the project accordingly. Team velocity is a measure of the amount of work a team can handle during a single iteration1. It is affected by factors such as team size, skills, experience, and availability2. Since the team has lost two members, the team velocity will likely decrease, which means the team will not be able to deliver the same amount of work as before. The agile project leader should communicate this change to the customer and collaborate with them to prioritize the most valuable features and adjust the release plan3. Updating the restriction log with the new team capacity (A) is not a sufficient action since it does not address the impact on the project scope and schedule. Explaining the new project requirements to the team (B) is also not a good option since it may overload the team and compromise the quality and value of the product. Updating the project budget with the released team members © is not relevant since the budget has already been reduced by the customer.
Reference: 1: Agile Practice Guide, Glossary, page 91
2: Agile Practice Guide, Chapter 2, Section 2.4.2.2
3: Agile Practice Guide, Chapter 2, Section 2.4.2.3
Question #178
A project manager has been working with the same group of stakeholders for 3 years using a predictive approach. The stakeholders have invested in many projects and are familiar with the approach Recently the organization has strongly encouraged all project managers to adopt an agile approach. This was announced 2 weeks before the project manager planned to kick off a large complex project with the same group of stakeholders.
What should the project manager do?
- A . Use the agile approach in the new project and schedule agile training for those stakeholders who are new to this approach
- B . Continue to use the predictive approach m the new project since it is the approach the stakeholders are familiar with using
- C . Share the pros and cons of adopting an agile approach for the new project only with the team and ask them to decide which approach to use
- D . Share and discuss the pros and cons of adopting agile with the stakeholders and choose the approach they prefer for the new project
Correct Answer: D
D
Explanation:
The best answer is D because it involves engaging the stakeholders in the decision-making process and respecting their pReference and expectations. The project manager should not impose a new approach on the stakeholders without their consent or input, as this could lead to resistance, confusion, or dissatisfaction. The project manager should also not delegate the decision to the team only, as this could exclude the stakeholders’ perspectives and needs. The project manager should explain the benefits and challenges of both the predictive and agile approaches, and facilitate a collaborative discussion with the stakeholders to reach a mutual agreement on the best approach for the new project. This would demonstrate the project manager’s leadership, communication, and stakeholder management skills, as well as the ability to adapt to changing organizational and environmental factors.
Reference: PMBOK Guide, 7th edition, page 27, section 2.2.1, “Tailoring”
PMBOK Guide, 7th edition, page 29, section 2.2.2, “Stakeholder Engagement” PMBOK Guide, 7th edition, page 31, section 2.2.3, “Leadership”
PMBOK Guide, 7th edition, page 33, section 2.2.4, “Teamwork” PMBOK Guide, 7th edition, page 35, section 2.2.5, “Communication” Agile Practice Guide, page 8, section 1.2, “What is Agile?”
Agile Practice Guide, page 9, section 1.3, “Why Use Agile Approaches?” Agile Practice Guide, page 10, section 1.4, “When to Use Agile Approaches?” Agile Practice Guide, page 11, section 1.5, “Tailoring to the Project Environment”
Agile Practice Guide, page 12, section 1.6, “Implementing Agile: Creating an Agile Environment” Agile Practice Guide, page 13, section 1.7, “Implementing Agile: Delivering in an Agile Environment” Agile Practice Guide, page 14, section 1.8, “Organizational Considerations for Project Agility”
D
Explanation:
The best answer is D because it involves engaging the stakeholders in the decision-making process and respecting their pReference and expectations. The project manager should not impose a new approach on the stakeholders without their consent or input, as this could lead to resistance, confusion, or dissatisfaction. The project manager should also not delegate the decision to the team only, as this could exclude the stakeholders’ perspectives and needs. The project manager should explain the benefits and challenges of both the predictive and agile approaches, and facilitate a collaborative discussion with the stakeholders to reach a mutual agreement on the best approach for the new project. This would demonstrate the project manager’s leadership, communication, and stakeholder management skills, as well as the ability to adapt to changing organizational and environmental factors.
Reference: PMBOK Guide, 7th edition, page 27, section 2.2.1, “Tailoring”
PMBOK Guide, 7th edition, page 29, section 2.2.2, “Stakeholder Engagement” PMBOK Guide, 7th edition, page 31, section 2.2.3, “Leadership”
PMBOK Guide, 7th edition, page 33, section 2.2.4, “Teamwork” PMBOK Guide, 7th edition, page 35, section 2.2.5, “Communication” Agile Practice Guide, page 8, section 1.2, “What is Agile?”
Agile Practice Guide, page 9, section 1.3, “Why Use Agile Approaches?” Agile Practice Guide, page 10, section 1.4, “When to Use Agile Approaches?” Agile Practice Guide, page 11, section 1.5, “Tailoring to the Project Environment”
Agile Practice Guide, page 12, section 1.6, “Implementing Agile: Creating an Agile Environment” Agile Practice Guide, page 13, section 1.7, “Implementing Agile: Delivering in an Agile Environment” Agile Practice Guide, page 14, section 1.8, “Organizational Considerations for Project Agility”
Question #179
A project manager receives feedback from the customer’s leadership team regarding their annoyance about the frequency of email updates.
What should the project manager have done first to prevent this?
- A . Understood the customer’s company culture
- B . Updated the communications management plan
- C . Analyzed customer interest and engagement
- D . Scheduled weekly update meetings
Correct Answer: A
A
Explanation:
Customer communication management (CCM) is the strategy to improve the creation, delivery, storage and retrieval of outbound communications with customers1. CCM is essential for building and maintaining customer relationships, enhancing customer satisfaction and loyalty, and delivering value to customers2. One of the key aspects of CCM is to understand the customer’s pReference, needs, expectations, and feedback regarding the communication channels, frequency, content, and tone3. This requires the project manager to conduct a stakeholder analysis and identify the customer’s company culture, which is the set of shared values, beliefs, norms, and practices that influence how the customer behaves and communicates4. By understanding the customer’s company culture, the project manager can tailor the communication approach to suit the customer’s style and avoid any annoyance or misunderstanding5.
Therefore, the first thing the project manager should have done to prevent the customer’s leadership team from being annoyed about the frequency of email updates is to understand the customer’s company culture (option A). This would help the project manager to determine the optimal communication frequency and method for the customer, and to align the communication plan with the customer’s expectations. Updating the communications management plan (option B), analyzing customer interest and engagement (option C), or scheduling weekly update meetings (option D) are possible actions that the project manager could take after understanding the customer’s company culture, but they are not the first thing to do.
Reference:
1: Gartner, Customer Communications Management (CCM)
2: ClickUp, What is Customer Communication Management (CCM)?
3: QuestionPro, Customer Communication Management: Strategies for Success
4: PMBOK® Guide, 6th edition, p. 513
5: PMBOK® Guide, 6th edition, p. 376
A
Explanation:
Customer communication management (CCM) is the strategy to improve the creation, delivery, storage and retrieval of outbound communications with customers1. CCM is essential for building and maintaining customer relationships, enhancing customer satisfaction and loyalty, and delivering value to customers2. One of the key aspects of CCM is to understand the customer’s pReference, needs, expectations, and feedback regarding the communication channels, frequency, content, and tone3. This requires the project manager to conduct a stakeholder analysis and identify the customer’s company culture, which is the set of shared values, beliefs, norms, and practices that influence how the customer behaves and communicates4. By understanding the customer’s company culture, the project manager can tailor the communication approach to suit the customer’s style and avoid any annoyance or misunderstanding5.
Therefore, the first thing the project manager should have done to prevent the customer’s leadership team from being annoyed about the frequency of email updates is to understand the customer’s company culture (option A). This would help the project manager to determine the optimal communication frequency and method for the customer, and to align the communication plan with the customer’s expectations. Updating the communications management plan (option B), analyzing customer interest and engagement (option C), or scheduling weekly update meetings (option D) are possible actions that the project manager could take after understanding the customer’s company culture, but they are not the first thing to do.
Reference:
1: Gartner, Customer Communications Management (CCM)
2: ClickUp, What is Customer Communication Management (CCM)?
3: QuestionPro, Customer Communication Management: Strategies for Success
4: PMBOK® Guide, 6th edition, p. 513
5: PMBOK® Guide, 6th edition, p. 376
Question #180
A project team’s performance has declined for the last three iterations Some of the team members are disappointed, and raise their concerns during the retrospective meeting.
What should the project manager do?
- A . Focus on remediation not merely on correcting symptoms
- B . Compare the team’s performance against other project teams
- C . Identify potential failure points based on the iteration workload
- D . Motivate the team to perform better
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, a retrospective meeting is a process of reviewing and analyzing the past performance of a project team, especially in an agile or hybrid environment. The purpose of the retrospective meeting is to identify the strengths and weaknesses of the team, the lessons learned, and the improvement actions for the future. The project manager should facilitate the retrospective meeting and encourage the team to share their feedback, opinions, and suggestions. If the project team’s performance has declined for the last three iterations, the project manager should focus on remediation not merely on correcting symptoms. This means that the project manager should help the team to find the root causes of the performance issues, and implement effective solutions that address the underlying problems, not just the superficial symptoms. For example, if the team is facing communication challenges, the project manager should not just provide more communication tools, but also improve the communication processes, protocols, and skills of the team. Focusing on remediation not merely on correcting symptoms will help the team to improve their performance and prevent recurrence of the same issues. Comparing the team’s performance against other project teams is not a good option, as it may demoralize the team, create unhealthy competition, and ignore the unique context and challenges of each project. Identifying potential failure points based on the iteration workload is a useful technique, but it is not enough to improve the team’s performance. The project manager should also analyze the actual failure points and the reasons behind them, and take corrective and preventive actions accordingly. Motivating the team to perform better is a desirable outcome, but it is not a specific action that the project manager should do. The project manager should use various motivational techniques, such as recognition, rewards, empowerment, and feedback, to inspire the team and enhance their morale and engagement.
Reference: PMBOK Guide, 6th edition, pages 18-19, 686-687, 723-724.
A
Explanation:
According to the PMBOK Guide, a retrospective meeting is a process of reviewing and analyzing the past performance of a project team, especially in an agile or hybrid environment. The purpose of the retrospective meeting is to identify the strengths and weaknesses of the team, the lessons learned, and the improvement actions for the future. The project manager should facilitate the retrospective meeting and encourage the team to share their feedback, opinions, and suggestions. If the project team’s performance has declined for the last three iterations, the project manager should focus on remediation not merely on correcting symptoms. This means that the project manager should help the team to find the root causes of the performance issues, and implement effective solutions that address the underlying problems, not just the superficial symptoms. For example, if the team is facing communication challenges, the project manager should not just provide more communication tools, but also improve the communication processes, protocols, and skills of the team. Focusing on remediation not merely on correcting symptoms will help the team to improve their performance and prevent recurrence of the same issues. Comparing the team’s performance against other project teams is not a good option, as it may demoralize the team, create unhealthy competition, and ignore the unique context and challenges of each project. Identifying potential failure points based on the iteration workload is a useful technique, but it is not enough to improve the team’s performance. The project manager should also analyze the actual failure points and the reasons behind them, and take corrective and preventive actions accordingly. Motivating the team to perform better is a desirable outcome, but it is not a specific action that the project manager should do. The project manager should use various motivational techniques, such as recognition, rewards, empowerment, and feedback, to inspire the team and enhance their morale and engagement.
Reference: PMBOK Guide, 6th edition, pages 18-19, 686-687, 723-724.