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 #191
After gathering all the requirements for a project with dependencies on external stakeholders, the project team is finishing the second iteration At this point, the project manager learns about a possible change in regulations that would prevent the product launch
What should the project manager do to realize benefits?
- A . Add an entry in the risk log
- B . Implement the changes
- C . Review target benefits.
- D . Improve the team’s velocity
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, benefits are the measurable improvements resulting from a project that are perceived as positive by one or more stakeholders. Benefits can be tangible or intangible, and they can be realized during or after the project. Benefits realization is the process of ensuring that the benefits of the project are delivered and sustained. Benefits realization management is the collective set of processes and practices for identifying, defining, planning, tracking, and realizing the benefits from the project. One of the key activities in benefits realization management is to review the target benefits periodically and assess whether they are still valid, achievable, and aligned with the project objectives and the stakeholder expectations. A possible change in regulations that would prevent the product launch is a significant risk that can jeopardize the benefits realization of the project. Therefore, the project manager should review the target benefits and evaluate the impact of the regulatory change on the project scope, schedule, cost, quality, and stakeholder satisfaction. The project manager should also consider the feasibility and desirability of continuing the project, modifying the project plan, or terminating the project, based on the expected benefits and costs. The project manager should communicate the results of the benefits review to the project sponsor, the project team, and the other relevant stakeholders, and seek their input and feedback. The project manager should also update the benefits management plan, the benefits register, and the risk log, as appropriate, to reflect the current situation and the actions to be taken.
Reference:
PMBOK Guide, 7th edition, Chapter 1: Introduction, Section 1.2: What is Project Management?,pp. 5-61
PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.8: Benefits, pp. 33-351
PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.4: Deliver Value,pp. 39-401
PMBOK Guide, 7th edition, Chapter 10: Risk, Section 10.2: Plan Risk, pp. 161-1631
PMBOK Guide, 7th edition, Chapter 10: Risk, Section 10.3: Manage Risk, pp. 164-1651
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.1: Assess the current state of the organization, pp. 19-202
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.2: Identify the future state of the organization, pp. 20-212
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.3: Identify gaps between the current and future states, pp. 21-222
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.4: Define the scope of the business analysis effort, pp. 22-232
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 4: Traceability and Monitoring, Task 4.2: Assess the value delivered by the solution, pp. 29-302
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 5: Evaluation, Task 5.1: Validate the solution, pp. 31-322
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 5: Evaluation, Task 5.2: Evaluate the solution, pp. 32-332
Managing the Impact of Regulatory Change on Policies3
Defining a Regulatory Change Management Process4
C
Explanation:
According to the PMBOK Guide, benefits are the measurable improvements resulting from a project that are perceived as positive by one or more stakeholders. Benefits can be tangible or intangible, and they can be realized during or after the project. Benefits realization is the process of ensuring that the benefits of the project are delivered and sustained. Benefits realization management is the collective set of processes and practices for identifying, defining, planning, tracking, and realizing the benefits from the project. One of the key activities in benefits realization management is to review the target benefits periodically and assess whether they are still valid, achievable, and aligned with the project objectives and the stakeholder expectations. A possible change in regulations that would prevent the product launch is a significant risk that can jeopardize the benefits realization of the project. Therefore, the project manager should review the target benefits and evaluate the impact of the regulatory change on the project scope, schedule, cost, quality, and stakeholder satisfaction. The project manager should also consider the feasibility and desirability of continuing the project, modifying the project plan, or terminating the project, based on the expected benefits and costs. The project manager should communicate the results of the benefits review to the project sponsor, the project team, and the other relevant stakeholders, and seek their input and feedback. The project manager should also update the benefits management plan, the benefits register, and the risk log, as appropriate, to reflect the current situation and the actions to be taken.
Reference:
PMBOK Guide, 7th edition, Chapter 1: Introduction, Section 1.2: What is Project Management?,pp. 5-61
PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.8: Benefits, pp. 33-351
PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.4: Deliver Value,pp. 39-401
PMBOK Guide, 7th edition, Chapter 10: Risk, Section 10.2: Plan Risk, pp. 161-1631
PMBOK Guide, 7th edition, Chapter 10: Risk, Section 10.3: Manage Risk, pp. 164-1651
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.1: Assess the current state of the organization, pp. 19-202
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.2: Identify the future state of the organization, pp. 20-212
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.3: Identify gaps between the current and future states, pp. 21-222
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 1: Needs Assessment, Task 1.4: Define the scope of the business analysis effort, pp. 22-232
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 4: Traceability and Monitoring, Task 4.2: Assess the value delivered by the solution, pp. 29-302
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 5: Evaluation, Task 5.1: Validate the solution, pp. 31-322
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 5: Evaluation, Task 5.2: Evaluate the solution, pp. 32-332
Managing the Impact of Regulatory Change on Policies3
Defining a Regulatory Change Management Process4
Question #192
project manager for a defense software application has a culturally and gender-diverse team with a short project time line Considering the project will be stressful what skill should the project manager use to monitor the team’s performance?
- A . Coercion
- B . Conflict resolution
- C . Emotional intelligence
- D . Negotiating
Correct Answer: C
C
Explanation:
Emotional intelligence, or EQ, is about understanding and dealing with emotions, both personal and teamwide. In project management, having a high EQ helps build strong relationships, solve problems, and lead teams. Leaders with good EQ can understand how others feel, which builds trust and teamwork. These managers can also effectively control their own emotions, staying calm when projects get tough and making smart decisions. EQ improves communication, helps with working with others, and makes projects a positive place where all members feel important and heard1.
Reference: 24 Must-Have Project Management Skills for Project Managers
C
Explanation:
Emotional intelligence, or EQ, is about understanding and dealing with emotions, both personal and teamwide. In project management, having a high EQ helps build strong relationships, solve problems, and lead teams. Leaders with good EQ can understand how others feel, which builds trust and teamwork. These managers can also effectively control their own emotions, staying calm when projects get tough and making smart decisions. EQ improves communication, helps with working with others, and makes projects a positive place where all members feel important and heard1.
Reference: 24 Must-Have Project Management Skills for Project Managers
Question #193
A project team is implementing an enterprise notification tool with a vendor. The project manager noticed that this vendor’s developer has been reporting the same status for several weeks in a row. A few days later, the vendor communicates that the deliverable will not be completed on time due to resource constraints within their company.
What should the project manager do next?
- A . Update the risk register to reflect the delay, communicate the impact to the schedule, and escalate to management for assistance.
- B . Conduct a project review with the project sponsor to explain the delay and add a developer to work with the vendor.
- C . Review the contract with the vendor to go over the financial penalty that is applicable to this situation.
- D . Add the delay to the issue log and work with the vendor for a resolution that will bring the schedule back on track.
Correct Answer: D
D
Explanation:
When a vendor reports a delay due to resource constraints, it is essential for the project manager to document this in the issue log and collaborate with the vendor to find a solution that minimizes the impact on the project schedule. This approach is proactive and focuses on problem-solving to get the project back on track.
Reference: The answer is verified by the best practices in project management, which emphasize the importance of maintaining an up-to-date issue log and working collaboratively with vendors to resolve issues1. Additionally, the PMBOK® Guide highlights the role of the issue log in tracking and managing project issues2.
D
Explanation:
When a vendor reports a delay due to resource constraints, it is essential for the project manager to document this in the issue log and collaborate with the vendor to find a solution that minimizes the impact on the project schedule. This approach is proactive and focuses on problem-solving to get the project back on track.
Reference: The answer is verified by the best practices in project management, which emphasize the importance of maintaining an up-to-date issue log and working collaboratively with vendors to resolve issues1. Additionally, the PMBOK® Guide highlights the role of the issue log in tracking and managing project issues2.
Question #194
A project manager Is leading an agile software development project with strict deadlines. The client complained that the last deployment did not meet the acceptance criteria. The development team lead is arguing that the deployment met all specifications and has provided evidence of the client’s specifications
What should the project manager do?
- A . Schedule a meeting with all stakeholders to understand what went wrong and who should be held responsible
- B . Review the requirements traceability matrix with the team lead and the client to adequately resolve the issue
- C . Meet with the client and discuss the project deadlines
- D . Seek approval for more time for rework and resolve the issue
Correct Answer: B
B
Explanation:
In an agile software development project, the project manager should focus on collaboration and communication to resolve issues. When a client complains that the last deployment did not meet the acceptance criteria, it’s crucial to review the requirements traceability matrix. This matrix is a document that links requirements throughout the validation process, helping to ensure that all requirements defined for a system are tested in the test protocols. By reviewing this matrix with the team lead and the client, the project manager can identify any discrepancies between the client’s expectations and the team’s understanding of the specifications. This collaborative approach can help to resolve the issue effectively.
Reference: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials
B
Explanation:
In an agile software development project, the project manager should focus on collaboration and communication to resolve issues. When a client complains that the last deployment did not meet the acceptance criteria, it’s crucial to review the requirements traceability matrix. This matrix is a document that links requirements throughout the validation process, helping to ensure that all requirements defined for a system are tested in the test protocols. By reviewing this matrix with the team lead and the client, the project manager can identify any discrepancies between the client’s expectations and the team’s understanding of the specifications. This collaborative approach can help to resolve the issue effectively.
Reference: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials
Question #195
A project manager had to schedule additional planning sessions to add requirements from an international stakeholder. The stakeholder expressed concern about the product not meeting the client’s needs.
Which factor should the project manager have considered when developing the product?
- A . Stakeholder’s location
- B . Responsibility matrix
- C . Stakeholder’s needs
- D . Availability of resources
Correct Answer: C
C
Explanation:
When developing a product, it is crucial for a project manager to consider the stakeholder’s needs.
This aligns with the principle that stakeholders’ needs and expectations are to be met in order to manage a project successfully. The PMBOK® Guide emphasizes the importance of identifying stakeholders and understanding their needs and expectations as a part of the project management process. Stakeholders are individuals or groups who are actively involved in the project or whose interests may be affected by the execution or completion of the project. They can influence the project and its results. The concerns of the international stakeholder about the product not meeting the client’s needs highlight the necessity of integrating their needs into the planning and development process12.
Reference: PMI’s "A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"1.
PMI’s “Stakeholder Analysis: Pivotal Practice to Project Success” article2.
C
Explanation:
When developing a product, it is crucial for a project manager to consider the stakeholder’s needs.
This aligns with the principle that stakeholders’ needs and expectations are to be met in order to manage a project successfully. The PMBOK® Guide emphasizes the importance of identifying stakeholders and understanding their needs and expectations as a part of the project management process. Stakeholders are individuals or groups who are actively involved in the project or whose interests may be affected by the execution or completion of the project. They can influence the project and its results. The concerns of the international stakeholder about the product not meeting the client’s needs highlight the necessity of integrating their needs into the planning and development process12.
Reference: PMI’s "A Guide to the Project Management Body of Knowledge (PMBOK® Guide)"1.
PMI’s “Stakeholder Analysis: Pivotal Practice to Project Success” article2.
Question #196
A project manager is working toward a deadline to prepare a client report. The project manager prepared a meeting agenda but not a single meeting has gone according to plan True, meetings always end in arguments and no action items come out of it. The project manager is very frustrated and seeks help from the project sponsor
What should the project manager have created to prevent this situation1?
- A . Resource breakdown structure
- B . Work breakdown structure (WBS)
- C . Team charter
- D . Project charter
Correct Answer: C
C
Explanation:
A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in. The team charter has two purposes. First, it serves as a source of information for people who are not part of the team. Second, it serves as a reference for team members. In this case, the project manager is having trouble with meetings not going according to plan and ending in arguments. A team charter could have helped prevent this situation by setting clear expectations for team behavior, roles and responsibilities, and decision-making processes.
Reference: Professional in Business Analysis Reference Materials source and documents
C
Explanation:
A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in. The team charter has two purposes. First, it serves as a source of information for people who are not part of the team. Second, it serves as a reference for team members. In this case, the project manager is having trouble with meetings not going according to plan and ending in arguments. A team charter could have helped prevent this situation by setting clear expectations for team behavior, roles and responsibilities, and decision-making processes.
Reference: Professional in Business Analysis Reference Materials source and documents
Question #197
A project manager notices that one of the marketing executives in the firm always appears stressed. The project manager observes that the executive’s performance is gradually declining and is affecting the project deliverables.
What should the project manager do?
- A . Assign the marketing executive’s tasks to another project team member
- B . Review the executive’s declining performance with human resources (HR)
- C . Show empathy and praise the marketing executive’s strengths
- D . Make the marketing executive accountable for their work and output
Correct Answer: C
C
Explanation:
In a project management scenario, it’s important to maintain a positive and supportive work environment. If a team member is under stress and their performance is declining, the project manager should first try to understand the situation and show empathy. Recognizing and praising the individual’s strengths can boost their morale and potentially improve their performance. While options A, B, and D might be considered at some point, they are not the immediate steps a project manager should take in this situation.
Reference: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide
C
Explanation:
In a project management scenario, it’s important to maintain a positive and supportive work environment. If a team member is under stress and their performance is declining, the project manager should first try to understand the situation and show empathy. Recognizing and praising the individual’s strengths can boost their morale and potentially improve their performance. While options A, B, and D might be considered at some point, they are not the immediate steps a project manager should take in this situation.
Reference: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials study guide
Question #198
A global program is being kicked off, and various distributed teams are involved in delivering the initiative. Besides planning and executing the scope for the initiative, team interactions must be considered.
How should the project teams interact in their meetings?
- A . Phone conversations
- B . Video conferencing
- C . Encrypted emails
- D . Chat conversations
Correct Answer: B
B
Explanation:
When managing a global program with distributed teams, videoconferencing is the most effective means of team interaction. It allows for visual communication, real-time collaboration, enhanced engagement, and relationship building. Videoconferencing enables team members to see each other, which is crucial for non-verbal communication cues such as facial expressions and body language. This enhances understanding and rapport among team members. Real-time collaboration is facilitated, allowing for discussions, screen sharing, and document collaboration simultaneously. Engagement is maintained by creating a sense of presence and connection, reducing distractions, and encouraging active participation. Building relationships is also vital, especially when working with distributed teams, as it helps mitigate challenges of cultural differences and time zone variations.
Reference: (PMI-PMP:
How should the project teams interact in their meetings? – PUPUWEB1)
B
Explanation:
When managing a global program with distributed teams, videoconferencing is the most effective means of team interaction. It allows for visual communication, real-time collaboration, enhanced engagement, and relationship building. Videoconferencing enables team members to see each other, which is crucial for non-verbal communication cues such as facial expressions and body language. This enhances understanding and rapport among team members. Real-time collaboration is facilitated, allowing for discussions, screen sharing, and document collaboration simultaneously. Engagement is maintained by creating a sense of presence and connection, reducing distractions, and encouraging active participation. Building relationships is also vital, especially when working with distributed teams, as it helps mitigate challenges of cultural differences and time zone variations.
Reference: (PMI-PMP:
How should the project teams interact in their meetings? – PUPUWEB1)
Question #199
Travel restrictions are suddenly imposed during a project’s execution. The team members reside in different geographic locations.
What should the project manager do next to address this issue?
- A . Halt all processes until procurement and implementation of solutions are completed.
- B . Place a hold on activities until the team can resume the work on-site.
- C . Ask the team members to proceed independently while examining needs and alternatives.
- D . Obtain and implement the sponsor’s recommendations for a solution.
Correct Answer: C
C
Explanation:
In the face of travel restrictions, the project manager should encourage team members to continue their work independently while exploring needs and alternatives. This approach aligns with the PMBOK® Guide’s emphasis on project communications management, which includes ensuring that there is an effective plan to communicate project information to stakeholders and team members to achieve project objectives1. It also reflects the PMP’s focus on adaptive project environments where project teams must be able to respond to changes and continue to work towards project goals2.
Reference: PMBOK® Guide C Seventh Edition1
PMP Examination Content Outline C June 20192
Professional in Business Analysis Reference Materials3
C
Explanation:
In the face of travel restrictions, the project manager should encourage team members to continue their work independently while exploring needs and alternatives. This approach aligns with the PMBOK® Guide’s emphasis on project communications management, which includes ensuring that there is an effective plan to communicate project information to stakeholders and team members to achieve project objectives1. It also reflects the PMP’s focus on adaptive project environments where project teams must be able to respond to changes and continue to work towards project goals2.
Reference: PMBOK® Guide C Seventh Edition1
PMP Examination Content Outline C June 20192
Professional in Business Analysis Reference Materials3
Question #200
During the execution of a hybrid project, one developer had to be replaced. The new resource is extremely competent in quality assurance tasks, but does not have much experience in development.
What should the project manager do?
- A . Allow the team to reevaluate the tasks and determine how they should be allocated.
- B . Maintain the same task allocation structure to avoid any disruption in the project team.
- C . Move the developer to another team and look for a replacement developer.
- D . Request that all quality assurance tasks be allocated to the new resource.
Correct Answer: A
A
Explanation:
In a hybrid project, it is essential to utilize the strengths of all team members effectively. When a new resource joins the team, especially one with a strong competency in a specific area such as quality assurance, it is beneficial to reevaluate task allocation to leverage these skills. This approach not only ensures that the project benefits from the new resource’s strengths but also supports the overall team dynamics by allowing for a collaborative decision-making process. It aligns with the principles of hybrid project management, which advocate for flexibility and adaptability in task allocation based on the team’s composition and project needs12.
Reference: The recommendation to allow the team to reevaluate tasks is supported by hybrid project management methodologies, which suggest a flexible approach to task allocation to accommodate changes in team composition12. This is also in line with the PMI’s guidance on resource management and team dynamics, as outlined in the PMBOK® Guide and the PMI Professional in Business Analysis (PMI-PBA)® materials345.
A
Explanation:
In a hybrid project, it is essential to utilize the strengths of all team members effectively. When a new resource joins the team, especially one with a strong competency in a specific area such as quality assurance, it is beneficial to reevaluate task allocation to leverage these skills. This approach not only ensures that the project benefits from the new resource’s strengths but also supports the overall team dynamics by allowing for a collaborative decision-making process. It aligns with the principles of hybrid project management, which advocate for flexibility and adaptability in task allocation based on the team’s composition and project needs12.
Reference: The recommendation to allow the team to reevaluate tasks is supported by hybrid project management methodologies, which suggest a flexible approach to task allocation to accommodate changes in team composition12. This is also in line with the PMI’s guidance on resource management and team dynamics, as outlined in the PMBOK® Guide and the PMI Professional in Business Analysis (PMI-PBA)® materials345.