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 #221
400 pm (rate-per-minute) -> reduces the power and brakes the engine
Which of the following statements is correct?
- A . 0 1,600 rpm is a project risk, 1,500 rpm is an event that triggers a response strategy and 1,400 rpm is a project issue.
- B . 1,600 rpm is a project issue, 1,500 rpm is an event that triggers a response strategy and 1,400 rpm is a project risk
- C . 1600 rpm is a project issue; 1,500 rpm is a project risk; and 1,400 rpm is an event that triggers a response strategy
- D . 1.600 rpm is an event that triggers a response strategy. 1,500 rpm is a project issue and 1,400 rpm is a project risk.
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, a project issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. A project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives2. A risk response strategy is a specific action or set of actions to be taken to address a risk3.
In this scenario, 1600 rpm is a project issue because it is a point of dispute between the risk owner and the project team, as it causes the system to stop working and crash. 1500 rpm is a project risk because it is an uncertain event that, if it occurs, has a negative effect on the project objective of delivering a functional power engine. 1400 rpm is an event that triggers a risk response strategy because it is a specific action taken to reduce the power and brake the engine to avoid the risk of reaching 1500 rpm or 1600 rpm.
Reference: 1: PMBOK Guide, 6th edition, page 89
2: PMBOK Guide, 6th edition, page 720
3: PMBOK Guide, 6th edition, page 395
C
Explanation:
According to the PMBOK Guide, a project issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. A project risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives2. A risk response strategy is a specific action or set of actions to be taken to address a risk3.
In this scenario, 1600 rpm is a project issue because it is a point of dispute between the risk owner and the project team, as it causes the system to stop working and crash. 1500 rpm is a project risk because it is an uncertain event that, if it occurs, has a negative effect on the project objective of delivering a functional power engine. 1400 rpm is an event that triggers a risk response strategy because it is a specific action taken to reduce the power and brake the engine to avoid the risk of reaching 1500 rpm or 1600 rpm.
Reference: 1: PMBOK Guide, 6th edition, page 89
2: PMBOK Guide, 6th edition, page 720
3: PMBOK Guide, 6th edition, page 395
Question #222
A client is structured as a matrix organization for an agile project. The project manager is working on-site with key stakeholders from different parts of the organization
How should the project manager handle the different stakeholders?
- A . All stakeholders are important, so the project manager should follow directions provided by management and key stakeholders
- B . Because there are different perspectives perform a stakeholder analysis and act based on the outcome.
- C . The project manager is working on the client’s premises, so follow the directions of all the key stakeholders
- D . This is an agile project, so listen only to the directions of the project manager’s supervisor and the functional managers of the organization
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, 7th edition, one of the principles of project management is to collaborate with stakeholders. This means that the project manager should identify, analyze, and engage the project stakeholders throughout the project life cycle, especially in an agile project where the stakeholder involvement and feedback are essential for delivering value. A stakeholder analysis is a tool that helps the project manager to understand the different perspectives, interests, needs, expectations, and influence of the stakeholders, and to plan the appropriate strategies to communicate and collaborate with them. By performing a stakeholder analysis, the project manager can handle the different stakeholders in a matrix organization more effectively, and avoid potential conflicts, misunderstandings, or misalignment of goals.
Reference: PMBOK Guide, 7th edition, page 9, Principle 2: Collaborate with Stakeholders; page 31, Section 2.3.1, Project Stakeholders; page 41,
Section 2.5.1.1, Stakeholder Analysis.
B
Explanation:
According to the PMBOK Guide, 7th edition, one of the principles of project management is to collaborate with stakeholders. This means that the project manager should identify, analyze, and engage the project stakeholders throughout the project life cycle, especially in an agile project where the stakeholder involvement and feedback are essential for delivering value. A stakeholder analysis is a tool that helps the project manager to understand the different perspectives, interests, needs, expectations, and influence of the stakeholders, and to plan the appropriate strategies to communicate and collaborate with them. By performing a stakeholder analysis, the project manager can handle the different stakeholders in a matrix organization more effectively, and avoid potential conflicts, misunderstandings, or misalignment of goals.
Reference: PMBOK Guide, 7th edition, page 9, Principle 2: Collaborate with Stakeholders; page 31, Section 2.3.1, Project Stakeholders; page 41,
Section 2.5.1.1, Stakeholder Analysis.
Question #223
A new manufacturing line project is planned to be delivered in iterations tor the equipment installation phase. During one of the iterations the vendor communicates to the project manager that they will not be able to deliver some of the equipment at the agreed dates.
What should the project manager do next?
- A . Replan the remaining iterations according to the new installation dates
- B . Update the product backlog m order to address the delays
- C . Review the procurement agreements to address the situation
- D . Find another vendor who can fulfill the delivery dates
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, 6th edition, section 12.3.3.1, procurement agreements are legal documents that define the contractual relationship between the buyer and the seller. They include terms and conditions, scope of work, pricing, payment schedule, delivery dates, and other clauses that govern the procurement process. If the vendor is unable to deliver some of the equipment at the agreed dates, the project manager should review the procurement agreements to determine the impact of the delay on the project scope, schedule, cost, quality, and risk. The project manager should also communicate with the vendor to understand the root cause of the delay and negotiate possible solutions or alternatives. Depending on the severity of the delay and the clauses in the procurement agreements, the project manager may also invoke penalties, incentives, or termination options to protect the interests of the project.
Reference: PMBOK Guide, 6th edition, section 12.3.3.1; PMI website
C
Explanation:
According to the PMBOK Guide, 6th edition, section 12.3.3.1, procurement agreements are legal documents that define the contractual relationship between the buyer and the seller. They include terms and conditions, scope of work, pricing, payment schedule, delivery dates, and other clauses that govern the procurement process. If the vendor is unable to deliver some of the equipment at the agreed dates, the project manager should review the procurement agreements to determine the impact of the delay on the project scope, schedule, cost, quality, and risk. The project manager should also communicate with the vendor to understand the root cause of the delay and negotiate possible solutions or alternatives. Depending on the severity of the delay and the clauses in the procurement agreements, the project manager may also invoke penalties, incentives, or termination options to protect the interests of the project.
Reference: PMBOK Guide, 6th edition, section 12.3.3.1; PMI website
Question #224
A team has been working together for several months and has successfully delivered work. A new team member has joined the team but is having difficulty contributing.
What should the project manager do to help the new team member integrate effectively?
- A . Give the new team member time to contribute until they ask for help and support.
- B . Assign the new team member tasks so that the team member knows on what to focus.
- C . Approach the team member to identify any issues and then plan a resolution accordingly.
- D . Review the project with the team member to ensure the project scope is understood
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, project team management involves the processes of leading, motivating, developing, and managing the project team. One of the key aspects of project team management is team integration, which is the process of ensuring that the team members work together effectively and harmoniously. Team integration is especially important when new team members join the team, as they may face challenges such as unfamiliarity with the project, lack of trust, role ambiguity, or cultural differences. Therefore, the project manager should approach the new team member to identify any issues and then plan a resolution accordingly.
By doing so, the project manager can:
Establish rapport and trust with the new team member
Understand the new team member’s expectations, needs, and concerns
Provide feedback, guidance, and support to the new team member
Clarify the new team member’s roles and responsibilities
Facilitate the new team member’s orientation and training
Encourage the new team member’s participation and contribution
Integrate the new team member with the rest of the team
Monitor and evaluate the new team member’s performance and satisfaction
By approaching the new team member to identify any issues and then plan a resolution accordingly, the project manager can help the new team member integrate effectively and improve the team’s performance and cohesion.
The other options are not the best choices, because:
Giving the new team member time to contribute until they ask for help and support would be passive and ineffective, as the new team member may feel isolated, overwhelmed, or frustrated, and may not seek help or support when needed.
Assigning the new team member tasks so that the team member knows on what to focus would be directive and restrictive, as the new team member may not have the skills, knowledge, or confidence to perform the tasks, and may not have the opportunity to learn, grow, or collaborate with the team. Reviewing the project with the team member to ensure the project scope is understood would be informative and helpful, but not sufficient, as the new team member may have other issues besides the project scope, such as team dynamics, communication, or culture.
Reference: Project Team Management | PMI
Project Team Integration – Project Management Knowledge 3 Best Practices for New Team Integration – BRODYpro
Best practices for managing and developing virtual project teams
C
Explanation:
According to the PMBOK Guide, project team management involves the processes of leading, motivating, developing, and managing the project team. One of the key aspects of project team management is team integration, which is the process of ensuring that the team members work together effectively and harmoniously. Team integration is especially important when new team members join the team, as they may face challenges such as unfamiliarity with the project, lack of trust, role ambiguity, or cultural differences. Therefore, the project manager should approach the new team member to identify any issues and then plan a resolution accordingly.
By doing so, the project manager can:
Establish rapport and trust with the new team member
Understand the new team member’s expectations, needs, and concerns
Provide feedback, guidance, and support to the new team member
Clarify the new team member’s roles and responsibilities
Facilitate the new team member’s orientation and training
Encourage the new team member’s participation and contribution
Integrate the new team member with the rest of the team
Monitor and evaluate the new team member’s performance and satisfaction
By approaching the new team member to identify any issues and then plan a resolution accordingly, the project manager can help the new team member integrate effectively and improve the team’s performance and cohesion.
The other options are not the best choices, because:
Giving the new team member time to contribute until they ask for help and support would be passive and ineffective, as the new team member may feel isolated, overwhelmed, or frustrated, and may not seek help or support when needed.
Assigning the new team member tasks so that the team member knows on what to focus would be directive and restrictive, as the new team member may not have the skills, knowledge, or confidence to perform the tasks, and may not have the opportunity to learn, grow, or collaborate with the team. Reviewing the project with the team member to ensure the project scope is understood would be informative and helpful, but not sufficient, as the new team member may have other issues besides the project scope, such as team dynamics, communication, or culture.
Reference: Project Team Management | PMI
Project Team Integration – Project Management Knowledge 3 Best Practices for New Team Integration – BRODYpro
Best practices for managing and developing virtual project teams
Question #225
A development team is struggling to find design documentation for the upcoming sprint. Prior to leaving for vacation, the product owner communicated that the documentation had been uploaded to the project file repository.
What should the project manager do to address this issue?
- A . Assign a team member to manage project artifacts.
- B . Audit the effectiveness of the management of project artifacts.
- C . Improve email communication protocols to manage project artifacts.
- D . Investigate new software tools used to manage project artifacts.
Correct Answer: B
B
Explanation:
Auditing the effectiveness of the management of project artifacts is a proactive approach that aligns with the PMBOK® Guide’s principles. It involves evaluating the current processes and systems in place to manage project artifacts, identifying any issues or gaps, and implementing improvements to ensure that all project documentation is accessible and up-to-date. This action not only addresses the immediate issue of locating the design documentation but also contributes to the long-term efficiency and effectiveness of project artifact management.
Reference: The principles for this answer are derived from the PMBOK® Guide C 7th Edition, which outlines the importance of managing project artifacts effectively to keep the project work aligned with project requirements and business goals12. Additionally, the Professional in Business Analysis (PMI-PBA) Reference emphasize the role of proper documentation and artifact management in ensuring project success3.
B
Explanation:
Auditing the effectiveness of the management of project artifacts is a proactive approach that aligns with the PMBOK® Guide’s principles. It involves evaluating the current processes and systems in place to manage project artifacts, identifying any issues or gaps, and implementing improvements to ensure that all project documentation is accessible and up-to-date. This action not only addresses the immediate issue of locating the design documentation but also contributes to the long-term efficiency and effectiveness of project artifact management.
Reference: The principles for this answer are derived from the PMBOK® Guide C 7th Edition, which outlines the importance of managing project artifacts effectively to keep the project work aligned with project requirements and business goals12. Additionally, the Professional in Business Analysis (PMI-PBA) Reference emphasize the role of proper documentation and artifact management in ensuring project success3.
Question #226
At a meeting to receive approval for the project management plan, a project manager realizes that there is so much detail in the presentation that many of the stakeholders are not actively engaged in the process. The stakeholders are agreeing to the scope, goals, and timelines without giving them substantial thought.
How should the project manager proceed?
- A . Stop the meeting and reschedule for another time with a more concise presentation.
- B . Set up information review sessions before reconvening another approval session.
- C . Get approval and promise to email more information to the stakeholders to clarify the technical details.
- D . Obtain approval as fast as possible and close the meeting.
Correct Answer: B
B
Explanation:
Reasoning: According to the PMBOK Guide, one of the tools and techniques for the Develop Project Management Plan process is expert judgment, which involves seeking the opinions and advice of knowledgeable and experienced individuals or groups. The project manager should ensure that the stakeholders are adequately informed and engaged in the project management plan approval process, and that they understand the implications and assumptions of the plan. The other options, such as stopping the meeting, getting approval without clarification, or obtaining approval as fast as possible, may not address the root cause of the problem, which is the lack of stakeholder involvement and commitment. Therefore, option B is the most likely answer to the question12
Reference: 3: PMBOK Guide, 6th edition, page 89 1: Top 60+ PMP Exam Questions and Answers for 2024 – KnowledgeHut 2: PMI PMP Quiz:111 Topic:2 Questions:551-555 – buddy4exam.com
B
Explanation:
Reasoning: According to the PMBOK Guide, one of the tools and techniques for the Develop Project Management Plan process is expert judgment, which involves seeking the opinions and advice of knowledgeable and experienced individuals or groups. The project manager should ensure that the stakeholders are adequately informed and engaged in the project management plan approval process, and that they understand the implications and assumptions of the plan. The other options, such as stopping the meeting, getting approval without clarification, or obtaining approval as fast as possible, may not address the root cause of the problem, which is the lack of stakeholder involvement and commitment. Therefore, option B is the most likely answer to the question12
Reference: 3: PMBOK Guide, 6th edition, page 89 1: Top 60+ PMP Exam Questions and Answers for 2024 – KnowledgeHut 2: PMI PMP Quiz:111 Topic:2 Questions:551-555 – buddy4exam.com
Question #227
A project manager is m the middle of a project when one of the key project team members needs to take an unexpected and prolonged leave of absence. The project is ahead of schedule and running under budget
Which two actions should the project manager take initially to resolve this problem? (Choose two)
- A . Check the risk register for a prepared response to a resource being suddenly unavailable.
- B . Check if the team member’s activities are sufficiently documented to facilitate handover
- C . Check the project’s responsibility assignment matrix (RAM) to determine which activities will be affected
- D . Reassign responsibilities across the remaining members using the available float for training.
- E . Obtain the project sponsors support to replace the team member on leave
Correct Answer: AB
AB
Explanation:
Checking the risk register for a prepared response to a resource being suddenly unavailable is a proactive action that the project manager should take to deal with the situation. The risk register is a document that records the identified risks, their causes, impacts, probabilities, and responses. By consulting the risk register, the project manager can see if there is a contingency plan or a fallback plan for the loss of a key resource, and implement it accordingly. Checking if the team member’s activities are sufficiently documented to facilitate handover is another important action that the project manager should take to ensure the continuity and quality of the project work. The team member’s activities may include tasks, deliverables, dependencies, assumptions, constraints, and other information that are relevant to the project scope, schedule, and cost. By reviewing the documentation, the project manager can identify the gaps, risks, and issues that may arise from the absence of the team member, and take appropriate measures to address them.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, Seventh Edition, Section 11.4.3, “Risk Register”
PMBOK Guide, Seventh Edition, Section 4.3.3, “Project Management Plan” Professional in Business Analysis (PMI-PBA) Guide, Section 4.2.2, “Documentation”
AB
Explanation:
Checking the risk register for a prepared response to a resource being suddenly unavailable is a proactive action that the project manager should take to deal with the situation. The risk register is a document that records the identified risks, their causes, impacts, probabilities, and responses. By consulting the risk register, the project manager can see if there is a contingency plan or a fallback plan for the loss of a key resource, and implement it accordingly. Checking if the team member’s activities are sufficiently documented to facilitate handover is another important action that the project manager should take to ensure the continuity and quality of the project work. The team member’s activities may include tasks, deliverables, dependencies, assumptions, constraints, and other information that are relevant to the project scope, schedule, and cost. By reviewing the documentation, the project manager can identify the gaps, risks, and issues that may arise from the absence of the team member, and take appropriate measures to address them.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK Guide, Seventh Edition, Section 11.4.3, “Risk Register”
PMBOK Guide, Seventh Edition, Section 4.3.3, “Project Management Plan” Professional in Business Analysis (PMI-PBA) Guide, Section 4.2.2, “Documentation”
Question #228
A new team member is assigned to a team that consistently delivers each iteration. The new team member is does not understand many of the processes followed and begins to negatively impact the schedule.
What should the project manager do?
- A . Place the new team member on a performance improvement program.
- B . Ask another team member to take some of the new team member’s work.
- C . Assign easier activities to the new team member.
- D . Allocate time within the iterations to mentor the new team member.
Correct Answer: D
D
Explanation:
Integrating a new team member into an iterative project requires a supportive approach that ensures they understand the processes and can contribute effectively. Allocating time within the iterations for mentoring allows the new member to learn the necessary skills and processes in a structured manner. This aligns with the PMBOK® Guide’s principles of project team management and development, which emphasize the importance of continuous learning and improvement within the team. Mentoring provides a practical way to facilitate this learning, helping the new member to integrate into the team’s workflow without negatively impacting the schedule1.
Reference: Mentoring – Key Competency for Program and Project Professionals – PMI1.
D
Explanation:
Integrating a new team member into an iterative project requires a supportive approach that ensures they understand the processes and can contribute effectively. Allocating time within the iterations for mentoring allows the new member to learn the necessary skills and processes in a structured manner. This aligns with the PMBOK® Guide’s principles of project team management and development, which emphasize the importance of continuous learning and improvement within the team. Mentoring provides a practical way to facilitate this learning, helping the new member to integrate into the team’s workflow without negatively impacting the schedule1.
Reference: Mentoring – Key Competency for Program and Project Professionals – PMI1.
Question #229
A project manager is leading a project in an organization that has a functional structure. The project manager has been informed by the team that the tasks related to the purchase of services are taking too long, as the purchasing department has other priorities.
What should the project manager do?
- A . Modify the project schedule to accommodate the delays in the purchase of services.
- B . Request that the purchasing tasks be outsourced through an existing purchasing vendor.
- C . Meet with the purchasing manager to find the source of the delays and agree on a purchasing schedule.
- D . Ask the project team to keep developing other tasks that do not depend on the purchase of services.
Correct Answer: C
C
Explanation:
In a functional organizational structure, departments such as purchasing operate independently and are managed by their respective department heads12. When project tasks are delayed due to other priorities within a department, it is essential for the project manager to engage directly with the department causing the delay―in this case, the purchasing department. By meeting with the purchasing manager, the project manager can discuss the importance of the project’s tasks, understand the reasons for the delay, and work collaboratively to establish a purchasing schedule that aligns with the project’s needs while respecting the department’s constraints345. This approach fosters communication and collaboration, which are key in a functional structure where the project manager has limited authority over departmental resources.
Reference: The role of the project manager in a functional organizational structure and the importance of direct communication with department heads to resolve delays and align schedules
are well-documented in project management literature12345.
C
Explanation:
In a functional organizational structure, departments such as purchasing operate independently and are managed by their respective department heads12. When project tasks are delayed due to other priorities within a department, it is essential for the project manager to engage directly with the department causing the delay―in this case, the purchasing department. By meeting with the purchasing manager, the project manager can discuss the importance of the project’s tasks, understand the reasons for the delay, and work collaboratively to establish a purchasing schedule that aligns with the project’s needs while respecting the department’s constraints345. This approach fosters communication and collaboration, which are key in a functional structure where the project manager has limited authority over departmental resources.
Reference: The role of the project manager in a functional organizational structure and the importance of direct communication with department heads to resolve delays and align schedules
are well-documented in project management literature12345.
Question #230
An agile project manager would like to convert the requirements document into epics, capabilities, features and stories.
In how many iterations should the project manager estimate the story duration?
- A . Four iterations
- B . One iteration
- C . Two iterations
- D . Three iterations
Correct Answer: B
B
Explanation:
An agile project manager would like to convert the requirements document into epics, capabilities, features and stories in order to create a product backlog that can be prioritized and refined by the agile team and the product owner. The product backlog is a dynamic and evolving artifact that represents the customer’s needs and expectations for the product. To estimate the story duration, the agile project manager should use the team’s historical data and empirical evidence from previous iterations. The agile project manager should also involve the team members who will perform the work in the estimation process, as they have the best knowledge and expertise about the tasks and the complexity involved. The agile project manager should estimate the story duration in one iteration, as this is the timebox for delivering a potentially releasable product increment. Estimating the story duration in one iteration allows the agile project manager to plan and monitor the iteration progress, adjust the scope and priorities based on feedback and changes, and ensure that the team delivers value to the customer in a timely manner. Estimating the story duration in more than one iteration would introduce uncertainty and risk, as the team’s velocity, the customer’s requirements, and the product’s quality might change over time. Estimating the story duration in less than one iteration would not be feasible, as the team would not have enough time to complete the work and validate the results.
Reference: PMBOK Guide, 6th edition, Section 6.2, 6.3, 6.4, 6.5, Agile Practice Guide, Section 3.2, 3.3, 4.2, 4.3
B
Explanation:
An agile project manager would like to convert the requirements document into epics, capabilities, features and stories in order to create a product backlog that can be prioritized and refined by the agile team and the product owner. The product backlog is a dynamic and evolving artifact that represents the customer’s needs and expectations for the product. To estimate the story duration, the agile project manager should use the team’s historical data and empirical evidence from previous iterations. The agile project manager should also involve the team members who will perform the work in the estimation process, as they have the best knowledge and expertise about the tasks and the complexity involved. The agile project manager should estimate the story duration in one iteration, as this is the timebox for delivering a potentially releasable product increment. Estimating the story duration in one iteration allows the agile project manager to plan and monitor the iteration progress, adjust the scope and priorities based on feedback and changes, and ensure that the team delivers value to the customer in a timely manner. Estimating the story duration in more than one iteration would introduce uncertainty and risk, as the team’s velocity, the customer’s requirements, and the product’s quality might change over time. Estimating the story duration in less than one iteration would not be feasible, as the team would not have enough time to complete the work and validate the results.
Reference: PMBOK Guide, 6th edition, Section 6.2, 6.3, 6.4, 6.5, Agile Practice Guide, Section 3.2, 3.3, 4.2, 4.3