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 #241
A project manager is leading a project that is on time and under budget. In the weekly meeting with the team, the project manager finds out that one of the tasks due next week does not have an assigned resource available for it. The resource is currently assigned to another project.
What should the project manager do to manage the situation?
- A . Ask the procurement department to supply a different resource.
- B . Change the schedule according to the availability of the resource.
- C . Ask the sponsor to obtain the resource as originally planned.
- D . Contact the other project manager to request the resource.
Correct Answer: D
D
Explanation:
According to the PBA Guide, a project manager should use negotiation skills to resolve resource conflicts and obtain the best possible resources for the project. Negotiation involves communication, collaboration, and compromise among the stakeholders involved in the resource allocation. In this case, the project manager should contact the other project manager to request the resource, and try to reach a mutually acceptable agreement that balances the needs and priorities of both projects.
This is preferable to asking the procurement department to supply a different resource, which may introduce additional costs, risks, and delays to the project. It is also preferable to changing the schedule according to the availability of the resource, which may affect the project scope, quality, and stakeholder expectations. Asking the sponsor to obtain the resource as originally planned may not be feasible or effective, as the sponsor may not have the authority or influence to resolve the resource conflict, and may perceive the project manager as unable to manage the project resources.
Reference: PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Negotiating for Resources, page 97. PMP Exam Content Outline, Domain II: Process, Task 4: Acquire and manage project resources, page 9.
D
Explanation:
According to the PBA Guide, a project manager should use negotiation skills to resolve resource conflicts and obtain the best possible resources for the project. Negotiation involves communication, collaboration, and compromise among the stakeholders involved in the resource allocation. In this case, the project manager should contact the other project manager to request the resource, and try to reach a mutually acceptable agreement that balances the needs and priorities of both projects.
This is preferable to asking the procurement department to supply a different resource, which may introduce additional costs, risks, and delays to the project. It is also preferable to changing the schedule according to the availability of the resource, which may affect the project scope, quality, and stakeholder expectations. Asking the sponsor to obtain the resource as originally planned may not be feasible or effective, as the sponsor may not have the authority or influence to resolve the resource conflict, and may perceive the project manager as unable to manage the project resources.
Reference: PBA Guide, Chapter 5: Planning the Business Analysis Approach, Section 5.2.3: Negotiating for Resources, page 97. PMP Exam Content Outline, Domain II: Process, Task 4: Acquire and manage project resources, page 9.
Question #242
A software project using an agile approach is facing quality issues with every release, generating many production problems.
What should the project manager do to fix the problem and improve the quality?
- A . Seek extra funding approval with the sponsor to replace junior team members for more experienced ones
- B . Create a reward system granting incentives to the team members who are able to catch more defects
- C . Hire an external company to add an additional layer of testing, making sure that the final product is well inspected before releasing.
- D . Use the retrospective meeting to better understand the root cause of the quality problems and put together a plan with the team to address the problems
Correct Answer: D
D
Explanation:
The retrospective meeting is a key practice in agile methodology that allows the team to inspect and adapt their processes and performance after each iteration. The retrospective meeting helps the team to identify what went well, what went wrong, and what can be improved in the next iteration. By using the retrospective meeting, the project manager can facilitate a collaborative and constructive discussion with the team to find out the root cause of the quality issues and devise a plan to fix them. The plan may include actions such as implementing better engineering practices, enhancing communication and collaboration, increasing testing coverage, or applying feedback from customers and stakeholders. The retrospective meeting also helps the team to learn from their mistakes, celebrate their successes, and foster a culture of continuous improvement123.
Reference: PMBOK® Guide, Sixth Edition, pages 28-29, 50-51; Agile Practice Guide, pages 33-34, 62-63;.
How to Run an Agile Retrospective Meeting with Examples.
D
Explanation:
The retrospective meeting is a key practice in agile methodology that allows the team to inspect and adapt their processes and performance after each iteration. The retrospective meeting helps the team to identify what went well, what went wrong, and what can be improved in the next iteration. By using the retrospective meeting, the project manager can facilitate a collaborative and constructive discussion with the team to find out the root cause of the quality issues and devise a plan to fix them. The plan may include actions such as implementing better engineering practices, enhancing communication and collaboration, increasing testing coverage, or applying feedback from customers and stakeholders. The retrospective meeting also helps the team to learn from their mistakes, celebrate their successes, and foster a culture of continuous improvement123.
Reference: PMBOK® Guide, Sixth Edition, pages 28-29, 50-51; Agile Practice Guide, pages 33-34, 62-63;.
How to Run an Agile Retrospective Meeting with Examples.
Question #243
A project is delayed. The project manager added extra resources to some activities and approved overtime for several team members.
What technique is the project manager applying?
- A . Fast tracking
- B . Resource leveling
- C . Critical chain method
- D . Schedule crashing
Correct Answer: D
D
Explanation:
Schedule crashing is a technique used in project management to shorten the schedule duration for the least incremental cost by adding resources. It is a method used to shorten the project schedule without changing the project scope. When a project is behind schedule, project managers can opt for schedule crashing by allocating additional resources to critical path tasks. This approach can help to get the project back on track, but it often comes with increased costs, as resources are expensive12.
Reference:
https://www.usemotion.com/blog/project-management-crashing
https://blog.masterofproject.com/schedule-compression-techniques/
D
Explanation:
Schedule crashing is a technique used in project management to shorten the schedule duration for the least incremental cost by adding resources. It is a method used to shorten the project schedule without changing the project scope. When a project is behind schedule, project managers can opt for schedule crashing by allocating additional resources to critical path tasks. This approach can help to get the project back on track, but it often comes with increased costs, as resources are expensive12.
Reference:
https://www.usemotion.com/blog/project-management-crashing
https://blog.masterofproject.com/schedule-compression-techniques/
Question #244
An organization is transitioning to an agile delivery approach. There is only one project that is being used as a pilot for the new approach. The project management office (PMO) manager has asked the project lead how communications with the project team and the stakeholders will be managed.
What should the project lead recommend?
- A . Send the weekly report to the PMO and the product owner, and use a kanban board for the project team.
- B . Send weekly reports to the PMO, and use a kanban board for the product owner and the project team.
- C . Invite the PMO manager to the daily standup with the project team and product owner.
- D . Send weekly reports to all stakeholders, including the project team and the product owner.
Correct Answer: C
C
Explanation:
Agile methodologies emphasize direct, frequent, and transparent communication. Inviting the PMO manager to the daily standup meetings aligns with agile principles, fostering collaboration and ensuring that all parties are informed and engaged in the project’s progress. This approach allows for real-time updates and immediate feedback, which is essential for agile projects where adaptability and quick responses to change are critical. The daily standup is a key agile practice that helps the team synchronize activities and plan for the next 24 hours12.
Reference: Agile Communication: Techniques, Examples and Best Practices – PM-Training1 Unleashing the power of communication in agile transformations – McKinsey2
C
Explanation:
Agile methodologies emphasize direct, frequent, and transparent communication. Inviting the PMO manager to the daily standup meetings aligns with agile principles, fostering collaboration and ensuring that all parties are informed and engaged in the project’s progress. This approach allows for real-time updates and immediate feedback, which is essential for agile projects where adaptability and quick responses to change are critical. The daily standup is a key agile practice that helps the team synchronize activities and plan for the next 24 hours12.
Reference: Agile Communication: Techniques, Examples and Best Practices – PM-Training1 Unleashing the power of communication in agile transformations – McKinsey2
Question #245
The project manager has recently received funding approval for a training program for the entire project team but has not yet defined the most effective training course. One team member submitted a request for specialized training that is required for the project.
How should the project manager handle this request?
- A . Send this change request to the change control board (CCB) for approval.
- B . Approve the request for the specialized training.
- C . Reject the request as it does not impact the project deliverables.
- D . Validate if the training is within scope and budget.
Correct Answer: D
D
Explanation:
The project manager should validate if the training request is within the scope and budget of the project before approving or rejecting it. The training request may be a valid requirement that was not identified during the planning process, or it may be a nice-to-have that is not necessary for the project success. The project manager should evaluate the benefits and costs of the training request and compare them with the project baseline. If the training request is within the scope and budget, the project manager can approve it. If the training request is outside the scope and budget, the project manager should send it to the change control board (CCB) for approval. The CCB is responsible for reviewing and approving change requests that affect the project baseline. Rejecting the request without validation may result in missing a critical requirement or losing a valuable team member. Approving the request without validation may result in scope creep or budget overrun.
Reference: PMBOK® Guide, 6th Edition, Chapter 4, Section 4.5.6, “Change Requests”
PMBOK® Guide, 6th Edition, Chapter 5, Section 5.6.3.1, “Requirements Documentation Updates”
PMBOK® Guide, 6th Edition, Chapter 7, Section 7.4.3.1, “Cost Forecasts”
PMBOK® Guide, 6th Edition, Chapter 9, Section 9.3.3.1, “Resource Requirements Updates”
D
Explanation:
The project manager should validate if the training request is within the scope and budget of the project before approving or rejecting it. The training request may be a valid requirement that was not identified during the planning process, or it may be a nice-to-have that is not necessary for the project success. The project manager should evaluate the benefits and costs of the training request and compare them with the project baseline. If the training request is within the scope and budget, the project manager can approve it. If the training request is outside the scope and budget, the project manager should send it to the change control board (CCB) for approval. The CCB is responsible for reviewing and approving change requests that affect the project baseline. Rejecting the request without validation may result in missing a critical requirement or losing a valuable team member. Approving the request without validation may result in scope creep or budget overrun.
Reference: PMBOK® Guide, 6th Edition, Chapter 4, Section 4.5.6, “Change Requests”
PMBOK® Guide, 6th Edition, Chapter 5, Section 5.6.3.1, “Requirements Documentation Updates”
PMBOK® Guide, 6th Edition, Chapter 7, Section 7.4.3.1, “Cost Forecasts”
PMBOK® Guide, 6th Edition, Chapter 9, Section 9.3.3.1, “Resource Requirements Updates”
Question #246
A project manager is managing a technical project that requires intensive documentation as part of the key deliverables. Ina project review meeting, a key stakeholder reports that the latest documentation provided by the project manager includes a reference to unrelated products.
What should the project manager do?
- A . Ask the project management office (PMO) to support and review all deliverables.
- B . Log the issue in the risk register and the issue log.
- C . Assign a technical writer to the project.
- D . Develop a standard for document quality control.
Correct Answer: D
D
Explanation:
The presence of Reference to unrelated products in project documentation indicates a need for improved quality control measures. Developing a standard for document quality control is a proactive approach that aligns with PMI’s emphasis on quality management and the use of standardized processes to ensure project deliverables meet the required standards and are free from errors. This action will help prevent similar issues in the future by establishing clear guidelines and checks for documentation quality, which is a fundamental aspect of project management as per PMI standards12.
Reference: PMI’s PMBOK® Guide and global standards, which provide guidelines, rules, and characteristics for project, program, and portfolio management12.
PMI’s Professional in Business Analysis (PMI-PBA)® reference materials, which include quality management practices3.
D
Explanation:
The presence of Reference to unrelated products in project documentation indicates a need for improved quality control measures. Developing a standard for document quality control is a proactive approach that aligns with PMI’s emphasis on quality management and the use of standardized processes to ensure project deliverables meet the required standards and are free from errors. This action will help prevent similar issues in the future by establishing clear guidelines and checks for documentation quality, which is a fundamental aspect of project management as per PMI standards12.
Reference: PMI’s PMBOK® Guide and global standards, which provide guidelines, rules, and characteristics for project, program, and portfolio management12.
PMI’s Professional in Business Analysis (PMI-PBA)® reference materials, which include quality management practices3.
Question #247
A project manager /s planning a project and identifies that legislation requirements for specific project tasks will be changing. This will occur half way through the project execution phase and will affect a few key workers’ licenses, which will become noncompliant.
What should the project manager do?
- A . Start scheduling the training for key workers now to ensure compliance.
- B . Maintain the current key workers since the project has already started.
- C . Update the project charter to ensure the new legislation is addressed,
- D . Start a recruitment drive for new workers with the licenses required.
Correct Answer: A
A
Explanation:
The Project Management Professional (PMP) emphasizes the importance of proactive planning and risk management. In this scenario, the project manager has identified a potential risk that could impact the project’s execution. The best course of action is to mitigate this risk proactively by scheduling training for the key workers. This will ensure that they remain compliant with the new legislation requirements and can continue their tasks without disruption.
Reference: PMBOK Guide, Risk Management, Proactive Planning. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.
A
Explanation:
The Project Management Professional (PMP) emphasizes the importance of proactive planning and risk management. In this scenario, the project manager has identified a potential risk that could impact the project’s execution. The best course of action is to mitigate this risk proactively by scheduling training for the key workers. This will ensure that they remain compliant with the new legislation requirements and can continue their tasks without disruption.
Reference: PMBOK Guide, Risk Management, Proactive Planning. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.
Question #248
A project manager is performing earned value management (EVM) for a cross-country pipeline project. The project manager has determined the ratio of earned value (EV) to actual cost (AC) for the project and has found the calculated result to be 0.9024.
What does this value mean for the project?
- A . The project has started exceeding the planned cost.
- B . The project is earning less value an was planned.
- C . The project has earned more value than planned.
- D . The project is close to exceeding the planned cost.
Correct Answer: B
B
Explanation:
The ratio of earned value (EV) to actual cost (AC), also known as the cost performance index (CPI), is a measure used in earned value management (EVM) to assess the cost efficiency of a project’s budget. A CPI less than 1 indicates that the project is over budget, meaning it is costing more to complete the work than was originally planned. In this case, a CPI of 0.9024 suggests that for every unit of currency spent, the project is only earning 0.9024 units of value, thus earning less value than was planned. This is a critical metric in EVM as it helps project managers understand cost performance and forecast future cost performance issues.
Reference: PMBOK® Guide C Sixth Edition; Professional in Business Analysis (PBA) Reference Materials.
B
Explanation:
The ratio of earned value (EV) to actual cost (AC), also known as the cost performance index (CPI), is a measure used in earned value management (EVM) to assess the cost efficiency of a project’s budget. A CPI less than 1 indicates that the project is over budget, meaning it is costing more to complete the work than was originally planned. In this case, a CPI of 0.9024 suggests that for every unit of currency spent, the project is only earning 0.9024 units of value, thus earning less value than was planned. This is a critical metric in EVM as it helps project managers understand cost performance and forecast future cost performance issues.
Reference: PMBOK® Guide C Sixth Edition; Professional in Business Analysis (PBA) Reference Materials.
Question #249
A project manager has recently taken over a project and notices that a client team member often halts progress due to a lack of understanding of some project elements.
The former project manager gave the new project manager a complete list of people to communicate with, and this client team member is not on it.
What should the project manager do?
- A . Update the communications matrix to ensure that client team member is included.
- B . Submit a change request to cover extra hours associated with project meetings.
- C . Increase the project meeting frequency and duration to allow for the extra work required.
- D . Speak with the client team member about the continuous delays during project meetings.
Correct Answer: A
A
Explanation:
The PMBOK® Guide emphasizes the importance of clear and effective communication in project management. When a project manager notices that a client team member frequently halts progress due to misunderstandings, it is crucial to address the communication gaps. Updating the communications matrix to include this team member ensures that they receive all necessary information and understand their role and the project elements. This action aligns with the best practices for project communication management, which advocate for inclusive and comprehensive communication plans that cater to all project stakeholders12.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” PMI’s “Business Analysis for Practitioners: A Practice Guide” PMI’s “The PMI Guide to Business Analysis”
A
Explanation:
The PMBOK® Guide emphasizes the importance of clear and effective communication in project management. When a project manager notices that a client team member frequently halts progress due to misunderstandings, it is crucial to address the communication gaps. Updating the communications matrix to include this team member ensures that they receive all necessary information and understand their role and the project elements. This action aligns with the best practices for project communication management, which advocate for inclusive and comprehensive communication plans that cater to all project stakeholders12.
Reference: PMI’s “A Guide to the Project Management Body of Knowledge (PMBOK® Guide)” PMI’s “Business Analysis for Practitioners: A Practice Guide” PMI’s “The PMI Guide to Business Analysis”
Question #250
During the implementation of a project the project team discovered a new opportunity After an internal review the project team agreed that the opportunity is outside of the project scope. The project manager decided to update the risk register and escalate the opportunity to a higher level
What should the project manager do next with this opportunity?
- A . Share this opportunity with another project
- B . Establish a contingency reserve to support the opportunity
- C . Further monitor the opportunity
- D . No more action is required
Correct Answer: A
A
Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an opportunity is a positive risk or uncertain event or condition that, if it occurs, has a positive effect on one or more project objectives1. Opportunities can be identified and managed throughout the project life cycle, using various tools and techniques, such as risk identification, risk analysis, risk response planning, and risk monitoring and control1. When an opportunity is outside of the project scope, the project manager should update the risk register to document the opportunity and its potential impact, and escalate the opportunity to a higher level, such as the project sponsor, the portfolio manager, or the organization’s management1. The higher level can then decide whether to pursue the opportunity or not, and allocate the necessary resources and authority to do so1. The project manager should share the opportunity with another project that may benefit from it, or suggest a new project to exploit the opportunity1. The other options are not correct because they do not follow the best practices of opportunity management. Establishing a contingency reserve is a risk response strategy for negative risks, not positive ones1. Further monitoring the opportunity is not sufficient to realize its benefits, and may result in missing the opportunity or losing it to competitors1. No more action is required is not a proactive or responsible approach to managing opportunities, and may imply a lack of interest or commitment to the project objectives1.
Reference: PMBOK® Guide
A
Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an opportunity is a positive risk or uncertain event or condition that, if it occurs, has a positive effect on one or more project objectives1. Opportunities can be identified and managed throughout the project life cycle, using various tools and techniques, such as risk identification, risk analysis, risk response planning, and risk monitoring and control1. When an opportunity is outside of the project scope, the project manager should update the risk register to document the opportunity and its potential impact, and escalate the opportunity to a higher level, such as the project sponsor, the portfolio manager, or the organization’s management1. The higher level can then decide whether to pursue the opportunity or not, and allocate the necessary resources and authority to do so1. The project manager should share the opportunity with another project that may benefit from it, or suggest a new project to exploit the opportunity1. The other options are not correct because they do not follow the best practices of opportunity management. Establishing a contingency reserve is a risk response strategy for negative risks, not positive ones1. Further monitoring the opportunity is not sufficient to realize its benefits, and may result in missing the opportunity or losing it to competitors1. No more action is required is not a proactive or responsible approach to managing opportunities, and may imply a lack of interest or commitment to the project objectives1.
Reference: PMBOK® Guide