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 #251
A project manager is leading a hybrid project. The work breakdown structure (WBS) and the schedule were developed, but the project manager is having difficulty assigning specific resources to all of the project tasks.
What should the project manager do?
- A . Escalate the issue to the project sponsor and seek their immediate intervention.
- B . Assign the unallocated tasks to the functional role and then reallocate when the resources are available.
- C . Assign the unallocated tasks to the project management office (PMO) manager and reallocate when the resources are available.
- D . Ignore the unallocated tasks for now and reallocate when the resources are available.
Correct Answer: B
B
Explanation:
In a hybrid project, where both traditional and agile methodologies are applied, it is important to maintain flexibility while ensuring that all tasks are accounted for in the project plan. Assigning unallocated tasks to a functional role provides a temporary solution that keeps the project moving forward. This approach allows for tasks to be addressed by available team members, with the understanding that they will be reassigned as needed when the appropriate resources become available. This strategy helps in avoiding delays and ensures that the project does not stall due to unassigned tasks345.
Reference: Hybrid Project Management: A Comprehensive Guide in 20241.
Hybrid Project Management: Agile & Traditional (Update 2022)2.
Project Resource Management According to the PMBOK3.
PMBOK Guide | Project Management Institute4.
Hybrid Project Management: Blending Agile and Traditional PM5.
B
Explanation:
In a hybrid project, where both traditional and agile methodologies are applied, it is important to maintain flexibility while ensuring that all tasks are accounted for in the project plan. Assigning unallocated tasks to a functional role provides a temporary solution that keeps the project moving forward. This approach allows for tasks to be addressed by available team members, with the understanding that they will be reassigned as needed when the appropriate resources become available. This strategy helps in avoiding delays and ensures that the project does not stall due to unassigned tasks345.
Reference: Hybrid Project Management: A Comprehensive Guide in 20241.
Hybrid Project Management: Agile & Traditional (Update 2022)2.
Project Resource Management According to the PMBOK3.
PMBOK Guide | Project Management Institute4.
Hybrid Project Management: Blending Agile and Traditional PM5.
Question #252
During the daily standup meeting that is assessing progress against the current sprint, a team member reports some delays due to a component managed by an external vendor.
How should the project manager address the team member’s concern?
- A . Ask the team member to resolve the issue independently to minimize further delays.
- B . Ask the team member to provide details to address the issue with the vendor.
- C . Implement fast tracking to reduce the impact of the delay on the sprint.
- D . Update the communications management plan to prevent future reoccurrence.
Correct Answer: B
B
Explanation:
In the context of Agile methodologies, such as Scrum, which is often used in conjunction with PMP practices, the daily standup meeting serves as a platform for team members to communicate progress and identify impediments to the sprint goal. When a delay is reported, especially one that involves an external vendor, it is crucial for the project manager to facilitate a resolution that does not disrupt the team’s workflow. The project manager should gather all necessary details from the team member to understand the issue fully and then work directly with the vendor to resolve it. This approach aligns with the principles of effective communication and vendor management, ensuring that the project manager has the information needed to address the problem without overburdening the team member with responsibilities that fall outside their scope.
Reference: The answer is supported by best practices in vendor management and communication as outlined in the PMBOK® Guide and Agile methodologies, which emphasize the importance of the project manager’s role in addressing issues with external vendors and maintaining the flow of the sprint. Additionally, the approach of engaging with the vendor directly is consistent with the guidance provided in the Professional in Business Analysis (PMI-PBA) reference materials, which advocate for clear communication and negotiation to resolve vendor-related issues and conflicts.
B
Explanation:
In the context of Agile methodologies, such as Scrum, which is often used in conjunction with PMP practices, the daily standup meeting serves as a platform for team members to communicate progress and identify impediments to the sprint goal. When a delay is reported, especially one that involves an external vendor, it is crucial for the project manager to facilitate a resolution that does not disrupt the team’s workflow. The project manager should gather all necessary details from the team member to understand the issue fully and then work directly with the vendor to resolve it. This approach aligns with the principles of effective communication and vendor management, ensuring that the project manager has the information needed to address the problem without overburdening the team member with responsibilities that fall outside their scope.
Reference: The answer is supported by best practices in vendor management and communication as outlined in the PMBOK® Guide and Agile methodologies, which emphasize the importance of the project manager’s role in addressing issues with external vendors and maintaining the flow of the sprint. Additionally, the approach of engaging with the vendor directly is consistent with the guidance provided in the Professional in Business Analysis (PMI-PBA) reference materials, which advocate for clear communication and negotiation to resolve vendor-related issues and conflicts.
Question #253
During a kick-off meeting, the project manager notices that one of the stakeholders responsible for providing key information to the team has a low level of participation. This stakeholder believes that there will be no benefit from implementing the project. The project manager realizes that this could be a high risk for the project.
Which action should the project manager take?
- A . Facilitate a supportive level of engagement for this stakeholder.
- B . Ask the project sponsor for advice as it might be possible to work with another stakeholder.
- C . Perform a qualitative risk analysis using a probability and impact matrix.
- D . Ensure the key information is accurate and monitor the situation as the project progresses.
Correct Answer: A
A
Explanation:
The Project Management Professional (PMP)® Guide emphasizes the importance of stakeholder engagement and the need for project managers to ensure supportive involvement from all stakeholders. When a stakeholder exhibits low participation and believes the project will not yield benefits, it is crucial to address their concerns and work towards increasing their engagement level. This can be achieved by involving them in the planning, design, and evaluation stages, soliciting their feedback, and acknowledging their contributions and value. By doing so, the project manager can build trust and rapport, which are essential for the success of the project12.
Reference: Project Management Institute. (n.d.). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
LinkedIn. (n.d.)How to Manage Stakeholders with Low Power in a Program2.
A
Explanation:
The Project Management Professional (PMP)® Guide emphasizes the importance of stakeholder engagement and the need for project managers to ensure supportive involvement from all stakeholders. When a stakeholder exhibits low participation and believes the project will not yield benefits, it is crucial to address their concerns and work towards increasing their engagement level. This can be achieved by involving them in the planning, design, and evaluation stages, soliciting their feedback, and acknowledging their contributions and value. By doing so, the project manager can build trust and rapport, which are essential for the success of the project12.
Reference: Project Management Institute. (n.d.). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
LinkedIn. (n.d.)How to Manage Stakeholders with Low Power in a Program2.
Question #254
A project manager is using a hybrid approach to comply with a regulatory requirement. The planning and closing phases will use a predictive approach, and the execution phase will use an iterative approach. During the second sprint review, the project sponsor requested a change in priority tor some of the product backlog items
What should the project manager do as a servant leader?
- A . Ask the sponsor to submit a change request to the change control board (CCB)
- B . Support the product owners decision to change the priority of the product backlog items
- C . Accept the request and include the product backlog items in the next sprint
- D . Review the impact of the change on the schedule management plan baseline
Correct Answer: B
B
Explanation:
A project manager who uses a hybrid approach should be able to adapt to changes in the project environment and support the agile principles of delivering value to the customer and embracing change. As a servant leader, the project manager should empower the product owner to make decisions about the product backlog and prioritize the items that deliver the most value. Asking the sponsor to submit a change request to the CCB, accepting the request without consulting the product owner, or reviewing the impact of the change on the schedule management plan baseline are not appropriate actions for a project manager who uses a hybrid approach, as they imply a rigid and bureaucratic process that does not align with the agile mindset.
Reference: PMBOK Guide, 6th edition, page 18
Agile Practice Guide, page 13
PMI-PBA Exam Content Outline, page 9
[PMI-PBA Handbook], page 10
B
Explanation:
A project manager who uses a hybrid approach should be able to adapt to changes in the project environment and support the agile principles of delivering value to the customer and embracing change. As a servant leader, the project manager should empower the product owner to make decisions about the product backlog and prioritize the items that deliver the most value. Asking the sponsor to submit a change request to the CCB, accepting the request without consulting the product owner, or reviewing the impact of the change on the schedule management plan baseline are not appropriate actions for a project manager who uses a hybrid approach, as they imply a rigid and bureaucratic process that does not align with the agile mindset.
Reference: PMBOK Guide, 6th edition, page 18
Agile Practice Guide, page 13
PMI-PBA Exam Content Outline, page 9
[PMI-PBA Handbook], page 10
Question #255
An agile team has completed 9 out of 10 stones tor the sprint. During the retrospective a few team members pointed out that they finished a of their stories However one team member tailed to finish a story
What should the agile leader do1?
- A . Emphasize to the team that each member is responsible for their story but the team is collectively responsible for finishing the sprint
- B . Ask the team to address this at the next sprint planning instead of at the retrospective
- C . Suggest that the team assign stones at the beginning of the sprint based on each person’s strengths to maximize performance
- D . Work with the product owner to remove the story from the sprint because the points cannot be splits
Correct Answer: A
A
Explanation:
In Agile methodologies, it’s important to remember that while each team member may work on specific tasks or “stories,” the team as a whole is responsible for the completion of the sprint. This means that if one story is not completed, it’s a reflection on the team, not just the individual who was working on that story. The Agile leader should emphasize this collective responsibility and encourage team members to help each other in order to ensure the completion of all stories in future sprints.
Reference: PMBOK Guide, 6th Edition, Section 9.3.3.3: Team Performance Assessments. Agile Practice Guide, Section 2.3: Team Roles.
A
Explanation:
In Agile methodologies, it’s important to remember that while each team member may work on specific tasks or “stories,” the team as a whole is responsible for the completion of the sprint. This means that if one story is not completed, it’s a reflection on the team, not just the individual who was working on that story. The Agile leader should emphasize this collective responsibility and encourage team members to help each other in order to ensure the completion of all stories in future sprints.
Reference: PMBOK Guide, 6th Edition, Section 9.3.3.3: Team Performance Assessments. Agile Practice Guide, Section 2.3: Team Roles.
Question #256
A project manager is managing the scope of the project and creating a work breakdown structure (WBS) with the team members.
How should the project manager organize the WBS?
- A . Cost oriented
- B . Deliverable oriented
- C . Customer oriented
- D . Team oriented
Correct Answer: B
B
Explanation:
The project manager should organize the WBS in a deliverable oriented way, which means that the WBS is structured according to the project’s outputs, products, or results. A deliverable oriented WBS is also known as a product breakdown structure (PBS) or a scope breakdown structure (SBS). A deliverable oriented WBS helps the project manager to define, decompose, and manage the project scope, as well as to align the project deliverables with the customer’s needs and expectations. A deliverable oriented WBS also facilitates the estimation of the project’s cost, time, and resources, as well as the identification and allocation of the project’s work packages and activities.
The other options are not the best ways to organize the WBS. A cost oriented WBS is a WBS that is structured according to the project’s budget or cost accounts. A cost oriented WBS is not suitable for defining and managing the project scope, as it does not reflect the project’s deliverables or value. A cost oriented WBS is more useful for tracking and controlling the project’s cost performance and variance. A customer oriented WBS is a WBS that is structured according to the project’s stakeholders or customers. A customer oriented WBS is not appropriate for defining and managing the project scope, as it does not represent the project’s outputs or products. A customer oriented WBS is more useful for planning and executing the project’s stakeholder engagement and communication. A team oriented WBS is a WBS that is structured according to the project’s team members or roles. A team oriented WBS is not effective for defining and managing the project scope, as it does not indicate the project’s results or outcomes. A team oriented WBS is more useful for planning and managing the project’s human resources and team development.
Reference: PMBOK® Guide, 6th Edition, Chapter 5, Section 5.4, “Create WBS” PMBOK® Guide, 6th Edition, Chapter 5, Section 5.4.3.1, “Scope Baseline”
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 5, Section 5.4, “Creating the WBS” 1
B
Explanation:
The project manager should organize the WBS in a deliverable oriented way, which means that the WBS is structured according to the project’s outputs, products, or results. A deliverable oriented WBS is also known as a product breakdown structure (PBS) or a scope breakdown structure (SBS). A deliverable oriented WBS helps the project manager to define, decompose, and manage the project scope, as well as to align the project deliverables with the customer’s needs and expectations. A deliverable oriented WBS also facilitates the estimation of the project’s cost, time, and resources, as well as the identification and allocation of the project’s work packages and activities.
The other options are not the best ways to organize the WBS. A cost oriented WBS is a WBS that is structured according to the project’s budget or cost accounts. A cost oriented WBS is not suitable for defining and managing the project scope, as it does not reflect the project’s deliverables or value. A cost oriented WBS is more useful for tracking and controlling the project’s cost performance and variance. A customer oriented WBS is a WBS that is structured according to the project’s stakeholders or customers. A customer oriented WBS is not appropriate for defining and managing the project scope, as it does not represent the project’s outputs or products. A customer oriented WBS is more useful for planning and executing the project’s stakeholder engagement and communication. A team oriented WBS is a WBS that is structured according to the project’s team members or roles. A team oriented WBS is not effective for defining and managing the project scope, as it does not indicate the project’s results or outcomes. A team oriented WBS is more useful for planning and managing the project’s human resources and team development.
Reference: PMBOK® Guide, 6th Edition, Chapter 5, Section 5.4, “Create WBS” PMBOK® Guide, 6th Edition, Chapter 5, Section 5.4.3.1, “Scope Baseline”
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 5, Section 5.4, “Creating the WBS” 1
Question #257
A project manager has been assigned to a new project that is similar to a project that was closed last year. There is no schedule baseline, but the project manager received the activity list and wants to
prepare a reasonable schedule.
What should the project manager do?
- A . Adopt the same timeframe as the closed project for the current project.
- B . inform the sponsor that the activity list is not adequate for creating a schedule baseline.
- C . Create a draft schedule based on the activity list and the historical data from the closed project.
- D . Evaluate each activity duration and build a new project schedule.
Correct Answer: C
C
Explanation:
When a project manager is assigned to a new project that is similar to a previous one, they can leverage the historical data from the closed project to create a draft schedule. This approach allows the project manager to make an informed estimate of the project schedule, taking into account the activities listed and the experiences from the previous project. It’s important to note that this is a draft schedule and may be subject to changes as the project progresses.
Reference: Project Management Professional (PMP) Reference Materials source and documents: PMI – Project Management Professional (PMP), PMI – PMBOK Guide and Standards, Professional in Business Analysis Reference Materials study guide: PMI – Professional in Business Analysis
C
Explanation:
When a project manager is assigned to a new project that is similar to a previous one, they can leverage the historical data from the closed project to create a draft schedule. This approach allows the project manager to make an informed estimate of the project schedule, taking into account the activities listed and the experiences from the previous project. It’s important to note that this is a draft schedule and may be subject to changes as the project progresses.
Reference: Project Management Professional (PMP) Reference Materials source and documents: PMI – Project Management Professional (PMP), PMI – PMBOK Guide and Standards, Professional in Business Analysis Reference Materials study guide: PMI – Professional in Business Analysis
Question #258
A project is nearing completion. The contingency time has been consumed To ensure that the final deliverables are achieved fhin budget, the project manager has asked the team to follow a rigorous process This Is causing some resistance among the team members.
What should the project manager do to address the growing resistance?
- A . Crash the project schedule and ask project team members to work overtime to meet the new timeline
- B . Motivate project team members by offering incentives to complete the project on time
- C . Describe to the team members how specific tools and techniques can be used to finish on time
- D . Convince team members to use a specific methodology to complete the project on time
Correct Answer: C
C
Explanation:
The project manager should describe to the team members how specific tools and techniques can be
used to finish on time, as this will help them understand the rationale behind the rigorous process
and how it can benefit the project. This will also demonstrate the project manager’s respect for the
team’s expertise and autonomy, and foster a collaborative and supportive environment. The other
options are not as effective or appropriate as describing the tools and techniques to the team.
Crashing the project schedule and asking the team to work overtime may increase the risk of errors,
burnout, and resentment. Motivating the team by offering incentives may not address the root cause
of the resistance, and may create a sense of coercion or manipulation. Convincing the team to use a
specific methodology may not be feasible or suitable for the project, and may undermine the team’s
self-organization and creativity.
Reference: PMBOK Guide, 7th edition, page 249
PMI-PBA Exam Content Outline, 2018, page 11
C
Explanation:
The project manager should describe to the team members how specific tools and techniques can be
used to finish on time, as this will help them understand the rationale behind the rigorous process
and how it can benefit the project. This will also demonstrate the project manager’s respect for the
team’s expertise and autonomy, and foster a collaborative and supportive environment. The other
options are not as effective or appropriate as describing the tools and techniques to the team.
Crashing the project schedule and asking the team to work overtime may increase the risk of errors,
burnout, and resentment. Motivating the team by offering incentives may not address the root cause
of the resistance, and may create a sense of coercion or manipulation. Convincing the team to use a
specific methodology may not be feasible or suitable for the project, and may undermine the team’s
self-organization and creativity.
Reference: PMBOK Guide, 7th edition, page 249
PMI-PBA Exam Content Outline, 2018, page 11
Question #259
A project team is executing a megaproject, and several contract requirements have been identified. In the planning phase, the project team agreed that a contract would be required 3 months prior to the project’s finish date. During project execution, it was determined that the contract was required immediately.
What should project manager do?
- A . Seek management’s approval for executing the contract earlier than planned.
- B . Request the team to initiate a change request to execute the contract.
- C . Support the team’s request and allow for early contract execution.
- D . Challenge the project team to identify the reasons for early contract execution.
Correct Answer: B
B
Explanation:
In the scenario where a contract is required immediately, contrary to the initial plan of requiring it 3 months prior to the project’s finish date, the project manager should request the team to initiate a change request. This is in line with best practices in project management, which call for formalizing changes through documented procedures. A change request is necessary to adjust the project’s scope, schedule, and costs accordingly. It ensures that all stakeholders are aware of the changes, agree to them, and understand their implications. This process is part of the integrated change control process, which is crucial for managing contracts and any changes that occur during project execution.
Reference: (PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide) and Professional in Business Analysis Reference Materials)
B
Explanation:
In the scenario where a contract is required immediately, contrary to the initial plan of requiring it 3 months prior to the project’s finish date, the project manager should request the team to initiate a change request. This is in line with best practices in project management, which call for formalizing changes through documented procedures. A change request is necessary to adjust the project’s scope, schedule, and costs accordingly. It ensures that all stakeholders are aware of the changes, agree to them, and understand their implications. This process is part of the integrated change control process, which is crucial for managing contracts and any changes that occur during project execution.
Reference: (PMI’s Guide to the Project Management Body of Knowledge (PMBOK® Guide) and Professional in Business Analysis Reference Materials)
Question #260
A feature has been added to the iteration backlog that has been prioritized by the project sponsor over other critical security patches.
What should the project manager do?
- A . Perform a risk analysis and then meet with the project sponsor to discuss it.
- B . Meet with the project sponsor to discuss the feature with the product owner.
- C . Push back on the feature because it is not an immediate priority.
- D . Give all the work packages parallel priority and continue activities.
Correct Answer: C
C
Explanation:
When a feature has been prioritized by the project sponsor over other critical security patches, the project manager should assess the situation. While it’s essential to consider the sponsor’s priorities, the project manager must also evaluate the impact of delaying critical security patches. Pushing back on the feature allows the project manager to advocate for the security patches’ urgency and ensure that immediate priorities are addressed14.
Reference: 4. Aha!
C
Explanation:
When a feature has been prioritized by the project sponsor over other critical security patches, the project manager should assess the situation. While it’s essential to consider the sponsor’s priorities, the project manager must also evaluate the impact of delaying critical security patches. Pushing back on the feature allows the project manager to advocate for the security patches’ urgency and ensure that immediate priorities are addressed14.
Reference: 4. Aha!