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 #271
A key project stakeholder has started to escalate all issues and main requirements to the project sponsor. The project manager is concemed about the team not receiving direct communications from this stakeholder.
Which two actions should the project manager take to improve the relationship with the stakeholder? (Choose two)
- A . Schedule regular meetings with the key stakeholder to provide updates and receive feedback,
- B . Share weekly status reports with detailed information about the project and team performance.
- C . Submit performance reports and task assignments to keep the stakeholder informed.
- D . Promote an adaptive and transparent environment where the team can easily communicate with the stakeholders.
- E . Provide training to the team on emotional intelligence and status reporting techniques.
Correct Answer: A D
A D
Explanation:
According to the Project Management Body of Knowledge (PMBOK) guide, effective stakeholder engagement is crucial for the success of a project. The project manager should schedule regular meetings with the key stakeholder to provide updates and receive feedback. This will ensure that the stakeholder is kept informed about the progress of the project and can provide valuable input. Additionally, promoting an adaptive and transparent environment where the team can easily communicate with the stakeholders will help in building trust and improving the relationship with the stakeholder.
Reference: PMBOK Guide, 6th Edition, Section 13: Stakeholder Management
A D
Explanation:
According to the Project Management Body of Knowledge (PMBOK) guide, effective stakeholder engagement is crucial for the success of a project. The project manager should schedule regular meetings with the key stakeholder to provide updates and receive feedback. This will ensure that the stakeholder is kept informed about the progress of the project and can provide valuable input. Additionally, promoting an adaptive and transparent environment where the team can easily communicate with the stakeholders will help in building trust and improving the relationship with the stakeholder.
Reference: PMBOK Guide, 6th Edition, Section 13: Stakeholder Management
Question #272
A project manager schedules virtual daily standup meetings for a project, but half of the team members regularly join late or miss the meeting all together.
What should the project manager do?
- A . Discuss ground rules with the team that will include daily meetings.
- B . Use one-to-one virtual meetings because they are more efficient.
- C . Ask senior management for coaching regarding this situation.
- D . Agree on a new time and reschedule the daily standups.
Correct Answer: D
D
Explanation:
In the context of project management, particularly within agile environments, daily standup meetings are essential for maintaining alignment, providing immediate feedback, and building team dynamics. When team members regularly miss these meetings, it’s crucial to address the issue promptly. Rescheduling the standups to a time that suits all team members can ensure that everyone can attend and contribute effectively. This aligns with the principles of effective project management and business analysis, which emphasize the importance of clear communication, stakeholder engagement, and adaptability to change.
Reference: The information is consistent with the best practices for project management and business analysis, as discussed in resources like “Daily Standup Meetings in Project Management: An Essential Guide” and “How to Lead Effective Remote Meetings for Business Analysis” which highlight the importance of team alignment and the need to adapt meeting times to suit team availability12.
D
Explanation:
In the context of project management, particularly within agile environments, daily standup meetings are essential for maintaining alignment, providing immediate feedback, and building team dynamics. When team members regularly miss these meetings, it’s crucial to address the issue promptly. Rescheduling the standups to a time that suits all team members can ensure that everyone can attend and contribute effectively. This aligns with the principles of effective project management and business analysis, which emphasize the importance of clear communication, stakeholder engagement, and adaptability to change.
Reference: The information is consistent with the best practices for project management and business analysis, as discussed in resources like “Daily Standup Meetings in Project Management: An Essential Guide” and “How to Lead Effective Remote Meetings for Business Analysis” which highlight the importance of team alignment and the need to adapt meeting times to suit team availability12.
Question #273
During the course of a project, a junior team member approaches the project manager for some direction and advice on risk mitigation.
How should the project manager respond?
- A . Tell the junior team member that the information is available in lessons learned
- B . Offer guidance and follow up with some developmental activity for the junior team member
- C . Inform the junior team member that risk mitigation is not part of their work
- D . Refer the junior team member to the senior team member who develops the risk mitigation strategy
Correct Answer: B
B
Explanation:
Some of the other options are not appropriate because:
B
Explanation:
Some of the other options are not appropriate because:
Question #274
A project manager led the implementation of an electronic invoicing project that has just been completed. The financial manager communicated that the team discovered three invoices with errors.
Which two documents should the project manager update as soon as possible? (Choose two)
- A . Issue log
- B . Risk register
- C . Stakeholder register
- D . Change log
- E . Backlog register
Correct Answer: AD
AD
Explanation:
According to the PMBOK® Guide, the issue log is a project document that records and tracks the issues that arise during a project and how they are resolved1. The change log is a project document that records all the changes that occur during a project, including their status, description, and impact2. The project manager should update these two documents as soon as possible to reflect the invoices with errors and the actions taken to correct them. The risk register is a project document that identifies and analyzes the project risks and their responses3, but it does not record the issues that have already occurred. The stakeholder register is a project document that identifies and classifies the project stakeholders and their requirements4, but it does not record the issues or changes that affect them. The backlog register is not a standard project document, but it may be used in agile projects to list the product features or user stories that need to be delivered, but it does not record the issues or changes that affect the product quality.
Reference: 1: PMBOK® Guide, page 123; 2: PMBOK® Guide, page 122; 3: PMBOK® Guide, page 436; 4: PMBOK® Guide, page 513;: Agile Practice Guide, page 77
AD
Explanation:
According to the PMBOK® Guide, the issue log is a project document that records and tracks the issues that arise during a project and how they are resolved1. The change log is a project document that records all the changes that occur during a project, including their status, description, and impact2. The project manager should update these two documents as soon as possible to reflect the invoices with errors and the actions taken to correct them. The risk register is a project document that identifies and analyzes the project risks and their responses3, but it does not record the issues that have already occurred. The stakeholder register is a project document that identifies and classifies the project stakeholders and their requirements4, but it does not record the issues or changes that affect them. The backlog register is not a standard project document, but it may be used in agile projects to list the product features or user stories that need to be delivered, but it does not record the issues or changes that affect the product quality.
Reference: 1: PMBOK® Guide, page 123; 2: PMBOK® Guide, page 122; 3: PMBOK® Guide, page 436; 4: PMBOK® Guide, page 513;: Agile Practice Guide, page 77
Question #275
During the execution phase of a large project there is an extremely high number of change requests Because of this the project manager realizes that there is a greater risk for rejection of the deliverables
How should the project manager mitigate this risk without compromising the completion date?
- A . Review the integrated change control process to restrict the number of changes
- B . Focus on delivering incremental value through multiple smaller deliveries
- C . Request sponsor support to get buy-in from the users and stakeholders
- D . Restart the stakeholder engagement process by collecting user requirements again
Correct Answer: B
B
Explanation:
In the face of a high number of change requests, focusing on delivering incremental value through multiple smaller deliveries can help mitigate the risk of deliverable rejection. This approach, often associated with agile methodologies, allows for more frequent feedback and adjustment, reducing the likelihood of large-scale rejection at the end of the project. It also allows for changes to be incorporated more smoothly and continuously, without significantly disrupting the project timeline.
Reference: PMBOK® Guide C Sixth Edition, Section 6.7.3.1: Deliverable
B
Explanation:
In the face of a high number of change requests, focusing on delivering incremental value through multiple smaller deliveries can help mitigate the risk of deliverable rejection. This approach, often associated with agile methodologies, allows for more frequent feedback and adjustment, reducing the likelihood of large-scale rejection at the end of the project. It also allows for changes to be incorporated more smoothly and continuously, without significantly disrupting the project timeline.
Reference: PMBOK® Guide C Sixth Edition, Section 6.7.3.1: Deliverable
Question #276
A team working on a close deployment waits to receive critical information from the customer. The customer keeps postponing sending the information which is delaying the deployment.
What should the project manager have done to prevent the delay?
- A . Obtained all critical information ahead of time
- B . Involved upper management in the process
- C . Involved the customer in the deployment process
- D . Used the sample data already in place
Correct Answer: A
A
Explanation:
To prevent delays in deployment, a project manager should proactively manage the acquisition of critical information. This involves identifying all necessary information at the project’s outset and establishing clear timelines and communication channels to ensure timely delivery. By obtaining all critical information ahead of time, the project manager can mitigate risks associated with information delays and maintain the project schedule. This approach aligns with the principles of proactive stakeholder engagement and risk management outlined in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials, which advocate for early and continuous stakeholder involvement to ensure project requirements are fully understood and met12.
Reference: The response is informed by the concepts of stakeholder engagement and information management as detailed in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials12.
A
Explanation:
To prevent delays in deployment, a project manager should proactively manage the acquisition of critical information. This involves identifying all necessary information at the project’s outset and establishing clear timelines and communication channels to ensure timely delivery. By obtaining all critical information ahead of time, the project manager can mitigate risks associated with information delays and maintain the project schedule. This approach aligns with the principles of proactive stakeholder engagement and risk management outlined in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials, which advocate for early and continuous stakeholder involvement to ensure project requirements are fully understood and met12.
Reference: The response is informed by the concepts of stakeholder engagement and information management as detailed in the PMBOK® Guide and the Professional in Business Analysis (PMI-PBA) reference materials12.
Question #277
A project is ending its fifth out of six iterations. During the iteration review, a customer adds a new regulatory feature that exceeds the capacity of the remaining iteration.
What should the project lead do?
- A . Increase the team capacity to finish the project on time.
- B . Register an issue and escalate it to the project sponsor.
- C . Invite the stakeholders to discuss a new prioritization.
- D . Estimate the impact and consult with the product owner.
Correct Answer: D
D
Explanation:
When faced with a new regulatory feature that exceeds the capacity of the remaining iteration, the project lead should take the following steps:
D
Explanation:
When faced with a new regulatory feature that exceeds the capacity of the remaining iteration, the project lead should take the following steps:
Question #278
An agile team has completed an iteration and delivered the agreed features to the customer. In a surprise to the team, the features are not accepted by the customer. The project team conducts a root cause analysis.
What should the project manager do to avoid this situation in the future?
- A . Ensure that customer requirements do not change from the start of the project.
- B . Ensure that the definition of done (DoD) is well defined and complete for future iterations.
- C . Ensure that the development and quality assurance team members implement the feature correctly.
- D . Ensure that the team facilitator allocates tasks correctly to team members.
Correct Answer: B
B
Explanation:
According to the PMBOK guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete1. The DoD helps to ensure that the customer’s expectations are met and that the quality standards are maintained2. The PMI-PBA guide also states that the business analyst should collaborate with the customer and the team to define and validate the acceptance criteria for each feature3. Therefore, the best way for the project manager to avoid the situation of features being rejected by the customer is to ensure that the DoD is well defined and complete for future iterations, and that it aligns with the customer’s needs and pReference.
Reference:
1: PMBOK guide, page 207
2: PMBOK guide, page 286
3: PMI-PBA guide, page 131
B
Explanation:
According to the PMBOK guide, the definition of done (DoD) is a clear and concise list of requirements that a deliverable must adhere to for the team to consider it complete1. The DoD helps to ensure that the customer’s expectations are met and that the quality standards are maintained2. The PMI-PBA guide also states that the business analyst should collaborate with the customer and the team to define and validate the acceptance criteria for each feature3. Therefore, the best way for the project manager to avoid the situation of features being rejected by the customer is to ensure that the DoD is well defined and complete for future iterations, and that it aligns with the customer’s needs and pReference.
Reference:
1: PMBOK guide, page 207
2: PMBOK guide, page 286
3: PMI-PBA guide, page 131
Question #279
All project team members refer to the project manager for various decisions. This causes delays for some tasks, as the project manager is usually preoccupied in meetings throughout the day.
What should the project manager do to prevent these delays?
- A . Review the Pareto diagram to identify the source of delays.
- B . Meet with the team in 2 weeks to respond to all of the open tasks.
- C . Consolidate the decision-making authority to remain with the project manager.
- D . Delegate the decision-making authority of some tasks to the team.
Correct Answer: D
D
Explanation:
Delegating decision-making authority to team members can help alleviate delays caused by the project manager’s unavailability due to meetings or other commitments. This approach empowers team members to make decisions on certain tasks without waiting for the project manager, thus maintaining project momentum and efficiency. Effective delegation involves assigning the right tasks to the right people and providing them with the necessary authority and responsibility to complete those tasks12.
Reference: “Delegation and sharing of authority by the project manager” from the Project Management Institute1.
PMBOK Guide’s discussion on group decision-making processes and the importance of delegation within project teams2.
D
Explanation:
Delegating decision-making authority to team members can help alleviate delays caused by the project manager’s unavailability due to meetings or other commitments. This approach empowers team members to make decisions on certain tasks without waiting for the project manager, thus maintaining project momentum and efficiency. Effective delegation involves assigning the right tasks to the right people and providing them with the necessary authority and responsibility to complete those tasks12.
Reference: “Delegation and sharing of authority by the project manager” from the Project Management Institute1.
PMBOK Guide’s discussion on group decision-making processes and the importance of delegation within project teams2.
Question #280
An organization is transitioning to an agile environment. The project manager finds that most of the team members are not familiar with an agile environment.
What should the project manager do to address this concern?
- A . Change the approach with the team.
- B . Meet with an agile coach to handle this issue.
- C . Analyze the level of the team’s agile maturity.
- D . Support the team members’ growth and development.
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, 6th edition, one of the key processes of the Project Resource Management knowledge area is Develop Team, which involves improving the competencies, interaction, and overall team environment to enhance project performance. One of the tools and techniques for this process is training, which involves providing guidance and instruction to enhance the skills and competencies of the team members. By supporting the team members’ growth and development, the project manager can help them to acquire the necessary knowledge and skills to work effectively in an agile environment, and to adapt to the changes and challenges that may arise during the project.
Reference: PMBOK Guide, 6th edition, pages 336-337, 341.
D
Explanation:
According to the PMBOK Guide, 6th edition, one of the key processes of the Project Resource Management knowledge area is Develop Team, which involves improving the competencies, interaction, and overall team environment to enhance project performance. One of the tools and techniques for this process is training, which involves providing guidance and instruction to enhance the skills and competencies of the team members. By supporting the team members’ growth and development, the project manager can help them to acquire the necessary knowledge and skills to work effectively in an agile environment, and to adapt to the changes and challenges that may arise during the project.
Reference: PMBOK Guide, 6th edition, pages 336-337, 341.