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 #311
A project manager is leading a software development project that will assist in maintenance management for a power plant. The project manager is analyzing project performance data and trying to forecast if the project will have any slippage in the future.
What should the protect manager do?
- A . Perform quality control analysis.
- B . Perform root cause analysis (RCA).
- C . Perform trend analysis.
- D . Perform schedule analysis.
Correct Answer: C
C
Explanation:
Trend analysis is a technique that uses historical data to predict future outcomes. It can help the project manager identify any deviations from the planned schedule, cost, scope, or quality, and take corrective actions accordingly. Schedule analysis, quality control analysis, and root cause analysis (RCA) are also useful techniques, but they do not directly address the question of forecasting future performance.
Reference: PMI PMP certification exam practice question and answer (Q&A) dump with detail explanation and reference
C
Explanation:
Trend analysis is a technique that uses historical data to predict future outcomes. It can help the project manager identify any deviations from the planned schedule, cost, scope, or quality, and take corrective actions accordingly. Schedule analysis, quality control analysis, and root cause analysis (RCA) are also useful techniques, but they do not directly address the question of forecasting future performance.
Reference: PMI PMP certification exam practice question and answer (Q&A) dump with detail explanation and reference
Question #312
An organization embarking on a significant transformation initiated a project to improve and document business processes. One of the objectives of the project is to implement agile project delivery.
What is the main reason for adopting agile?
- A . Projects will be completed faster, saving time and money.
- B . Projects will deliver early and use value based on priority.
- C . Projects will be delivered with very low risk to the organization.
- D . Projects will be delivered with significant cost savings.
Correct Answer: B
B
Explanation:
Agile project delivery is adopted primarily because it allows for early and incremental delivery of value, which is prioritized based on customer and project needs. This approach enables teams to deliver parts of the project as they are completed, allowing for early benefits and the ability to adapt to changes quickly. Agile emphasizes customer collaboration and responsive planning which is more conducive to delivering a product that better meets user needs and has a higher value early in the process123.
Reference: Agile project management and the PMBOK® guide1.
Agile and PMBOK® guide project management techniques2.
Tips for Adopting Agile Approaches3.
B
Explanation:
Agile project delivery is adopted primarily because it allows for early and incremental delivery of value, which is prioritized based on customer and project needs. This approach enables teams to deliver parts of the project as they are completed, allowing for early benefits and the ability to adapt to changes quickly. Agile emphasizes customer collaboration and responsive planning which is more conducive to delivering a product that better meets user needs and has a higher value early in the process123.
Reference: Agile project management and the PMBOK® guide1.
Agile and PMBOK® guide project management techniques2.
Tips for Adopting Agile Approaches3.
Question #313
When reviewing the project team’s performance the project manager realizes that the team velocity is not fast enough to meet the next review gate goal.
What should the project manager do?
- A . Increase the sprint duration to allow the team more time
- B . Prioritize the contents of the backlog and remove some stories
- C . Create a change request to modify the gate review goals
- D . Use the standup meeting to assess impediments and problems
Correct Answer: D
D
Explanation:
Team velocity is a measure of the amount of work a team can complete in a given time period, usually a sprint or iteration. It is calculated by adding up the story points or effort estimates of the user stories that were completed and accepted during the sprint. Team velocity can help project managers and teams to plan, monitor, and improve their performance and delivery. However, team velocity can vary due to various factors, such as changes in scope, team size, team skills, dependencies, risks, and impediments. Impediments are any issues or obstacles that prevent the team from achieving their goals or performing at their optimal level. Impediments can be internal or external, technical or non-technical, and can affect the team’s productivity, quality, morale, or collaboration. Some examples of impediments are: lack of resources, unclear requirements, technical debt, bugs, conflicts, communication gaps, etc. Therefore, it is important for the project manager and the team to identify, track, and resolve impediments as soon as possible, to avoid negative impacts on the team velocity and the project outcome. One of the best ways to do this is to use the daily standup meeting, which is a short, time-boxed, and focused meeting where the team members share their progress, plans, and problems. The standup meeting can help the project manager and the team to: – Align on the sprint goals and priorities – Monitor the team’s progress and performance – Identify any impediments or risks that are affecting or could affect the team’s velocity – Assign ownership and accountability for resolving the impediments – Collaborate and support each other to overcome the challenges – Adapt and adjust the plan as needed to meet the sprint and project objectives By using the standup meeting to assess impediments and problems, the project manager can help the team to improve their velocity and meet the next review gate goal. The other options are not the best choices, because: – Increasing the sprint duration to allow the team more time would violate the agile principle of delivering value in short and frequent iterations, and would not address the root causes of the low velocity. – Prioritizing the contents of the backlog and removing some stories would reduce the scope and quality of the project, and would not solve the impediments that are affecting the team’s velocity. – Creating a change request to modify the gate review goals would delay the project delivery and increase the cost and risk of the project, and would not improve the team’s performance or velocity.
Reference: Velocity Chart in Project Management C.
What Is It and.
How Do You Use It?
What is Velocity in Agile?
Velocity – Project Management Knowledge
PMP Questions velocity
How to Calculate Team Velocity
What is team velocity and how to calculate it
D
Explanation:
Team velocity is a measure of the amount of work a team can complete in a given time period, usually a sprint or iteration. It is calculated by adding up the story points or effort estimates of the user stories that were completed and accepted during the sprint. Team velocity can help project managers and teams to plan, monitor, and improve their performance and delivery. However, team velocity can vary due to various factors, such as changes in scope, team size, team skills, dependencies, risks, and impediments. Impediments are any issues or obstacles that prevent the team from achieving their goals or performing at their optimal level. Impediments can be internal or external, technical or non-technical, and can affect the team’s productivity, quality, morale, or collaboration. Some examples of impediments are: lack of resources, unclear requirements, technical debt, bugs, conflicts, communication gaps, etc. Therefore, it is important for the project manager and the team to identify, track, and resolve impediments as soon as possible, to avoid negative impacts on the team velocity and the project outcome. One of the best ways to do this is to use the daily standup meeting, which is a short, time-boxed, and focused meeting where the team members share their progress, plans, and problems. The standup meeting can help the project manager and the team to: – Align on the sprint goals and priorities – Monitor the team’s progress and performance – Identify any impediments or risks that are affecting or could affect the team’s velocity – Assign ownership and accountability for resolving the impediments – Collaborate and support each other to overcome the challenges – Adapt and adjust the plan as needed to meet the sprint and project objectives By using the standup meeting to assess impediments and problems, the project manager can help the team to improve their velocity and meet the next review gate goal. The other options are not the best choices, because: – Increasing the sprint duration to allow the team more time would violate the agile principle of delivering value in short and frequent iterations, and would not address the root causes of the low velocity. – Prioritizing the contents of the backlog and removing some stories would reduce the scope and quality of the project, and would not solve the impediments that are affecting the team’s velocity. – Creating a change request to modify the gate review goals would delay the project delivery and increase the cost and risk of the project, and would not improve the team’s performance or velocity.
Reference: Velocity Chart in Project Management C.
What Is It and.
How Do You Use It?
What is Velocity in Agile?
Velocity – Project Management Knowledge
PMP Questions velocity
How to Calculate Team Velocity
What is team velocity and how to calculate it
Question #314
A team shared a complaint regarding the scrum master during the last sprint review. The team expressed that they were delayed because the scrum master did not remove impediments, such as scheduling some meetings with external teams and obtaining a room to work collaboratively, among other critical blockers.
What should the project manager do?
- A . Request an additional resource to assist in solving all of the impediments listed by the team.
- B . Determine and agree when a situation becomes an impediment to be solved by the scrum master.
- C . Request the team review and prioritize the open impediments to resolve all of them as soon as possible.
- D . Push back, explaining that a self-organized team should address all of the problems to get the work done.
Correct Answer: B
B
Explanation:
The role of the Scrum Master includes removing impediments to the Developers’ progress. This is a key responsibility as it enables the team to work efficiently and deliver high-quality products. When a complaint arises regarding the Scrum Master not removing impediments, it is important for the project manager to clarify and agree on what constitutes an impediment that the Scrum Master should address. This ensures that there is a shared understanding of the Scrum Master’s responsibilities and helps prevent future delays caused by unresolved impediments1234.
Reference: Scrum.org, DeepProjectManager.com, LinkedIn, PremierAgile
B
Explanation:
The role of the Scrum Master includes removing impediments to the Developers’ progress. This is a key responsibility as it enables the team to work efficiently and deliver high-quality products. When a complaint arises regarding the Scrum Master not removing impediments, it is important for the project manager to clarify and agree on what constitutes an impediment that the Scrum Master should address. This ensures that there is a shared understanding of the Scrum Master’s responsibilities and helps prevent future delays caused by unresolved impediments1234.
Reference: Scrum.org, DeepProjectManager.com, LinkedIn, PremierAgile
Question #315
In order to increase a project’s profit margin, the project manager and subject matter experts (SMEs) agreed to select the oldest model of a specific machine available in the market. When the machine reached its destination country, it was blocked by customs authorities who restricted the import of this machine model.
What should the project manager have done to prevent this from happening?
- A . Ensured that the SMEs correctly defined the project scope and the machine model.
- B . Ensured the project sponsor provided enough funding to purchase the latest version of the machine.
- C . Ensured that regulatory compliance was considered in the quality management plan.
- D . Ensured that the technical team researched and selected the latest model of the machine.
Correct Answer: C
C
Explanation:
The project manager should have ensured that regulatory compliance, including import regulations for the specific machine model, was considered in the quality management plan. This would involve understanding and adhering to the legal and regulatory requirements that affect the project scope, deliverables, and processes. By integrating regulatory compliance into the quality management plan, the project manager could have anticipated and mitigated the risk of the machine being blocked by customs, thus avoiding delays and potential financial losses.
Reference: Project Quality Management According to the PMBOK1
Machinery Regulation: An Essential Guide2
Project Scope Management according to the PMBOK3
C
Explanation:
The project manager should have ensured that regulatory compliance, including import regulations for the specific machine model, was considered in the quality management plan. This would involve understanding and adhering to the legal and regulatory requirements that affect the project scope, deliverables, and processes. By integrating regulatory compliance into the quality management plan, the project manager could have anticipated and mitigated the risk of the machine being blocked by customs, thus avoiding delays and potential financial losses.
Reference: Project Quality Management According to the PMBOK1
Machinery Regulation: An Essential Guide2
Project Scope Management according to the PMBOK3
Question #316
During the execution of a project to develop a prototype, the customer asks the project manager to stop the prototype line and purge a specific component based on recent reliability tests that have deemed the component to be deficient. The project manager checked the quality management plan and there is no reference to this component.
What should the project manager do next?
- A . Inform the project sponsor of the situation and wait for the sponsor to provide further directions.
- B . Call a technical meeting with the customer to agree on a specification for the component and document it in the quality management plan.
- C . Submit a change request to proceed with the replacement of the component and wait for further customer instructions.
- D . Keep running the manufacturing line because there are no quality specifications for this component.
Correct Answer: B
B
Explanation:
When a component is identified as deficient, and it is not referenced in the quality management plan, the project manager should collaborate with the customer to define the specifications for the component. This involves holding a technical meeting to discuss the component’s requirements and how it impacts the project’s quality objectives. Once an agreement is reached, the specifications should be documented in the quality management plan to ensure that the project aligns with the customer’s quality expectations and the project’s deliverables.
Reference: The approach is consistent with the PMBOK guide’s emphasis on the importance of stakeholder engagement and communication. The guide suggests that when changes occur that affect the project’s scope or quality, it is essential to engage with stakeholders to reach a consensus on the way forward12. Additionally, the quality management plan is a living document that should be updated to reflect new information and changes that impact the project3.
B
Explanation:
When a component is identified as deficient, and it is not referenced in the quality management plan, the project manager should collaborate with the customer to define the specifications for the component. This involves holding a technical meeting to discuss the component’s requirements and how it impacts the project’s quality objectives. Once an agreement is reached, the specifications should be documented in the quality management plan to ensure that the project aligns with the customer’s quality expectations and the project’s deliverables.
Reference: The approach is consistent with the PMBOK guide’s emphasis on the importance of stakeholder engagement and communication. The guide suggests that when changes occur that affect the project’s scope or quality, it is essential to engage with stakeholders to reach a consensus on the way forward12. Additionally, the quality management plan is a living document that should be updated to reflect new information and changes that impact the project3.
Question #317
A project manager is assigned to a new project. The project is for a new product that the company wants to launch as soon as possible to test market readiness. The project is part of a large business transformation, and the objective is to open delivery channels for the new product.
Which delivery approach should the project manager recommend?
- A . An adaptive approach with clearly defined user stories.
- B . A predictive approach with an experienced project team.
- C . A predictive approach with clear acceptance criteria.
- D . An adaptive approach with loosely defined large epics.
Correct Answer: A
A
Explanation:
For a new product launch aimed at testing market readiness, an adaptive approach is recommended. This approach allows for flexibility in responding to the market and adjusting the product based on feedback. Clearly defined user stories help the team understand and deliver what is most valuable to the customer, which is crucial in a business transformation context where the goal is to open new delivery channels for the product. This aligns with the PMBOK® Guide’s guidance on adaptive environments where requirements and solutions evolve through collaboration12. The PMI-PBA® also emphasizes the importance of understanding stakeholder needs and defining requirements to meet business objectives, which is facilitated by well-defined user stories34.
Reference: PMBOK® Guide C Seventh Edition5
PMI Professional in Business Analysis (PMI-PBA)® Handbook3
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline4 “How Do You Decide.
Which Project Delivery Approach to Take?” – PMI1
“Which Project Delivery Approach Is Right For My Project?” – Portland Webworks2
A
Explanation:
For a new product launch aimed at testing market readiness, an adaptive approach is recommended. This approach allows for flexibility in responding to the market and adjusting the product based on feedback. Clearly defined user stories help the team understand and deliver what is most valuable to the customer, which is crucial in a business transformation context where the goal is to open new delivery channels for the product. This aligns with the PMBOK® Guide’s guidance on adaptive environments where requirements and solutions evolve through collaboration12. The PMI-PBA® also emphasizes the importance of understanding stakeholder needs and defining requirements to meet business objectives, which is facilitated by well-defined user stories34.
Reference: PMBOK® Guide C Seventh Edition5
PMI Professional in Business Analysis (PMI-PBA)® Handbook3
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline4 “How Do You Decide.
Which Project Delivery Approach to Take?” – PMI1
“Which Project Delivery Approach Is Right For My Project?” – Portland Webworks2
Question #318
A company’s CEO has just returned from a conference on the use of artificial intelligence (Al) and would like the project manager to implement this technology in the organization.
What should the project manager do first?
- A . Start developing a business case.
- B . Start a strengths, weaknesses, opportunities and threats (SWOT).
- C . Engage stakeholders and allocate resources
- D . Gather requirements from stakeholders
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, the first process in the Project Integration Management knowledge area is Develop Project Charter. This process authorizes the project and defines the high-level scope, objectives, and stakeholders of the project. The project charter is based on the business case, which is the document that justifies the need and value of the project. The business case is usually prepared by the project sponsor or initiator, not the project manager. Therefore, option A is incorrect.
Option B is also incorrect, because a SWOT analysis is a technique used to identify the project risks, assumptions, and constraints, which are part of the project planning process, not the initiating process.
Option C is incorrect, because engaging stakeholders and allocating resources are also part of the project planning and executing processes, not the initiating process.
Option D is the correct answer, because gathering requirements from stakeholders is a key activity in the initiating process group, as it helps to define the scope and objectives of the project, as well as the expectations and needs of the stakeholders. The project manager should gather requirements from stakeholders before developing the project charter, as the charter should reflect the stakeholder requirements and align with the business case.
Reference: PMBOK Guide, 6th edition, pages 30-33, 75-77, 123-125, 135-137.
D
Explanation:
According to the PMBOK Guide, the first process in the Project Integration Management knowledge area is Develop Project Charter. This process authorizes the project and defines the high-level scope, objectives, and stakeholders of the project. The project charter is based on the business case, which is the document that justifies the need and value of the project. The business case is usually prepared by the project sponsor or initiator, not the project manager. Therefore, option A is incorrect.
Option B is also incorrect, because a SWOT analysis is a technique used to identify the project risks, assumptions, and constraints, which are part of the project planning process, not the initiating process.
Option C is incorrect, because engaging stakeholders and allocating resources are also part of the project planning and executing processes, not the initiating process.
Option D is the correct answer, because gathering requirements from stakeholders is a key activity in the initiating process group, as it helps to define the scope and objectives of the project, as well as the expectations and needs of the stakeholders. The project manager should gather requirements from stakeholders before developing the project charter, as the charter should reflect the stakeholder requirements and align with the business case.
Reference: PMBOK Guide, 6th edition, pages 30-33, 75-77, 123-125, 135-137.
Question #319
A company has hired a vendor to deliver a scope of work and assigned a project manager to oversee the project. The vendor advised that they completed the scope successfully and is asking for approval.
What should the project manager do in response to this request?
- A . Obtain approval from the project sponsor.
- B . Update the project management plan and mark the milestone as completed.
- C . Ask the vendor to validate the agreement for any deviations.
- D . Set up a meeting with stakeholders to validate and confirm acceptance of the deliverables.
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, the project manager is responsible for ensuring that the project deliverables meet the acceptance criteria and obtaining formal acceptance of the deliverables from the customer or sponsor1. The project manager should also involve the relevant stakeholders in the validation and acceptance process to ensure their satisfaction and buy-in2. Therefore, the best option is to set up a meeting with stakeholders to validate and confirm acceptance of the deliverables.
Option A is incorrect because the project sponsor is not the only stakeholder who needs to approve the deliverables.
Option B is incorrect because updating the project management plan and marking the milestone as completed are actions that should be done after obtaining formal acceptance, not before.
Option C is incorrect because asking the vendor to validate the agreement for any deviations is not a sufficient way to ensure the quality and compliance of the deliverables.
Reference: 1: PMBOK Guide, 6th edition, section 4.6.3.2, p. 123 2: PMBOK Guide, 6th edition, section 13.4.2.2, p. 529
D
Explanation:
According to the PMBOK Guide, the project manager is responsible for ensuring that the project deliverables meet the acceptance criteria and obtaining formal acceptance of the deliverables from the customer or sponsor1. The project manager should also involve the relevant stakeholders in the validation and acceptance process to ensure their satisfaction and buy-in2. Therefore, the best option is to set up a meeting with stakeholders to validate and confirm acceptance of the deliverables.
Option A is incorrect because the project sponsor is not the only stakeholder who needs to approve the deliverables.
Option B is incorrect because updating the project management plan and marking the milestone as completed are actions that should be done after obtaining formal acceptance, not before.
Option C is incorrect because asking the vendor to validate the agreement for any deviations is not a sufficient way to ensure the quality and compliance of the deliverables.
Reference: 1: PMBOK Guide, 6th edition, section 4.6.3.2, p. 123 2: PMBOK Guide, 6th edition, section 13.4.2.2, p. 529
Question #320
A geographically distributed project team working on an iterative project adopts a new mode of communication following changes in health protocols. The colocated team members are finding themselves challenged with understanding verbal communication and collaboration methods.
What should the project manager do?
- A . Allow collaboration to smooth out communication between team members.
- B . Add collaboration tools to the communications management plan.
- C . Escalate these communication challenges to the project sponsor.
- D . Organize a team meeting to resolve the communication challenges.
Correct Answer: B
B
Explanation:
When a geographically distributed team faces challenges with verbal communication and collaboration due to new health protocols, it is essential to adapt the communication methods to ensure effective collaboration. Adding collaboration tools to the communications management plan can provide alternative ways to facilitate communication and collaboration. These tools can range from messaging apps, video conferencing, to project management software that supports asynchronous communication, allowing team members to collaborate effectively despite being in different locations or time zones. This approach aligns with the PMBOK® Guide’s emphasis on tailoring communication plans to project needs and the iterative nature of Agile project management, which encourages continuous improvement and adaptation123.
Reference: Communications management plan – Lovepmp1; Understanding the iterative process, with examples – Asana2; A Guide to Understanding the Iterative Process |. The Workstream – Atlassian3.
B
Explanation:
When a geographically distributed team faces challenges with verbal communication and collaboration due to new health protocols, it is essential to adapt the communication methods to ensure effective collaboration. Adding collaboration tools to the communications management plan can provide alternative ways to facilitate communication and collaboration. These tools can range from messaging apps, video conferencing, to project management software that supports asynchronous communication, allowing team members to collaborate effectively despite being in different locations or time zones. This approach aligns with the PMBOK® Guide’s emphasis on tailoring communication plans to project needs and the iterative nature of Agile project management, which encourages continuous improvement and adaptation123.
Reference: Communications management plan – Lovepmp1; Understanding the iterative process, with examples – Asana2; A Guide to Understanding the Iterative Process |. The Workstream – Atlassian3.