PMI PMP Practice Exams
Last updated on Oct 23,2026- Exam Code: PMP
- Exam Name: Project Management Professional
- Certification Provider: PMI
- Latest update: Oct 23,2026
Question #351
A project team is performing a post-release evaluation of a product that requires detailed feedback from seven stakeholders. Six of the stakeholders have promptly provided feedback. One of them has not provided any feedback despite numerous requests from the team.
What should the project manager do in this situation?
- A . Schedule a meeting with the reluctant project stakeholder to obtain their feedback.
- B . Meet with all seven of the project stakeholders and request all of their feedback.
- C . Explain to the sponsor why the reluctant stakeholder needs to provide feedback.
- D . Host a meeting with the reluctant stakeholder and project team to resolve any conflict.
Correct Answer: A
A
Explanation:
In project management, it’s crucial to engage all stakeholders and ensure their feedback is considered. When a stakeholder is not providing feedback, it’s important to understand the reason behind their reluctance. Scheduling a one-on-one meeting can provide an opportunity for the project manager to address any concerns or issues the stakeholder may have, which might be preventing them from providing feedback. This approach is aligned with the PMBOK® Guide’s emphasis on stakeholder engagement and communication management.
Reference: While I cannot provide direct Reference from the PMI materials, the approach is consistent with the best practices outlined in the PMBOK® Guide, which emphasizes the importance of stakeholder engagement for project success.
A
Explanation:
In project management, it’s crucial to engage all stakeholders and ensure their feedback is considered. When a stakeholder is not providing feedback, it’s important to understand the reason behind their reluctance. Scheduling a one-on-one meeting can provide an opportunity for the project manager to address any concerns or issues the stakeholder may have, which might be preventing them from providing feedback. This approach is aligned with the PMBOK® Guide’s emphasis on stakeholder engagement and communication management.
Reference: While I cannot provide direct Reference from the PMI materials, the approach is consistent with the best practices outlined in the PMBOK® Guide, which emphasizes the importance of stakeholder engagement for project success.
Question #352
An urgent meeting has been established with the project team to discuss the cause of some quality issues that are preventing delivery to the client. The product owner recommends a root cause analysis (RCA).
What should the project lead do?
- A . Facilitate the meeting so anyone can share their ideas and is heard during the session.
- B . Allow the team to self-organize so one of the resources can lead the team to achieve consensus.
- C . Discuss the product owner’s recommendations with the team and implement the agreed-on solutions.
- D . Discuss the recommendations with the test manager and request better quality control.
Correct Answer: A
A
Explanation:
Root Cause Analysis (RCA) is a systematic process used to identify the source of a problem and find a solution that prevents the problem from returning. It involves a collaborative effort where all team members can contribute to identifying the root cause. Facilitating a meeting where everyone can share their ideas ensures a comprehensive analysis and that all potential contributing factors are considered1.
Reference: Root Cause Analysis Steps PMP Exam Guide1; Root Cause Analysis for Business Analysts2.
A
Explanation:
Root Cause Analysis (RCA) is a systematic process used to identify the source of a problem and find a solution that prevents the problem from returning. It involves a collaborative effort where all team members can contribute to identifying the root cause. Facilitating a meeting where everyone can share their ideas ensures a comprehensive analysis and that all potential contributing factors are considered1.
Reference: Root Cause Analysis Steps PMP Exam Guide1; Root Cause Analysis for Business Analysts2.
Question #353
A healthcare company requires all new employees to attend mandatory computer-based training courses, Because some of the employees work with highly sensitive patient data, the training covers various aspects of data security. In spite of this training, data breaches continue to occur in one of the project teams.
What should the project manager do?
- A . Apply a root-cause analysis on the data breaches.
- B . Ensure that all team members complete the training.
- C . Redesign the training courseware to make it interesting.
- D . Retrain the team members responsible for the breaches.
Correct Answer: A
A
Explanation:
When data breaches continue to occur despite training, it indicates that there may be underlying issues that are not being addressed by the current measures. In such cases, the project manager should apply a root-cause analysis to identify the underlying causes of the data breaches. This could involve engaging a team of forensic experts to conduct a thorough analysis of the incidents12. The root-cause analysis will help to identify whether the breaches are due to technical vulnerabilities, procedural issues, or human factors. Once the root causes are identified, appropriate measures can be taken to address them. This could involve changes to systems, processes, or further training1234.
Reference:
What Should Companies Do After a Data Breach? | UpGuard1; 6 Steps to Developing a Data Breach Response Plan – Spectral2; Data Breach Response: A Guide for Business – Federal Trade Commission3;. What Is a Data Breach? Best Practices and Fixes for Businesses – G2
A
Explanation:
When data breaches continue to occur despite training, it indicates that there may be underlying issues that are not being addressed by the current measures. In such cases, the project manager should apply a root-cause analysis to identify the underlying causes of the data breaches. This could involve engaging a team of forensic experts to conduct a thorough analysis of the incidents12. The root-cause analysis will help to identify whether the breaches are due to technical vulnerabilities, procedural issues, or human factors. Once the root causes are identified, appropriate measures can be taken to address them. This could involve changes to systems, processes, or further training1234.
Reference:
What Should Companies Do After a Data Breach? | UpGuard1; 6 Steps to Developing a Data Breach Response Plan – Spectral2; Data Breach Response: A Guide for Business – Federal Trade Commission3;. What Is a Data Breach? Best Practices and Fixes for Businesses – G2
Question #354
A project manager is managing a project with a hybrid approach and has requested a senior team
member to perform a quantitative risk analysis. The team member responds that they do not have
the knowledge to perform such an analysis.
What should the project manager do?
- A . Contact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team
- B . Escalate the issue to the functional manager
- C . Help the team member to perform the quantitative risk analysis through coaching, mentoring and training
- D . Perform the quantitative risk analysis for the team member.
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, quantitative risk analysis is a process that numerically analyzes the effect of identified risks on overall project objectives. It is usually performed on risks that have been prioritized by the qualitative risk analysis process. Quantitative risk analysis requires specialized skills and tools, such as statistical analysis, DRAG DROP, and modeling. Therefore, not every project team member may have the knowledge or experience to perform this task. If the project manager encounters such a situation, the best option is to help the team member to perform the quantitative risk analysis through coaching, mentoring and training. This way, the project manager can ensure that the team member learns the necessary skills and techniques, and can contribute to the risk management process. This also aligns with the project manager’s responsibility to develop the project team and enhance their competencies.
Option A is not the best answer because contacting the PMO and requesting another team member may cause delays and disruptions in the project schedule and team dynamics.
Option B is not the best answer because escalating the issue to the functional manager may not solve the problem, and may create conflict between the project manager and the functional manager.
Option D is not the best answer because performing the quantitative risk analysis for the team member may not be feasible or efficient, and may deprive the team member of the opportunity to learn and grow.
Reference: PMBOK Guide, 6th edition, pages 431-432, 440-441.
C
Explanation:
According to the PMBOK Guide, quantitative risk analysis is a process that numerically analyzes the effect of identified risks on overall project objectives. It is usually performed on risks that have been prioritized by the qualitative risk analysis process. Quantitative risk analysis requires specialized skills and tools, such as statistical analysis, DRAG DROP, and modeling. Therefore, not every project team member may have the knowledge or experience to perform this task. If the project manager encounters such a situation, the best option is to help the team member to perform the quantitative risk analysis through coaching, mentoring and training. This way, the project manager can ensure that the team member learns the necessary skills and techniques, and can contribute to the risk management process. This also aligns with the project manager’s responsibility to develop the project team and enhance their competencies.
Option A is not the best answer because contacting the PMO and requesting another team member may cause delays and disruptions in the project schedule and team dynamics.
Option B is not the best answer because escalating the issue to the functional manager may not solve the problem, and may create conflict between the project manager and the functional manager.
Option D is not the best answer because performing the quantitative risk analysis for the team member may not be feasible or efficient, and may deprive the team member of the opportunity to learn and grow.
Reference: PMBOK Guide, 6th edition, pages 431-432, 440-441.
Question #355
Anew law was published about zoning permits for telecom towers. This may cause cost and schedule overruns for the new network rollout.
What should the project manager do?
- A . Assess and prioritize the impact of the new law on the project plan.
- B . Update the project plan because the law is an obligation for the project.
- C . Minimize the scope to catch the cost and schedule baseline.
- D . Meet the sponsor to ask for additional time and budget increase.
Correct Answer: A
A
Explanation:
When a new law is enacted that affects project parameters, the project manager should first assess and prioritize the impact of the new law on the project plan. This involves analyzing how the changes will affect the project scope, schedule, cost, and quality, and determining the necessary adjustments to the project plan. The assessment should consider the severity of the impact and the urgency of the response required. This approach aligns with the PMBOK® Guide’s principles of conducting a risk analysis to evaluate the potential effects of an uncertain event or condition on the objectives of the project. It also reflects the PMP’s emphasis on adaptive project management, where project managers must be able to respond to changes and dynamic project environments effectively.
Reference: PMBOK® Guide and Standards1.
A
Explanation:
When a new law is enacted that affects project parameters, the project manager should first assess and prioritize the impact of the new law on the project plan. This involves analyzing how the changes will affect the project scope, schedule, cost, and quality, and determining the necessary adjustments to the project plan. The assessment should consider the severity of the impact and the urgency of the response required. This approach aligns with the PMBOK® Guide’s principles of conducting a risk analysis to evaluate the potential effects of an uncertain event or condition on the objectives of the project. It also reflects the PMP’s emphasis on adaptive project management, where project managers must be able to respond to changes and dynamic project environments effectively.
Reference: PMBOK® Guide and Standards1.
Question #356
A project manager is working on an enterprise resource planning (ERP) initiative that contains stakeholders spanning numerous business lines. The project manager begins to identify, evaluate, and categorize the stakeholder relationships to the program.
What is the purpose of this process?
- A . Identify all stakeholders who can negatively affect the project.
- B . Incorporate the needs of all stakeholders into the communications management plan.
- C . Incorporate only primary stakeholders into the communications management plan.
- D . Identify all stakeholders who can positively affect the project.
Correct Answer: B
B
Explanation:
The purpose of identifying, evaluating, and categorizing stakeholder relationships in an ERP initiative is to ensure that the needs and expectations of all stakeholders are understood and addressed within the communications management plan. This process is crucial for the success of the project as it helps in developing a structured approach to stakeholder engagement, which is essential for gaining support and buy-in from various business lines involved in the program. By incorporating the needs of all stakeholders, the project manager can tailor communication strategies to manage expectations effectively and facilitate smoother project execution.
Reference: The importance of stakeholder engagement in an ERP project is highlighted in resources that discuss the roles and responsibilities of an ERP Project Manager1. The PMBOK Guide also emphasizes the need for effective communication management plans that consider all stakeholders2. Additionally, the Professional in Business Analysis materials advocate for the inclusion of stakeholder needs in communication plans to ensure project success3.
B
Explanation:
The purpose of identifying, evaluating, and categorizing stakeholder relationships in an ERP initiative is to ensure that the needs and expectations of all stakeholders are understood and addressed within the communications management plan. This process is crucial for the success of the project as it helps in developing a structured approach to stakeholder engagement, which is essential for gaining support and buy-in from various business lines involved in the program. By incorporating the needs of all stakeholders, the project manager can tailor communication strategies to manage expectations effectively and facilitate smoother project execution.
Reference: The importance of stakeholder engagement in an ERP project is highlighted in resources that discuss the roles and responsibilities of an ERP Project Manager1. The PMBOK Guide also emphasizes the need for effective communication management plans that consider all stakeholders2. Additionally, the Professional in Business Analysis materials advocate for the inclusion of stakeholder needs in communication plans to ensure project success3.
Question #357
A project team member was unhappy with a new change in project governance and complained to one of the project sponsors. The project sponsor challenged the project manager.
How should the project manager resolve this conflict?
- A . Arrange a meeting with the project team member and project sponsor to discuss the change and
obtain consensus. - B . Discuss how to manage this conflict with the project management office (PMO) and let them decide how to resolve the issue.
- C . Explain to the sponsor why the change is required and get their support in forcing the project team member to accept the new change.
- D . Schedule a meeting with the project team member’s functional manager and request the functional manager’s support.
Correct Answer: A
A
Explanation:
In situations where there is a conflict regarding project governance, it is important for the project manager to facilitate a discussion between the parties involved. Arranging a meeting with the project team member and the project sponsor to discuss the concerns and work towards a consensus is a proactive approach. This allows for open communication, ensures that all viewpoints are heard, and works towards a collaborative solution. It aligns with conflict resolution techniques that emphasize problem-solving and collaboration12.
Reference: This response is based on conflict resolution strategies recommended in the PMBOK Guide and the standards of practice for project management and business analysis1234.
A
Explanation:
In situations where there is a conflict regarding project governance, it is important for the project manager to facilitate a discussion between the parties involved. Arranging a meeting with the project team member and the project sponsor to discuss the concerns and work towards a consensus is a proactive approach. This allows for open communication, ensures that all viewpoints are heard, and works towards a collaborative solution. It aligns with conflict resolution techniques that emphasize problem-solving and collaboration12.
Reference: This response is based on conflict resolution strategies recommended in the PMBOK Guide and the standards of practice for project management and business analysis1234.
Question #358
When a project is in its final stage, the project manager will request from the team to prepare a
delivery acceptance document.
What is the importance of this document to the project manager?
- A . Needed to close the work breakdown structure (WBS).
- B . Needed to share it with the stakeholders.
- C . Needed to close out the project or a phase.
- D . Needed to release the team at the end of the project.
Correct Answer: C
C
Explanation:
The delivery acceptance document is crucial for the project manager as it signifies formal recognition of the project’s completion by the project sponsor or customer. It is a key component of the project closing process, which includes finalizing all activities across all of the project process groups to formally complete the project or phase. This document helps in the formal closure of the project, ensuring that all deliverables are accepted and that the project has met its objectives1.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
PMI’s Practice Standard for Project Risk Management.
PMI’s Practice Standard for Work Breakdown Structures C Second Edition.
C
Explanation:
The delivery acceptance document is crucial for the project manager as it signifies formal recognition of the project’s completion by the project sponsor or customer. It is a key component of the project closing process, which includes finalizing all activities across all of the project process groups to formally complete the project or phase. This document helps in the formal closure of the project, ensuring that all deliverables are accepted and that the project has met its objectives1.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition.
PMI’s Practice Standard for Project Risk Management.
PMI’s Practice Standard for Work Breakdown Structures C Second Edition.
Question #359
A project manager is working with an agile team. A key stakeholder who does not join the sprint planning session is very unhappy, as the delivery date for the final product has been pushed back three times.
What should the project manager do?
- A . Meet with the stakeholder to understand the concern and business impact, reprioritize as necessary, and invite them to join the sprint planning session.
- B . Direct the product owner to drop other work in progress and work on this stakeholder’s requirement as the top-priority item.
- C . Share the prioritized items that the team is working on with the stakeholder and invite them to join the sprint planning session.
- D . Secure some additional funding to recruit more resources to the project team to enable faster delivery.
Correct Answer: A
A
Explanation:
In an agile project, the project manager should collaborate with the stakeholders and ensure their active involvement in the project. The project manager should meet with the unhappy stakeholder to understand their concern and the business impact of the delayed delivery. The project manager should also reprioritize the product backlog as necessary to accommodate the stakeholder’s needs and expectations. Finally, the project manager should invite the stakeholder to join the sprint planning session, where the team selects the work to be done in the next iteration based on the stakeholder’s feedback and the product owner’s guidance. This way, the project manager can improve the stakeholder’s satisfaction and engagement, and foster a trusting and collaborative relationship. Directing the product owner to drop other work in progress and work on the stakeholder’s requirement as the top-priority item may not be the best option, as it may disrupt the team’s flow and compromise the value delivery. Sharing the prioritized items that the team is working on with the stakeholder and inviting them to join the sprint planning session may not be sufficient, as it does not address the stakeholder’s concern and business impact. Securing some additional funding to recruit more resources to the project team to enable faster delivery may not be
feasible or effective, as it may violate the agile principle of simplicity and increase the complexity and communication overhead of the project.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 14: Team, Section 14.2: Enable Team Performance, Section 14.3: Lead the Team
Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.2: Implementing Agile: Creating an
Agile Environment, Section 2.3: Implementing Agile: Delivering in an Agile Environment
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4:
Analysis, Task 9: Validate Requirements
[Professional in Business Analysis (PMI-PBA)® Examination Content Outline], Domain 4: Analysis,
Task 9: Validate Requirements
A
Explanation:
In an agile project, the project manager should collaborate with the stakeholders and ensure their active involvement in the project. The project manager should meet with the unhappy stakeholder to understand their concern and the business impact of the delayed delivery. The project manager should also reprioritize the product backlog as necessary to accommodate the stakeholder’s needs and expectations. Finally, the project manager should invite the stakeholder to join the sprint planning session, where the team selects the work to be done in the next iteration based on the stakeholder’s feedback and the product owner’s guidance. This way, the project manager can improve the stakeholder’s satisfaction and engagement, and foster a trusting and collaborative relationship. Directing the product owner to drop other work in progress and work on the stakeholder’s requirement as the top-priority item may not be the best option, as it may disrupt the team’s flow and compromise the value delivery. Sharing the prioritized items that the team is working on with the stakeholder and inviting them to join the sprint planning session may not be sufficient, as it does not address the stakeholder’s concern and business impact. Securing some additional funding to recruit more resources to the project team to enable faster delivery may not be
feasible or effective, as it may violate the agile principle of simplicity and increase the complexity and communication overhead of the project.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 14: Team, Section 14.2: Enable Team Performance, Section 14.3: Lead the Team
Agile Practice Guide, Chapter 2: Life Cycle Selection, Section 2.2: Implementing Agile: Creating an
Agile Environment, Section 2.3: Implementing Agile: Delivering in an Agile Environment
Professional in Business Analysis (PMI-PBA)® Handbook, Section 2.3: Domains and Tasks, Domain 4:
Analysis, Task 9: Validate Requirements
[Professional in Business Analysis (PMI-PBA)® Examination Content Outline], Domain 4: Analysis,
Task 9: Validate Requirements
Question #360
local company is developing a new product and. for the first time, using a remote team for the programming tasks of features. The design for the product comes from the local team. During the third sprint review, the product owner has concerns about the project’s outcomes. The remote development team is complaining that they do not clearly understand the requirements conveyed in the daily standup meetings.
How should the project manager address this situation?
- A . Evaluate and reassign the developing tasks to a local vendor who has worked on previous projects.
- B . Document the risk in the risk management plan and use contingency reserves to hire a local vendor.
- C . Review lessons learned from previous projects and organizational process assets (OPAs).
- D . Determine the communication needs, environment, and tools to get the message across.
Correct Answer: D
D
Explanation:
The project manager should determine the communication needs, environment, and tools to get the message across to the remote development team. This is part of the Plan Communications Management process, which involves identifying and documenting the approach to communicate most effectively and efficiently with stakeholders1. Evaluating and reassigning the developing tasks to a local vendor who has worked on previous projects (A) is not a viable option since it would disrupt the project schedule, budget, and scope. Documenting the risk in the risk management plan and using contingency reserves to hire a local vendor (B) is also not appropriate since the communication issue is not a risk but a problem that needs to be resolved. Reviewing lessons learned from previous projects and organizational process assets (OPAs) © is a good practice, but it is not sufficient to address the current situation.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 10, Section 10.1.3.1
D
Explanation:
The project manager should determine the communication needs, environment, and tools to get the message across to the remote development team. This is part of the Plan Communications Management process, which involves identifying and documenting the approach to communicate most effectively and efficiently with stakeholders1. Evaluating and reassigning the developing tasks to a local vendor who has worked on previous projects (A) is not a viable option since it would disrupt the project schedule, budget, and scope. Documenting the risk in the risk management plan and using contingency reserves to hire a local vendor (B) is also not appropriate since the communication issue is not a risk but a problem that needs to be resolved. Reviewing lessons learned from previous projects and organizational process assets (OPAs) © is a good practice, but it is not sufficient to address the current situation.
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter 10, Section 10.1.3.1