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 #361
A project manager is approaching the end of a project, and several tasks are now practically complete and ready for handover to the client.
How should the project manager proceed?
- A . Update the quality management plan for the overall project
- B . Ask the client to verify and accept the tasks that have been completed
- C . Close out the project tasks that have been completed
- D . Update the communications management plan for the overall project
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, 6th edition, section 4.7, one of the main outputs of the close project or phase process is the final product, service, or result transition. This involves transferring the ownership and responsibility of the project deliverables to the customer or sponsor, and obtaining their formal acceptance and sign-off. The project manager should ensure that the project scope and quality criteria are met, and that the deliverables are aligned with the project objectives and stakeholder expectations. The other options are not appropriate for the end of the project, as they are either part of the planning or monitoring and controlling processes, and do not involve the client’s verification and acceptance.
Reference: PMBOK Guide, 6th edition, section 4.7; PMP Practice Exam, question 86.
B
Explanation:
According to the PMBOK Guide, 6th edition, section 4.7, one of the main outputs of the close project or phase process is the final product, service, or result transition. This involves transferring the ownership and responsibility of the project deliverables to the customer or sponsor, and obtaining their formal acceptance and sign-off. The project manager should ensure that the project scope and quality criteria are met, and that the deliverables are aligned with the project objectives and stakeholder expectations. The other options are not appropriate for the end of the project, as they are either part of the planning or monitoring and controlling processes, and do not involve the client’s verification and acceptance.
Reference: PMBOK Guide, 6th edition, section 4.7; PMP Practice Exam, question 86.
Question #362
A project manager is in a cross-functional agile team. The project manager has been assigned a software project with multiple features that will take the team about a year to complete. The CEO is insisting that the solution needs to meet business goals for the year end, which is due in 6 months.
What should the project manager do to align stakeholders’ needs and expectations?
- A . Work with the stakeholders to create a prioritized backlog and release a roadmap.
- B . Modify the requirements to those that can be completed in 6 months.
- C . Implement fast-tracking and crashing activities to complete the project in 6 months.
- D . Include all stakeholders in daily scrum meetings to keep them informed.
Correct Answer: A
A
Explanation:
In an agile project management context, especially when time constraints are present, it is crucial to align stakeholders’ needs and expectations with the project’s deliverables. The project manager should work collaboratively with stakeholders to create a prioritized backlog and release a roadmap. This approach ensures that the most critical features are developed first and that there is a clear plan for delivering value incrementally. It allows for flexibility in responding to changes and ensures that the project delivers the most significant value within the given time frame. This strategy is supported by agile principles, which emphasize customer collaboration and responding to change12.
Reference: (Optimize alignment between stakeholder needs, expectations, and project objectives – LearnTheContent1; Stakeholder Analysis: Pivotal Practice to Project Success | PMI3;.
How to Align
Stakeholder Expectations with Project Goals – LinkedIn2)
A
Explanation:
In an agile project management context, especially when time constraints are present, it is crucial to align stakeholders’ needs and expectations with the project’s deliverables. The project manager should work collaboratively with stakeholders to create a prioritized backlog and release a roadmap. This approach ensures that the most critical features are developed first and that there is a clear plan for delivering value incrementally. It allows for flexibility in responding to changes and ensures that the project delivers the most significant value within the given time frame. This strategy is supported by agile principles, which emphasize customer collaboration and responding to change12.
Reference: (Optimize alignment between stakeholder needs, expectations, and project objectives – LearnTheContent1; Stakeholder Analysis: Pivotal Practice to Project Success | PMI3;.
How to Align
Stakeholder Expectations with Project Goals – LinkedIn2)
Question #363
A customer wants to launch a new product in the market and an agile team is set up to work on this project for 9 months After 1 month the customer feels that it would be better to release the product 2 months earlier than the planned date. The task is now assigned to the most talented resource in the organization to this project tor an early finish.
Which risk management strategy has been adopted in this scenario?
- A . Shared
- B . Accepted
- C . Enhanced
- D . Exploited
Correct Answer: D
D
Explanation:
In this scenario, the organization is exploiting a risk management strategy. Exploitation is a strategy used in positive risk management or opportunity management. It seeks to make sure the opportunity is realized. By assigning the most talented resource to the project, the organization is trying to exploit the opportunity to finish the project earlier than planned.
Reference: PMBOK Guide, 6th Edition, Section 11.5.2.1, Strategies for Opportunities. The PMBOK Guide is a foundational standard from the Project Management Institute (PMI) that provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management life cycle and its related processes, as well as the project life cycle. The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. This approach is consistent with other management standards such as ISO 9000 and the Software Engineering Institute’s CMMI. Processes overlap and interact throughout a project or its various phases. Processes are described in terms of: Inputs (documents, plans, designs, etc.)
Tools and Techniques (mechanisms applied to inputs)
Outputs (documents, products, etc.)
D
Explanation:
In this scenario, the organization is exploiting a risk management strategy. Exploitation is a strategy used in positive risk management or opportunity management. It seeks to make sure the opportunity is realized. By assigning the most talented resource to the project, the organization is trying to exploit the opportunity to finish the project earlier than planned.
Reference: PMBOK Guide, 6th Edition, Section 11.5.2.1, Strategies for Opportunities. The PMBOK Guide is a foundational standard from the Project Management Institute (PMI) that provides guidelines for managing individual projects and defines project management related concepts. It also describes the project management life cycle and its related processes, as well as the project life cycle. The PMBOK Guide is process-based, meaning it describes work as being accomplished by processes. This approach is consistent with other management standards such as ISO 9000 and the Software Engineering Institute’s CMMI. Processes overlap and interact throughout a project or its various phases. Processes are described in terms of: Inputs (documents, plans, designs, etc.)
Tools and Techniques (mechanisms applied to inputs)
Outputs (documents, products, etc.)
Question #364
Two team members are arguing about which technology they should use when implementing iteration tasks. The predictive approach was broken into several legations that need to be completed on time so as not to jeopardize the projects timely completion.
What should the project manager do to resolve this issue and help the team move on to the next iteration?
- A . Postpone the selection of the technology used until more information is gathered
- B . Suggest their own approach to solve the issue and ask the team to follow it
- C . Call for an open dialogue which the team will arrive at through consensus
- D . Allow the team to decide since the teams should be autonomous
Correct Answer: C
C
Explanation:
In the context of project management, particularly in an environment where a predictive approach is being used, it’s crucial to ensure that all team members are aligned and agree on the technology to be used. This is because the technology chosen can significantly impact the project’s timeline and overall success. When a disagreement arises, the project manager should facilitate an open dialogue where all team members can voice their opinions and concerns. Through this process, the team can arrive at a consensus, ensuring that everyone is on board with the decision. This approach not only resolves the issue at hand but also fosters a collaborative and inclusive environment within the team.
Reference: PMI’s Project Management Professional (PMP)® Examination Content Outline1, PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline2.
C
Explanation:
In the context of project management, particularly in an environment where a predictive approach is being used, it’s crucial to ensure that all team members are aligned and agree on the technology to be used. This is because the technology chosen can significantly impact the project’s timeline and overall success. When a disagreement arises, the project manager should facilitate an open dialogue where all team members can voice their opinions and concerns. Through this process, the team can arrive at a consensus, ensuring that everyone is on board with the decision. This approach not only resolves the issue at hand but also fosters a collaborative and inclusive environment within the team.
Reference: PMI’s Project Management Professional (PMP)® Examination Content Outline1, PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline2.
Question #365
A project manager is leading a meeting with key stakeholders, the project sponsor and the product owner to define the features that will be released after the next iteration. The purpose of the meeting is to review the product backlog prioritization, considering that during the past iteration some deliverables were not completed.
Which two items should be taken into account first to review and update the product backlog priorities during the meeting? (Choose two)
- A . Complexity and the cost of development
- B . Industry trends and the technical approach
- C . Cost of delaying some features against business value
- D . Reusing components from another product
- E . Length of time each feature has been on the backlog
Correct Answer: CE
CE
Explanation:
According to the Agile Practice Guide, the product backlog prioritization is a continuous process that
involves evaluating the relative value and urgency of the features or user stories that are planned for the next iteration or release. The product backlog prioritization should consider various factors, such as the customer needs, the stakeholder expectations, the market conditions, the technical dependencies, the risk exposure, and the feedback from previous iterations. Two of the most important factors that should be taken into account first are the cost of delaying some features against the business value they deliver, and the length of time each feature has been on the backlog. The cost of delay is a measure of how much value is lost or foregone by postponing the delivery of a feature. The longer a feature stays on the backlog, the more likely it is to lose its relevance, quality, or competitiveness. Therefore, the product backlog prioritization should aim to deliver the most valuable and urgent features as soon as possible, and avoid accumulating technical debt or waste. The complexity and the cost of development, the industry trends and the technical approach, and the reusing of components from another product are also relevant factors, but they are not the first ones to consider when reviewing and updating the product backlog priorities.
Reference: Agile Practice Guide, pages 49-50, 54-55.
CE
Explanation:
According to the Agile Practice Guide, the product backlog prioritization is a continuous process that
involves evaluating the relative value and urgency of the features or user stories that are planned for the next iteration or release. The product backlog prioritization should consider various factors, such as the customer needs, the stakeholder expectations, the market conditions, the technical dependencies, the risk exposure, and the feedback from previous iterations. Two of the most important factors that should be taken into account first are the cost of delaying some features against the business value they deliver, and the length of time each feature has been on the backlog. The cost of delay is a measure of how much value is lost or foregone by postponing the delivery of a feature. The longer a feature stays on the backlog, the more likely it is to lose its relevance, quality, or competitiveness. Therefore, the product backlog prioritization should aim to deliver the most valuable and urgent features as soon as possible, and avoid accumulating technical debt or waste. The complexity and the cost of development, the industry trends and the technical approach, and the reusing of components from another product are also relevant factors, but they are not the first ones to consider when reviewing and updating the product backlog priorities.
Reference: Agile Practice Guide, pages 49-50, 54-55.
Question #366
A team lead has been highly engaged and involved in a project and is operating without a chain of command or authority levels.
What is the team lead dang1?
- A . Modeling directive leadership
- B . Modeling commanding leadership
- C . Modeling adaptive leadership
- D . Modeling servant leadership
Correct Answer: D
D
Explanation:
Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo1. A team lead who is highly engaged and involved in a project and is operating without a chain of command or authority levels is demonstrating adaptive leadership by anticipating future needs, articulating those needs to build collective support and understanding, adapting their responses based on continuous learning, and demonstrating accountability through transparency in their decision-making process1. The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead’s behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels.
Reference: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons,
Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.
D
Explanation:
Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo1. A team lead who is highly engaged and involved in a project and is operating without a chain of command or authority levels is demonstrating adaptive leadership by anticipating future needs, articulating those needs to build collective support and understanding, adapting their responses based on continuous learning, and demonstrating accountability through transparency in their decision-making process1. The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead’s behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels.
Reference: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons,
Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.
Question #367
Important projects in the portfolio backlog need to be delivered Budget estimates are needed to prioritize the projects.
How should the project budgets be estimated’?
- A . The project is decomposed into features and based on the feature value and the velocity of the team, the team provides the estimate
- B . Budget estimates are provided based on the experience of the sponsor, product owner and team facilitator
- C . The team facilitator uses historical data and arrives at an estimate based on the nature of the project.
- D . The product owner obtains all project details and based on the team’s experience and velocity provides a budget estimate
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, a project budget is the total projected costs needed to complete a project over a defined period of time. It’s used to estimate what the costs of the project will be for every phase of the project. To create a project budget, the project manager should first define the project scope and then create a cost breakdown structure, which allows them to pinpoint all the costs in a project. One of the methods to create a cost breakdown structure is to decompose the project into features, which are the deliverables or outputs that provide value to the customer or stakeholder. Each feature can be further decomposed into tasks or activities, which are the work packages that need to be performed to produce the feature. By breaking down the project into features and tasks, the project manager can estimate the cost for each task based on the resources, materials, and equipment required. One of the techniques to estimate the cost for each task is to use the velocity of the team, which is the rate at which the team can deliver value in a given time period. The velocity of the team can be measured by the number of features, tasks, or units of work that the team can complete in a fixed iteration or cycle. By multiplying the velocity of the team by the value of each feature or task, the project manager can obtain the estimate for each task. By adding up the estimates for all the tasks, the project manager can obtain the estimate for the whole project. This method of estimating the project budget is suitable for projects that use an adaptive or agile approach, where the scope, schedule, and cost are flexible and responsive to changes and uncertainties. By decomposing the project into features and using the velocity of the team, the project manager can prioritize the most valuable features and deliver them in short iterations, while adjusting the estimates as the project progresses. This can help the project manager to manage the project budget more effectively and efficiently.
Reference: PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.1: Project Delivery Approach, pp. 23-251
PMBOK Guide, 7th edition, Chapter 4: Tailoring, Section 4.2: Tailoring Considerations, pp. 51-531
PMBOK Guide, 7th edition, Chapter 5: Scope, Section 5.2: Plan Scope, pp. 67-691
PMBOK Guide, 7th edition, Chapter 6: Schedule, Section 6.2: Plan Schedule, pp. 83-851
PMBOK Guide, 7th edition, Chapter 7: Cost, Section 7.2: Plan Cost, pp. 103-1051.
How to Estimate Project Cost in 8 Steps (Accurately) – Toggl2
A
Explanation:
According to the PMBOK Guide, a project budget is the total projected costs needed to complete a project over a defined period of time. It’s used to estimate what the costs of the project will be for every phase of the project. To create a project budget, the project manager should first define the project scope and then create a cost breakdown structure, which allows them to pinpoint all the costs in a project. One of the methods to create a cost breakdown structure is to decompose the project into features, which are the deliverables or outputs that provide value to the customer or stakeholder. Each feature can be further decomposed into tasks or activities, which are the work packages that need to be performed to produce the feature. By breaking down the project into features and tasks, the project manager can estimate the cost for each task based on the resources, materials, and equipment required. One of the techniques to estimate the cost for each task is to use the velocity of the team, which is the rate at which the team can deliver value in a given time period. The velocity of the team can be measured by the number of features, tasks, or units of work that the team can complete in a fixed iteration or cycle. By multiplying the velocity of the team by the value of each feature or task, the project manager can obtain the estimate for each task. By adding up the estimates for all the tasks, the project manager can obtain the estimate for the whole project. This method of estimating the project budget is suitable for projects that use an adaptive or agile approach, where the scope, schedule, and cost are flexible and responsive to changes and uncertainties. By decomposing the project into features and using the velocity of the team, the project manager can prioritize the most valuable features and deliver them in short iterations, while adjusting the estimates as the project progresses. This can help the project manager to manage the project budget more effectively and efficiently.
Reference: PMBOK Guide, 7th edition, Chapter 2: Project Performance Domains, Section 2.1: Project Delivery Approach, pp. 23-251
PMBOK Guide, 7th edition, Chapter 4: Tailoring, Section 4.2: Tailoring Considerations, pp. 51-531
PMBOK Guide, 7th edition, Chapter 5: Scope, Section 5.2: Plan Scope, pp. 67-691
PMBOK Guide, 7th edition, Chapter 6: Schedule, Section 6.2: Plan Schedule, pp. 83-851
PMBOK Guide, 7th edition, Chapter 7: Cost, Section 7.2: Plan Cost, pp. 103-1051.
How to Estimate Project Cost in 8 Steps (Accurately) – Toggl2
Question #368
The project sponsor reports that a key stakeholder is complaining about performance differences in the metrics reported by the project manager, which gives the impression that the project is out of control. The project manager has been providing the project’s status according to the agreedupon communications management plan. This key stakeholder, however, seldom attends the status report meetings.
What should the project manager do first to address this situation?
- A . Evaluate the communication needs to discover the gaps and adjust the original plan if needed.
- B . Use the contingency reserves to implement fast tracking and improve the schedule key performance indicators (KPIs).
- C . Review the resource breakdown structure (RBS) to request the main stakeholder’s manager to replace the stakeholder.
- D . Provide evidence to the project sponsor that the project is on track and the communications have been sent.
Correct Answer: A
A
Explanation:
The first step in addressing the situation is to evaluate the communication needs of the stakeholders. This involves understanding the specific requirements and pReference of the key stakeholder who is expressing concerns. By identifying the gaps in the current communication plan, the project manager can make necessary adjustments to ensure that the stakeholder receives the project information in a manner that is clear and satisfactory. This may involve changing the method, frequency, or content of the communications to better align with the stakeholder’s expectations and to provide a more accurate representation of the project’s status.
Reference: The approach to evaluate and adjust the communications management plan is supported by best practices in project communication management, which emphasize the importance of monitoring communication effectiveness and making necessary changes to meet stakeholder needs123. Additionally, the Professional in Business Analysis standards highlight the significance of regularly evaluating communication strategies and their alignment with stakeholder requirements45.
A
Explanation:
The first step in addressing the situation is to evaluate the communication needs of the stakeholders. This involves understanding the specific requirements and pReference of the key stakeholder who is expressing concerns. By identifying the gaps in the current communication plan, the project manager can make necessary adjustments to ensure that the stakeholder receives the project information in a manner that is clear and satisfactory. This may involve changing the method, frequency, or content of the communications to better align with the stakeholder’s expectations and to provide a more accurate representation of the project’s status.
Reference: The approach to evaluate and adjust the communications management plan is supported by best practices in project communication management, which emphasize the importance of monitoring communication effectiveness and making necessary changes to meet stakeholder needs123. Additionally, the Professional in Business Analysis standards highlight the significance of regularly evaluating communication strategies and their alignment with stakeholder requirements45.
Question #369
A project manager is well informed on the industry standards of the organization and believes that they are not reflected in the project deliverables.
What should the project manager review next?
- A . Quality process
- B . Quality management plan
- C . Organizational process assets (OPAs)
- D . Project charter
Correct Answer: B
B
Explanation:
The Quality Management Plan is crucial as it outlines the processes and procedures that will be used to ensure that the project deliverables meet the required quality standards. When industry standards are not reflected in project deliverables, reviewing the Quality Management Plan helps the project manager assess whether the industry standards of the organization are adequately incorporated into the plan and identify any gaps that need to be addressed123.
Reference: The Quality Management Plan in Project Management1.
Quality in project managementCa practical look at chapter 8 of the PMBOK2.
8 Steps to Writing a Project Quality Management Plan3.
B
Explanation:
The Quality Management Plan is crucial as it outlines the processes and procedures that will be used to ensure that the project deliverables meet the required quality standards. When industry standards are not reflected in project deliverables, reviewing the Quality Management Plan helps the project manager assess whether the industry standards of the organization are adequately incorporated into the plan and identify any gaps that need to be addressed123.
Reference: The Quality Management Plan in Project Management1.
Quality in project managementCa practical look at chapter 8 of the PMBOK2.
8 Steps to Writing a Project Quality Management Plan3.
Question #370
A few developers have identified a list of impediments at the daily standup and are asking for the project lead’s assistance in prioritizing them. There are a few complex backlog items, and a new junior tester has identified a few compliance defects. The product owner and a couple of developers will be leaving the project team, and the contract with the test and production support partner will not be renewed.
Which issue should the project lead focus on first?
- A . Developing a new contract for production support.
- B . Finding a new product owner to prioritize the product backlog.
- C . Regulatory compliance issues discussed in the meeting.
- D . Recruiting, onboarding, and training new developers.
Correct Answer: C
C
Explanation:
Addressing regulatory compliance issues is critical as they can have significant legal and financial implications for the project and the organization. These issues should be prioritized to ensure that the project adheres to necessary regulations and standards, which is a fundamental aspect of project management and business analysis. By focusing on compliance defects first, the project lead can mitigate risks that could derail the project or lead to severe penalties.
Reference: The prioritization of regulatory compliance issues is supported by the principles of risk management and quality assurance, which are integral to both PMP and Professional in Business Analysis standards. These principles emphasize the importance of addressing compliance and legal requirements to maintain the integrity and viability of the project123.
C
Explanation:
Addressing regulatory compliance issues is critical as they can have significant legal and financial implications for the project and the organization. These issues should be prioritized to ensure that the project adheres to necessary regulations and standards, which is a fundamental aspect of project management and business analysis. By focusing on compliance defects first, the project lead can mitigate risks that could derail the project or lead to severe penalties.
Reference: The prioritization of regulatory compliance issues is supported by the principles of risk management and quality assurance, which are integral to both PMP and Professional in Business Analysis standards. These principles emphasize the importance of addressing compliance and legal requirements to maintain the integrity and viability of the project123.