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 #391
A project team consists of members based in country A and subject matter experts
(SMEs) based in country B with a 12-hour time difference.
What can the project manager do to improve interactions between the team members in both countries?
- A . Ensure full participation of both the product owner and business SMEs in scope planning sessions.
- B . Identify virtual communication methods and arrange for regular team meetings accordingly.
- C . Explore the opportunity to have both teams colocated.
- D . Plan for frequent face-to-face meetings.
Correct Answer: B
B
Explanation:
The question is about a project team that is distributed across two countries with a significant time difference. The project manager needs to improve the interactions and collaboration between the team members in both locations.
The best option for the project manager to do this is:
Identify virtual communication methods and arrange for regular team meetings accordingly: This option is effective and feasible in managing a geographically dispersed team. The project manager should identify the appropriate communication methods and tools, such as email, phone, video conferencing, instant messaging, etc., that suit the needs and pReference of the team members. The project manager should also arrange for regular team meetings, such as daily stand-ups, weekly status updates, monthly reviews, etc., that accommodate the time zones and schedules of the team members. The project manager should ensure that the team meetings are well-planned, structured, and facilitated, and that they foster trust, feedback, and engagement among the team members12. The other options are not as effective or feasible as the first option.
They are:
Ensure full participation of both the product owner and business SMEs in scope planning sessions: This option is relevant and desirable, but it is not sufficient to improve the interactions between the team members in both countries. The scope planning sessions are only one aspect of the project communication, and they might not occur frequently or regularly. The project manager should also consider other communication methods and events that involve the entire team and address their needs and expectations3
Explore the opportunity to have both teams colocated: This option is ideal but unrealistic. Colocation is the physical proximity of the team members in the same location, which can enhance communication, collaboration, and performance. However, colocation is not always possible or practical, especially for teams that are distributed across different countries. The project manager should consider the costs, benefits, and feasibility of colocation, and weigh them against the alternatives1
Plan for frequent face-to-face meetings: This option is beneficial but costly. Face-to-face meetings are the most effective form of communication, as they allow for direct interaction, non-verbal cues, and rapport building. However, face-to-face meetings are also the most expensive and time-consuming, especially for teams that are located in different countries. The project manager should balance the frequency and duration of face-to-face meetings with the budget and schedule constraints, and complement them with other communication methods and tools1
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, Chapter 10, Section 10.1.2.1 2: Business Analysis for Practitioners: A Practice Guide, Chapter
8, Section 8.3.1 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, Chapter 5, Section 5.2.2.1: Business Analysis for Practitioners: A Practice Guide, Chapter 4,
Section 4.2.1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 9, Section 9.1.2.1: Business Analysis for Practitioners: A Practice Guide, Chapter 8, Section 8.3.2
B
Explanation:
The question is about a project team that is distributed across two countries with a significant time difference. The project manager needs to improve the interactions and collaboration between the team members in both locations.
The best option for the project manager to do this is:
Identify virtual communication methods and arrange for regular team meetings accordingly: This option is effective and feasible in managing a geographically dispersed team. The project manager should identify the appropriate communication methods and tools, such as email, phone, video conferencing, instant messaging, etc., that suit the needs and pReference of the team members. The project manager should also arrange for regular team meetings, such as daily stand-ups, weekly status updates, monthly reviews, etc., that accommodate the time zones and schedules of the team members. The project manager should ensure that the team meetings are well-planned, structured, and facilitated, and that they foster trust, feedback, and engagement among the team members12. The other options are not as effective or feasible as the first option.
They are:
Ensure full participation of both the product owner and business SMEs in scope planning sessions: This option is relevant and desirable, but it is not sufficient to improve the interactions between the team members in both countries. The scope planning sessions are only one aspect of the project communication, and they might not occur frequently or regularly. The project manager should also consider other communication methods and events that involve the entire team and address their needs and expectations3
Explore the opportunity to have both teams colocated: This option is ideal but unrealistic. Colocation is the physical proximity of the team members in the same location, which can enhance communication, collaboration, and performance. However, colocation is not always possible or practical, especially for teams that are distributed across different countries. The project manager should consider the costs, benefits, and feasibility of colocation, and weigh them against the alternatives1
Plan for frequent face-to-face meetings: This option is beneficial but costly. Face-to-face meetings are the most effective form of communication, as they allow for direct interaction, non-verbal cues, and rapport building. However, face-to-face meetings are also the most expensive and time-consuming, especially for teams that are located in different countries. The project manager should balance the frequency and duration of face-to-face meetings with the budget and schedule constraints, and complement them with other communication methods and tools1
Reference: 1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, Chapter 10, Section 10.1.2.1 2: Business Analysis for Practitioners: A Practice Guide, Chapter
8, Section 8.3.1 3: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth
Edition, Chapter 5, Section 5.2.2.1: Business Analysis for Practitioners: A Practice Guide, Chapter 4,
Section 4.2.1: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 9, Section 9.1.2.1: Business Analysis for Practitioners: A Practice Guide, Chapter 8, Section 8.3.2
Question #392
A project manager has two projects that are being executed at the same time. The duration of the critical project must be reduced, but the project manager does not have enough resources to achieve this goal. In addition, the schedule does not have activities that can be overlapped
What should the project manager do?
- A . Analyze both projects to determine the most effective use of common resources
- B . Use resource optimization to justify requesting more resources for the critical project
- C . Provide schedule optimization training to the project teams to improve their skills.
- D . Apply fast-tracking techniques to compress the schedule of the critical project
Correct Answer: D
D
Explanation:
Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be done sequentially. This can reduce the overall project duration by overlapping the start and finish of different activities, but it also increases the risk of rework and errors due to dependencies and uncertainties. Fast-tracking is one of the tools and techniques for the Develop Schedule process, which is part of the Project Schedule Management knowledge area. The other tools and techniques are schedule network analysis, critical path method, critical chain method, resource optimization, data analysis, leads and lags, schedule compression, and project management information system. The other options are not schedule compression techniques, although they may be used in other project management processes or activities. Analyzing both projects to determine the most effective use of common resources is a way of managing multiple projects and optimizing resource allocation. Using resource optimization to justify requesting more resources for the critical project is a way of balancing the demand and supply of resources and resolving resource conflicts. Providing schedule optimization training to the project teams to improve their skills is a way of enhancing the team’s competencies and performance.
Reference: PMBOK Guide, 6th edition, pages 201-202, 215-216, 718 Project Management Professional (PMP) Certification Handbook, page 9 5 Methods for Shortening A Project Schedule, section “Fast Tracking”
D
Explanation:
Fast-tracking is a schedule compression technique that involves performing activities in parallel that were originally planned to be done sequentially. This can reduce the overall project duration by overlapping the start and finish of different activities, but it also increases the risk of rework and errors due to dependencies and uncertainties. Fast-tracking is one of the tools and techniques for the Develop Schedule process, which is part of the Project Schedule Management knowledge area. The other tools and techniques are schedule network analysis, critical path method, critical chain method, resource optimization, data analysis, leads and lags, schedule compression, and project management information system. The other options are not schedule compression techniques, although they may be used in other project management processes or activities. Analyzing both projects to determine the most effective use of common resources is a way of managing multiple projects and optimizing resource allocation. Using resource optimization to justify requesting more resources for the critical project is a way of balancing the demand and supply of resources and resolving resource conflicts. Providing schedule optimization training to the project teams to improve their skills is a way of enhancing the team’s competencies and performance.
Reference: PMBOK Guide, 6th edition, pages 201-202, 215-216, 718 Project Management Professional (PMP) Certification Handbook, page 9 5 Methods for Shortening A Project Schedule, section “Fast Tracking”
Question #393
A project manager has heard about the large volume of emails the team receives each day which prevents them from doing project work. One team member has stated that they would like to be able to access project-related information when needed
To what type of communication is the team member referring?
- A . Mass communication
- B . Push communication
- C . Pull communication
- D . Interactive communication
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, pull communication is a type of communication that is used when the information is large, complex, or requires a high level of detail, and the recipients can access it at their own discretion. Examples of pull communication include websites, intranets, e-learning, databases, and knowledge repositories. By using pull communication, the project manager can reduce the amount of emails sent to the team and allow them to access the project-related information when they need it. This can also improve the efficiency and effectiveness of the communication process.
Reference: PMBOK Guide, 7th edition, page 286; Business Acumen for the PMP Exam
C
Explanation:
According to the PMBOK Guide, pull communication is a type of communication that is used when the information is large, complex, or requires a high level of detail, and the recipients can access it at their own discretion. Examples of pull communication include websites, intranets, e-learning, databases, and knowledge repositories. By using pull communication, the project manager can reduce the amount of emails sent to the team and allow them to access the project-related information when they need it. This can also improve the efficiency and effectiveness of the communication process.
Reference: PMBOK Guide, 7th edition, page 286; Business Acumen for the PMP Exam
Question #394
A project manager is managing a few innovation projects with a high level of uncertainty. The project manager is experiencing challenges with the large number of change requests issued due to the nature of the project.
What should the project manager do?
- A . Add a fixed number of change requests allowed by the client on the project baseline.
- B . Request sponsor approval for all change requests to reduce the number of changes.
- C . Initiate the number of iterations to reduce the number of change requests.
- D . Reduce the number of approvers required to implement a change request.
Correct Answer: C
C
Explanation:
In projects with high levels of uncertainty, especially those that are innovative in nature, it is beneficial to increase the number of iterations. This allows for more frequent reassessments and adjustments, which can help in managing change requests more effectively. By breaking down the project into smaller parts and reassessing at the end of each iteration, the project manager can incorporate necessary changes in a controlled manner, thus reducing the overall number of change requests.
Reference: The PMBOK Guide outlines the iterative approach as a means to manage and control projects with high uncertainty1. It suggests that iterative cycles allow for continuous improvement and adaptation, which is crucial for innovation projects2. The Professional in Business Analysis materials also support this approach, emphasizing the importance of iterative review and adaptation in response to change34.
C
Explanation:
In projects with high levels of uncertainty, especially those that are innovative in nature, it is beneficial to increase the number of iterations. This allows for more frequent reassessments and adjustments, which can help in managing change requests more effectively. By breaking down the project into smaller parts and reassessing at the end of each iteration, the project manager can incorporate necessary changes in a controlled manner, thus reducing the overall number of change requests.
Reference: The PMBOK Guide outlines the iterative approach as a means to manage and control projects with high uncertainty1. It suggests that iterative cycles allow for continuous improvement and adaptation, which is crucial for innovation projects2. The Professional in Business Analysis materials also support this approach, emphasizing the importance of iterative review and adaptation in response to change34.
Question #395
A project team member identified a procurement risk and sent an email to the project sponsor highlighting the risk.
The sponsor forwarded the email to the project manager asking for further details. After speaking with the sponsor, the project manager decided to take preventive action.
Which document should the project manager review with their team?
- A . Risk management plan
- B . Quality management plan
- C . Communications management plan
- D . Procurement management plan
Correct Answer: A
A
Explanation:
When a procurement risk is identified, the project manager should review the Risk Management Plan. This plan is essential for understanding the processes and procedures to be followed when addressing risks. It includes identifying, analyzing, prioritizing, and responding to risks, which in this case involves taking preventive action to mitigate the identified procurement risk1234.
Reference: Project Management Academy1
PMI’s Practice Standard for Project Risk Management2
ProjectEngineer.net3
Lovepmp.com5
A
Explanation:
When a procurement risk is identified, the project manager should review the Risk Management Plan. This plan is essential for understanding the processes and procedures to be followed when addressing risks. It includes identifying, analyzing, prioritizing, and responding to risks, which in this case involves taking preventive action to mitigate the identified procurement risk1234.
Reference: Project Management Academy1
PMI’s Practice Standard for Project Risk Management2
ProjectEngineer.net3
Lovepmp.com5
Question #396
A project manager is leading a large-scale project that involves 70 stakeholders. The project manager has heard various comments and expectations from the customers, some of which are contradictory Consequently, some requirements are not clear.
What should the project manager do to build consensus regarding the requirements?
- A . Escalate the issue to the management team for their review and guidance
- B . Create a survey template to collect feedback from stakeholders to reach an agreement
- C . Organize a face-to-face meeting with all stakeholders to understand their interests and concerns.
- D . Leverage expert judgment to determine the requirements that should be considered
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and pReference. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements.
Reference: PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4
How to use Consensus Decision-Making for Project Management by Grace Windsor
C
Explanation:
According to the PMBOK Guide, consensus decision-making is a technique that ensures that all input and ideas from a group or team are considered until a final decision that is acceptable to all emerges. This approach relies heavily on respectful dialogue and open-mindedness, and it is often used to build consensus regarding the requirements in project management. By organizing a face-to-face meeting with all stakeholders, the project manager can facilitate the communication and collaboration among them, and elicit their needs, expectations, and pReference. This can help to resolve any conflicts or contradictions, and reach a common understanding of the project requirements.
Reference: PMBOK Guide, Sixth Edition, Chapter 5, Section 5.2.2.4
How to use Consensus Decision-Making for Project Management by Grace Windsor
Question #397
The project velocity has recently slipped, and a decision was made to skip testing to increase the momentum and bong the project back on track.
What will the project manager need to focus on as a result of this decision?
- A . Increased bum rate
- B . Increased cost
- C . Increased technical debt
- D . Decreased efficiency
Correct Answer: C
C
Explanation:
Technical debt is the term used to describe the consequences of poor quality or incomplete work in software development projects. It refers to the implied cost of rework or maintenance that will be required in the future due to skipping or compromising on testing, documentation, design, or other best practices. Technical debt can negatively affect the project velocity, quality, performance, reliability, security, and customer satisfaction. According to the Professional in Business Analysis Reference Materials1, technical debt can be classified into four types:
Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.
Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible. This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.
Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.
Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.
Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager
and the team are creating deliberate and reckless technical debt, which can have severe
consequences for the project and the organization. The project manager will need to focus on
identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such
decisions in the future.
Reference: Technical Debt: Definition, Types, and Management.
C
Explanation:
Technical debt is the term used to describe the consequences of poor quality or incomplete work in software development projects. It refers to the implied cost of rework or maintenance that will be required in the future due to skipping or compromising on testing, documentation, design, or other best practices. Technical debt can negatively affect the project velocity, quality, performance, reliability, security, and customer satisfaction. According to the Professional in Business Analysis Reference Materials1, technical debt can be classified into four types:
Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.
Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible. This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.
Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.
Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.
Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager
and the team are creating deliberate and reckless technical debt, which can have severe
consequences for the project and the organization. The project manager will need to focus on
identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such
decisions in the future.
Reference: Technical Debt: Definition, Types, and Management.
Question #398
A project manager is working on a large project with a very difficult client. During the course of the project, the project manager realizes that if the project team had a little more time and funding to make some minor changes, the client could realize the benefits of 25% of the project outcomes early.
How should the project manager approach this?
- A . Concentrate on the current project milestones.
- B . Update the project management plan for this new work.
- C . Develop a business case and submit it to the client.
- D . Make all the changes and then show the client the results.
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, a business case is a document that provides the justification for undertaking a project or an additional scope, based on the estimated costs, benefits, and risks. A project manager should develop a business case and submit it to the client when they realize that some minor changes could deliver significant benefits to the client early. This will help to communicate the value proposition of the changes, and to seek the client’s approval and support. Developing a business case and submitting it to the client is the best approach that the project manager should take in this situation. Concentrating on the current project milestones (A) may not be optimal or beneficial, as it may miss the opportunity to enhance the client satisfaction and project outcomes. Updating the project management plan for this new work (B) may not be feasible or ethical, as it may violate the project scope, schedule, and budget baselines, and the agreed-upon project objectives and deliverables. Making all the changes and then showing the client the results (D) may not be appropriate or acceptable, as it may create scope creep, increase project risks, and damage the trust and relationship with the client.
Reference: PMBOK Guide, 6th edition, pages 33, 75, 129.
C
Explanation:
According to the PMBOK Guide, a business case is a document that provides the justification for undertaking a project or an additional scope, based on the estimated costs, benefits, and risks. A project manager should develop a business case and submit it to the client when they realize that some minor changes could deliver significant benefits to the client early. This will help to communicate the value proposition of the changes, and to seek the client’s approval and support. Developing a business case and submitting it to the client is the best approach that the project manager should take in this situation. Concentrating on the current project milestones (A) may not be optimal or beneficial, as it may miss the opportunity to enhance the client satisfaction and project outcomes. Updating the project management plan for this new work (B) may not be feasible or ethical, as it may violate the project scope, schedule, and budget baselines, and the agreed-upon project objectives and deliverables. Making all the changes and then showing the client the results (D) may not be appropriate or acceptable, as it may create scope creep, increase project risks, and damage the trust and relationship with the client.
Reference: PMBOK Guide, 6th edition, pages 33, 75, 129.
Question #399
During a team meeting the project manager asks the team to complete a personality assessment to help everyone understand themselves and one another better. The project manager analyzes the results and realizes that more than one-half of team members are introverts.
What should the project manager do?
- A . Present brainstorming topics a day before the session so the team can reflect and contribute more fully during the session
- B . Adjust the lighting and ambient sounds in the work and common areas to create a relaxing work atmosphere
- C . Ensure the team understands that their input needs to be fully articulated and explained to all team members during daily standups
- D . Require everyone to share personal details at the start of each team meeting to allow learn members to get to know one another
Correct Answer: A
A
Explanation:
Introverts often prefer to have time to reflect on topics before discussing them in a group setting. By presenting brainstorming topics a day before the session, the project manager can give introverted team members time to process the information and formulate their thoughts. This approach can help to ensure that all team members, regardless of their personality type, are able to contribute fully during the session.
Reference: PMBOK Guide, 6th Edition, Section 9.4 Manage Team
A
Explanation:
Introverts often prefer to have time to reflect on topics before discussing them in a group setting. By presenting brainstorming topics a day before the session, the project manager can give introverted team members time to process the information and formulate their thoughts. This approach can help to ensure that all team members, regardless of their personality type, are able to contribute fully during the session.
Reference: PMBOK Guide, 6th Edition, Section 9.4 Manage Team
Question #400
A project manager is leading the development of a mobile banking application using a hybrid approach. The team has been holding daily standup meetings each workday morning. Due to an unexpected issue, 50% of the team has to work from home. The bank’s management directed the team not to have in-person daily standups. Various team members are complaining about this, stating that there is a lack of information sharing among the team.
What should the project manager do?
- A . Postpone the daily standups and ask the team members to update the project manager daily via messaging.
- B . Hold virtual daily standups each workday morning and use collaboration tools to manage project updates.
- C . Delegate authority to the team members and ask them to submit weekly status reports instead.
- D . Ask senior management for permission to hold in-person team meetings once each week.
Correct Answer: B
B
Explanation:
In a hybrid work environment, especially when a significant portion of the team is working remotely, it is crucial to maintain regular communication and collaboration. Holding virtual daily standups each workday morning using collaboration tools ensures that all team members are informed and can share updates, progress, and any blockers they may be facing. This approach aligns with best practices for managing remote or hybrid teams, as it allows for consistent communication and fosters a sense of team unity and engagement12. It also adheres to the bank’s directive of not having in-person daily standups while still ensuring that the necessary information sharing among the team members takes place.
Reference: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition and Standards. Project Management Institute.)
B
Explanation:
In a hybrid work environment, especially when a significant portion of the team is working remotely, it is crucial to maintain regular communication and collaboration. Holding virtual daily standups each workday morning using collaboration tools ensures that all team members are informed and can share updates, progress, and any blockers they may be facing. This approach aligns with best practices for managing remote or hybrid teams, as it allows for consistent communication and fosters a sense of team unity and engagement12. It also adheres to the bank’s directive of not having in-person daily standups while still ensuring that the necessary information sharing among the team members takes place.
Reference: (Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition and Standards. Project Management Institute.)