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 #421
A project manager has been assigned to a hybrid project that must receive approval from a government regulator. During the daily standups, one member reported an impediment that requires collaboration from an expert who is assigned to another project.
What should the project manager do first in this situation?
- A . Review the project’s key performance indicators (KPIs) to determine the impact of this assignment.
- B . Check the expert’s availability within the organization on an as-needed basis.
- C . Develop the team member’s capacities through mentoring and training.
- D . Ask the project sponsor to assign a new resource with the necessary expertise to the team.
Correct Answer: C
C
Explanation:
In a hybrid project, especially one that requires approval from a government regulator, it is crucial to address impediments promptly to maintain project momentum and compliance. The first action should be to check the availability of the expert within the organization who can collaborate on an as-needed basis. This approach allows for a quick response to the impediment without the delays that might come with other options, such as training or requesting additional resources, which could be more time-consuming and may not immediately resolve the issue.
Reference: Hybrid project methodologies and collaboration in governmental project implementation12.
C
Explanation:
In a hybrid project, especially one that requires approval from a government regulator, it is crucial to address impediments promptly to maintain project momentum and compliance. The first action should be to check the availability of the expert within the organization who can collaborate on an as-needed basis. This approach allows for a quick response to the impediment without the delays that might come with other options, such as training or requesting additional resources, which could be more time-consuming and may not immediately resolve the issue.
Reference: Hybrid project methodologies and collaboration in governmental project implementation12.
Question #422
A project sponsor is concerned that the scope is not being met correctly and has questioned several team members about this individually. When the project sponsor approached the project manager, the project manager realized that the issue was that the project sponsor understood the scope in a different manner than the project team.
What should the project manager do to address this issue?
- A . Request that the project team change their task deliverables to reflect the project sponsor’s requirements.
- B . Set up a daily standup and request that the project sponsor attend to understand the project’s tasks and deliverables.
- C . Ask the project team to compile a project scope document and obtain approval from the project sponsor.
- D . Facilitate a stakeholder alignment session so that the team and project sponsor are in agreement with the deliverables.
Correct Answer: D
D
Explanation:
The best course of action when there is a misalignment of understanding regarding the project scope between the project sponsor and the project team is to facilitate a stakeholder alignment session. This approach is supported by the PMBOK’s emphasis on the importance of stakeholder engagement and communication to ensure a shared understanding of the project’s objectives and deliverables12. It is also in line with the PMI-PBA’s focus on ensuring that all stakeholders have a common understanding of the project scope and objectives, which is crucial for successful project outcomes34.
Reference: PMBOK Guide and Standards1
Scope Management | PMI2
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3 Link your business analysis plan to the organization’s strategy | IIBA®4
D
Explanation:
The best course of action when there is a misalignment of understanding regarding the project scope between the project sponsor and the project team is to facilitate a stakeholder alignment session. This approach is supported by the PMBOK’s emphasis on the importance of stakeholder engagement and communication to ensure a shared understanding of the project’s objectives and deliverables12. It is also in line with the PMI-PBA’s focus on ensuring that all stakeholders have a common understanding of the project scope and objectives, which is crucial for successful project outcomes34.
Reference: PMBOK Guide and Standards1
Scope Management | PMI2
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3 Link your business analysis plan to the organization’s strategy | IIBA®4
Question #422
A project sponsor is concerned that the scope is not being met correctly and has questioned several team members about this individually. When the project sponsor approached the project manager, the project manager realized that the issue was that the project sponsor understood the scope in a different manner than the project team.
What should the project manager do to address this issue?
- A . Request that the project team change their task deliverables to reflect the project sponsor’s requirements.
- B . Set up a daily standup and request that the project sponsor attend to understand the project’s tasks and deliverables.
- C . Ask the project team to compile a project scope document and obtain approval from the project sponsor.
- D . Facilitate a stakeholder alignment session so that the team and project sponsor are in agreement with the deliverables.
Correct Answer: D
D
Explanation:
The best course of action when there is a misalignment of understanding regarding the project scope between the project sponsor and the project team is to facilitate a stakeholder alignment session. This approach is supported by the PMBOK’s emphasis on the importance of stakeholder engagement and communication to ensure a shared understanding of the project’s objectives and deliverables12. It is also in line with the PMI-PBA’s focus on ensuring that all stakeholders have a common understanding of the project scope and objectives, which is crucial for successful project outcomes34.
Reference: PMBOK Guide and Standards1
Scope Management | PMI2
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3 Link your business analysis plan to the organization’s strategy | IIBA®4
D
Explanation:
The best course of action when there is a misalignment of understanding regarding the project scope between the project sponsor and the project team is to facilitate a stakeholder alignment session. This approach is supported by the PMBOK’s emphasis on the importance of stakeholder engagement and communication to ensure a shared understanding of the project’s objectives and deliverables12. It is also in line with the PMI-PBA’s focus on ensuring that all stakeholders have a common understanding of the project scope and objectives, which is crucial for successful project outcomes34.
Reference: PMBOK Guide and Standards1
Scope Management | PMI2
PMI Professional in Business Analysis (PMI-PBA)® Examination Content Outline3 Link your business analysis plan to the organization’s strategy | IIBA®4
Question #424
A project sponsor insists that the project scope for a new product launch should include two geographical locations. However, after the project scoping session was done, a project charter was completed and approved with one location only.
What should the project manager do?
- A . Ask the sponsor to increase the budget and schedule of the project to accommodate the additional scope.
- B . Encourage the sponsor to start another project for the additional location so that the current project is not impacted.
- C . Assess the impact to the scope and submit a change request for approval of the two locations before including them in the scope of the project.
- D . Discuss with the sponsor that the project scope is approved and it is not possible to include two locations as it will affect the budget.
Correct Answer: C
C
Explanation:
In this scenario, the project manager should assess the impact of including an additional geographical location in the project scope. This involves conducting a change impact analysis to understand how the change will affect the project’s objectives, timeline, budget, and resources. Once the impact is assessed, the project manager should submit a change request for the inclusion of the two locations. The change request will be reviewed and approved by the project governance body, such as the project board or change control board, as part of the integrated change control process. This ensures that any scope changes are formally documented, evaluated, and approved before being implemented.
Reference: PMBOK® Guide C Sixth Edition, Section 4.3 Direct and Manage Project Work; Section 4.6 Perform Integrated Change Control; Managing Change Practice Guide | PMI1.
C
Explanation:
In this scenario, the project manager should assess the impact of including an additional geographical location in the project scope. This involves conducting a change impact analysis to understand how the change will affect the project’s objectives, timeline, budget, and resources. Once the impact is assessed, the project manager should submit a change request for the inclusion of the two locations. The change request will be reviewed and approved by the project governance body, such as the project board or change control board, as part of the integrated change control process. This ensures that any scope changes are formally documented, evaluated, and approved before being implemented.
Reference: PMBOK® Guide C Sixth Edition, Section 4.3 Direct and Manage Project Work; Section 4.6 Perform Integrated Change Control; Managing Change Practice Guide | PMI1.
Question #425
A project manager identifies a risk that has a high probability of occurring.
How should the project manager manage this risk?
- A . Submit a change request to transfer the risk to a third party in case it becomes an issue.
- B . Remove the user stories associated to that risk and avoid the impact to the project deliverables.
- C . Assign a qualified team member to be the risk manager for the project.
- D . Ask the team to monitor the risk and provide an alert if it becomes an issue.
Correct Answer: D
D
Explanation:
When a project manager identifies a risk with a high probability of occurring, the appropriate response is to monitor the risk closely. This involves asking the team to keep an eye on the risk and provide alerts if it becomes an issue. This approach is aligned with the proactive risk management practices advocated by PMI, where risks are continuously monitored and managed throughout the project lifecycle. It allows the project team to respond quickly to changes and implement risk response plans as necessary.
Reference: The PMBOK® Guide C Sixth Edition provides guidelines on risk management processes which include monitoring risks. It emphasizes the importance of keeping track of identified risks, monitoring residual risks, and reviewing the execution of risk responses while evaluating their effectiveness throughout the project lifecycle1.
The Practice Standard for Project Risk Management by PMI also supports this approach, detailing how monitoring and controlling risks is a critical part of the risk management process2. Additionally, the PMP Exam Content Outline from PMI outlines the tasks associated with monitoring risks, which includes implementing risk response plans, tracking identified risks, and evaluating risk process effectiveness over the project’s duration3.
D
Explanation:
When a project manager identifies a risk with a high probability of occurring, the appropriate response is to monitor the risk closely. This involves asking the team to keep an eye on the risk and provide alerts if it becomes an issue. This approach is aligned with the proactive risk management practices advocated by PMI, where risks are continuously monitored and managed throughout the project lifecycle. It allows the project team to respond quickly to changes and implement risk response plans as necessary.
Reference: The PMBOK® Guide C Sixth Edition provides guidelines on risk management processes which include monitoring risks. It emphasizes the importance of keeping track of identified risks, monitoring residual risks, and reviewing the execution of risk responses while evaluating their effectiveness throughout the project lifecycle1.
The Practice Standard for Project Risk Management by PMI also supports this approach, detailing how monitoring and controlling risks is a critical part of the risk management process2. Additionally, the PMP Exam Content Outline from PMI outlines the tasks associated with monitoring risks, which includes implementing risk response plans, tracking identified risks, and evaluating risk process effectiveness over the project’s duration3.
Question #426
A project manager is working on the budget for a long-term project. The project manager creates a work breakdown structure (WBS) and estimates the cost for each work package based on past projects.
What else does the project manager need to do before determining the budget baseline?
- A . Look at a previous project to ensure the budget totals match.
- B . Require all stakeholders to review and approve the estimates.
- C . Revise the project timeline and scope based on the WBS.
- D . Add contingency into the budget for inflation and other changes.
Correct Answer: D
D
Explanation:
A cost baseline is the approved version of the projected costs for the entire project. It is fixed, and, along with other aspects of the project baseline, is used as a benchmark for the rest of the project1. A cost baseline includes the cost estimates for all the tasks on the project schedule, plus the contingency reserves for identified risks (known unknowns)2. A cost budget is the cost baseline plus the management reserves for unidentified risks (unknown unknowns)2. Therefore, before determining the cost baseline, the project manager needs to add contingency into the budget to account for inflation and other changes that may affect the project costs. This is different from looking at a previous project, requiring stakeholder approval, or revising the project timeline and scope, which are not necessary steps for creating a cost baseline.
Reference: 3: What Exactly is a Cost Baseline in Project Management? | Runn
2: Project Cost Management: Cost Baseline vs Budget for PMP Exam
D
Explanation:
A cost baseline is the approved version of the projected costs for the entire project. It is fixed, and, along with other aspects of the project baseline, is used as a benchmark for the rest of the project1. A cost baseline includes the cost estimates for all the tasks on the project schedule, plus the contingency reserves for identified risks (known unknowns)2. A cost budget is the cost baseline plus the management reserves for unidentified risks (unknown unknowns)2. Therefore, before determining the cost baseline, the project manager needs to add contingency into the budget to account for inflation and other changes that may affect the project costs. This is different from looking at a previous project, requiring stakeholder approval, or revising the project timeline and scope, which are not necessary steps for creating a cost baseline.
Reference: 3: What Exactly is a Cost Baseline in Project Management? | Runn
2: Project Cost Management: Cost Baseline vs Budget for PMP Exam
Question #427
A consultancy firm is finally selected and contracted for a project following an extensive and competitive procurement process. A few months into project execution, the client asks the project manager why the consultant is contracted for only 18 months instead of the full 32-month-long project. The project manager will need to carry out an unplanned second bidding process to ensure services are in place until the end of the project.
What should the project manager have done to prevent this?
- A . Developed a detailed, phased procurement management plan including all activities required and had the client approve it.
- B . Included the client in all negotiation phases with the consultancy to obtain their advanced approval before signing the contract.
- C . Prepared and negotiated a second contract with the consultancy firm for the remaining 14 months after the first contract signature.
- D . Agreed beforehand with the client on the frequency of reporting on the status of the procurement activities within the project.
Correct Answer: A
A
Explanation:
The best practice in project management, as per the PMBOK® Guide, involves developing a comprehensive procurement management plan. This plan should detail all the necessary procurement activities, timelines, and resources required for the project. Having the client approve this plan ensures that both the project manager and the client have a mutual understanding of the procurement timeline and deliverables, which would prevent the scenario of an unexpected contract duration discrepancy.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition1.
A
Explanation:
The best practice in project management, as per the PMBOK® Guide, involves developing a comprehensive procurement management plan. This plan should detail all the necessary procurement activities, timelines, and resources required for the project. Having the client approve this plan ensures that both the project manager and the client have a mutual understanding of the procurement timeline and deliverables, which would prevent the scenario of an unexpected contract duration discrepancy.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition1.
Question #428
While managing a project, the project manager has just noticed that the last several monthly invoices have been challenged by the client when they were clearly defined. The actual invoice payments received have also been late and were outside of the contracted payment schedule Recent invoices have only been partially paid
What should the project manager do?
- A . Add nonpayment to the issue log and keep tracking payments
- B . Hold a meeting with the client to address the issue
- C . Review past projects for payment-related lessons learned
- D . Conduct a meeting with the project team to update the procurement management plan
Correct Answer: B
B
Explanation:
The project manager should hold a meeting with the client to address the issue of the challenged and delayed payments. This is because the payment issue is a potential risk that could affect the project performance, cash flow, and stakeholder satisfaction. The project manager should communicate with the client to understand the root cause of the problem, clarify the expectations and obligations of both parties, and negotiate a mutually acceptable solution. The project manager should also document the issue and the agreed actions, and monitor the progress of the resolution. The other options are not as effective or appropriate as holding a meeting with the client. Adding nonpayment to the issue log and keeping tracking payments is a passive and reactive approach that does not address the underlying problem or prevent it from recurring. Reviewing past projects for payment-related lessons learned is a good practice, but it may not be relevant or applicable to the current situation, and it does not involve the client’s input or feedback. Conducting a meeting with the project team to update the procurement management plan is not necessary, as the payment issue is not related to the procurement process, and it may not reflect the client’s perspective or agreement.
Reference: PMBOK Guide, 6th edition, Chapter 10.3.2, 12.3.2, 13.3.2,.
How to Manage Project Payments – ProjectManager.com
B
Explanation:
The project manager should hold a meeting with the client to address the issue of the challenged and delayed payments. This is because the payment issue is a potential risk that could affect the project performance, cash flow, and stakeholder satisfaction. The project manager should communicate with the client to understand the root cause of the problem, clarify the expectations and obligations of both parties, and negotiate a mutually acceptable solution. The project manager should also document the issue and the agreed actions, and monitor the progress of the resolution. The other options are not as effective or appropriate as holding a meeting with the client. Adding nonpayment to the issue log and keeping tracking payments is a passive and reactive approach that does not address the underlying problem or prevent it from recurring. Reviewing past projects for payment-related lessons learned is a good practice, but it may not be relevant or applicable to the current situation, and it does not involve the client’s input or feedback. Conducting a meeting with the project team to update the procurement management plan is not necessary, as the payment issue is not related to the procurement process, and it may not reflect the client’s perspective or agreement.
Reference: PMBOK Guide, 6th edition, Chapter 10.3.2, 12.3.2, 13.3.2,.
How to Manage Project Payments – ProjectManager.com
Question #429
A project manager has been managing a project for several months when an issue that had not been registered as a risk appeared. This issue may have a big impact on the project.
What should the project manager do?
- A . Delay the project until the issue is addressed and no longer presents as a risk to the project.
- B . Inform the sponsor that the issue has arisen and that the project’s success may be uncertain
- C . Avoid managing the issue as it was not registered as a risk for the project and there is no planned response to it.
- D . Hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue
Correct Answer: D
D
Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. Issues can arise from various sources, such as risks, changes, defects, conflicts, or assumptions1. The project manager is responsible for managing issues throughout the project life cycle, using appropriate tools and techniques, such as issue log, issue escalation, and issue resolution1. When an issue arises, the project manager should not ignore it, delay it, or inform only the sponsor, as these actions may worsen the situation and jeopardize the project objectives. Instead, the project manager should hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue, considering the impact, urgency, and priority of the issue, as well as the available resources and alternatives1. The meeting should result in an action plan to resolve the issue, assign responsibilities, and monitor the progress and outcomes1. The meeting should also identify any lessons learned or preventive actions to avoid similar issues in the future1.
Reference: PMBOK® Guide
D
Explanation:
This answer is based on the PMBOK® Guide, which is one of the reference materials for the PMP exam1. According to the guide, an issue is a point or matter in question or in dispute, or a point or matter that is not settled and is under discussion or over which there are opposing views or disagreements1. Issues can arise from various sources, such as risks, changes, defects, conflicts, or assumptions1. The project manager is responsible for managing issues throughout the project life cycle, using appropriate tools and techniques, such as issue log, issue escalation, and issue resolution1. When an issue arises, the project manager should not ignore it, delay it, or inform only the sponsor, as these actions may worsen the situation and jeopardize the project objectives. Instead, the project manager should hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue, considering the impact, urgency, and priority of the issue, as well as the available resources and alternatives1. The meeting should result in an action plan to resolve the issue, assign responsibilities, and monitor the progress and outcomes1. The meeting should also identify any lessons learned or preventive actions to avoid similar issues in the future1.
Reference: PMBOK® Guide
Question #430
An agile team wants to maximize the work delivered for the upcoming project that involves considerable product complexity.
What should the project manager do to help improve the team’s collaboration approach?
- A . Meet with the human resources (HR) department to ask for team support.
- B . Follow the process of the most successful team in the organization.
- C . Compare the team’s velocity with other teams in the organization.
- D . Focus on the team’s engagement during the next retrospective meeting.
Correct Answer: D
D
Explanation:
In an agile environment, focusing on the team’s engagement during the retrospective meeting is crucial for continuous improvement and collaboration. The retrospective is a dedicated time to reflect on the past iteration, discuss what went well, what didn’t, and how the team can improve its processes and work environment. By actively engaging the team during this meeting, the project manager can facilitate a collaborative discussion that encourages team members to share their insights and ideas for maximizing work delivery despite the product’s complexity. This aligns with agile principles of self-organization and continuous improvement, fostering a collaborative team culture that can adapt to challenges and enhance performance.
Reference: The PMBOK® Guide emphasizes the importance of team engagement and iterative reflection for project success1.
The Agile Practice Guide, provided by PMI, supports the use of retrospectives for team improvement and effective collaboration2.
The PMI Guide to Business Analysis also highlights the role of collaboration and stakeholder engagement in achieving project objectives3.
D
Explanation:
In an agile environment, focusing on the team’s engagement during the retrospective meeting is crucial for continuous improvement and collaboration. The retrospective is a dedicated time to reflect on the past iteration, discuss what went well, what didn’t, and how the team can improve its processes and work environment. By actively engaging the team during this meeting, the project manager can facilitate a collaborative discussion that encourages team members to share their insights and ideas for maximizing work delivery despite the product’s complexity. This aligns with agile principles of self-organization and continuous improvement, fostering a collaborative team culture that can adapt to challenges and enhance performance.
Reference: The PMBOK® Guide emphasizes the importance of team engagement and iterative reflection for project success1.
The Agile Practice Guide, provided by PMI, supports the use of retrospectives for team improvement and effective collaboration2.
The PMI Guide to Business Analysis also highlights the role of collaboration and stakeholder engagement in achieving project objectives3.