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 #431
As part of the strategic plan, a company decides to implement a new software platform to manage a centralized document repository. Some requirements are clear and some need more detail.
What should the project manager do first to decide how to manage this project?
- A . Select a predictive development life cycle based on the team’s experience
- B . Determine the most appropriate life cycle approach for the project
- C . Register all requirements into a backlog for further detailed analysis.
- D . Split the requirements, put them into two separate projects, and apply different approaches
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, the project manager should select the most appropriate life cycle approach for the project based on various factors, such as the project objectives, scope, complexity, uncertainty, risk, delivery strategy, stakeholder involvement, and team pReference. The project manager should not select a life cycle approach based solely on the team’s experience, as this may not suit the project characteristics and requirements. The project manager should not register all requirements into a backlog or split the requirements into two separate projects before determining the best way to manage the project. These actions may be done later, depending on the chosen life cycle approach.
Reference: PMBOK Guide, 7th edition, pages 45-46, 49-50.
B
Explanation:
According to the PMBOK Guide, the project manager should select the most appropriate life cycle approach for the project based on various factors, such as the project objectives, scope, complexity, uncertainty, risk, delivery strategy, stakeholder involvement, and team pReference. The project manager should not select a life cycle approach based solely on the team’s experience, as this may not suit the project characteristics and requirements. The project manager should not register all requirements into a backlog or split the requirements into two separate projects before determining the best way to manage the project. These actions may be done later, depending on the chosen life cycle approach.
Reference: PMBOK Guide, 7th edition, pages 45-46, 49-50.
Question #432
A project manager has considered a detailed and expensive training plan for a new technology for all team members. The training is needed several months into the execution phase of a project Surprisingly. many problems still appear that are related to the team members’ lack of competence and the training costs are now negatively impacting the budget baseline.
What should the project manager do next?
- A . Select resources who are more experienced with the new technology
- B . Perform a root-cause analysis to measure how the new training will address the issue
- C . Include in the risk register a risk of unskilled resources for the new technology
- D . Elaborate and socialize the team charter as per the resource management plan
Correct Answer: D
D
Explanation:
The project manager is facing issues related to the team members’ lack of competence and the training costs are negatively impacting the budget baseline. In such a scenario, the project manager
should elaborate and socialize the team charter as per the resource management plan. This will ensure that all team members are aware of their roles and responsibilities, and the expectations from them. It will also help in aligning the team members with the project objectives and goals.
Reference: Professional in Business Analysis Reference Materials source and documents
D
Explanation:
The project manager is facing issues related to the team members’ lack of competence and the training costs are negatively impacting the budget baseline. In such a scenario, the project manager
should elaborate and socialize the team charter as per the resource management plan. This will ensure that all team members are aware of their roles and responsibilities, and the expectations from them. It will also help in aligning the team members with the project objectives and goals.
Reference: Professional in Business Analysis Reference Materials source and documents
Question #433
A project manager is leading a product feature rollout that will gain more subscribers for a video-streaming application. During the backlog grooming phase, the business stakeholders were unable to understand the feature integration with the product and raised concerns.
What can the project manager do to demonstrate the feature integration?
- A . Involve business stakeholders in the iteration retrospective.
- B . Include the business stakeholders in the iteration review.
- C . Review the backlog in detail with the business stakeholders.
- D . Create a task for the iteration review and add it to the backlog.
Correct Answer: B
B
Explanation:
In Agile project management, the iteration review is a meeting held at the end of an iteration where the team demonstrates the work completed during the iteration. This event is an opportunity for the project manager to show the business stakeholders the integrated features in action, thus addressing their concerns about understanding the feature integration with the product. It allows stakeholders to see the tangible results of the development efforts and provides a platform for immediate feedback.
Reference: The answer is based on general Agile practices and the role of iteration reviews in Agile project management, which are commonly included in PMP study materials and the PMBOK guide.
B
Explanation:
In Agile project management, the iteration review is a meeting held at the end of an iteration where the team demonstrates the work completed during the iteration. This event is an opportunity for the project manager to show the business stakeholders the integrated features in action, thus addressing their concerns about understanding the feature integration with the product. It allows stakeholders to see the tangible results of the development efforts and provides a platform for immediate feedback.
Reference: The answer is based on general Agile practices and the role of iteration reviews in Agile project management, which are commonly included in PMP study materials and the PMBOK guide.
Question #434
A human resources (HR) cost report was disclosed, by error, to all members of the project team. This situation generated a conflict between the team members about differences in their salaries.
What should the project manager have done to avoid this situation?
- A . Ensured reports with significant information were not included in the communications management plan
- B . Defined the appropriate recipients for the report in the communications management plan
- C . Included noncompliance punishment measures in the communications management plan
- D . Validated the information and the appropriate recipients per the communications management plan
Correct Answer: B
B
Explanation:
The communications management plan is a key component of the project management plan that outlines how project communications will be planned, structured, implemented, and monitored for effectiveness. It includes stakeholder communication requirements, information descriptions, methods or media for delivery, time frame and frequency, and the sender. Importantly, it also addresses methods for handling sensitive or proprietary information, which would include HR cost reports. By defining the appropriate recipients for sensitive reports within the communications management plan, the project manager can ensure that such information is only disclosed to authorized individuals, thereby avoiding the inadvertent sharing of sensitive data1.
Reference: Communications management plan – Lovepmp1.
B
Explanation:
The communications management plan is a key component of the project management plan that outlines how project communications will be planned, structured, implemented, and monitored for effectiveness. It includes stakeholder communication requirements, information descriptions, methods or media for delivery, time frame and frequency, and the sender. Importantly, it also addresses methods for handling sensitive or proprietary information, which would include HR cost reports. By defining the appropriate recipients for sensitive reports within the communications management plan, the project manager can ensure that such information is only disclosed to authorized individuals, thereby avoiding the inadvertent sharing of sensitive data1.
Reference: Communications management plan – Lovepmp1.
Question #435
A project manager prepared a project benefits management plan.
Which of the following should be included in this document?
- A . Project requirements, target benefits, issue log, metrics
- B . Target benefits, strategic alignment, time frame for realizing benefits
- C . Strategic alignment, benefits owner, risk register
- D . Target benefits, benefits owner, lessons learned
Correct Answer: B
B
Explanation:
A project benefits management plan should include the target benefits, which are the expected tangible and intangible outcomes that provide value to stakeholders. It should also detail the strategic alignment, showing how the project aligns with the organization’s objectives and strategy. Additionally, the plan should outline the time frame for realizing the benefits, indicating when and how the benefits will be delivered123.
Reference: Project Benefits Management Plan: PMP Exam Master Tips1
Benefits Management for Projects: Making a Benefits Management Plan2 Benefits Management Plan – Project Management Knowledge3
B
Explanation:
A project benefits management plan should include the target benefits, which are the expected tangible and intangible outcomes that provide value to stakeholders. It should also detail the strategic alignment, showing how the project aligns with the organization’s objectives and strategy. Additionally, the plan should outline the time frame for realizing the benefits, indicating when and how the benefits will be delivered123.
Reference: Project Benefits Management Plan: PMP Exam Master Tips1
Benefits Management for Projects: Making a Benefits Management Plan2 Benefits Management Plan – Project Management Knowledge3
Question #436
The project manager is reviewing the program risks and issues with key stakeholders One of the stakeholders wants to understand when the risk may potentially become an issue.
What artifact should the project manager share with the stakeholder?
- A . Issue log
- B . Project management plan
- C . Risk management plan
- D . Risk register
Correct Answer: D
D
Explanation:
The risk register is an artifact that records the identified risks, their probability and impact, their status, and their response plans. It also tracks the risk triggers, which are the indicators or warning signs that a risk is about to occur. By sharing the risk register with the stakeholder, the project manager can show when a risk may potentially become an issue, based on the risk triggers and the risk status. The risk register also helps the project manager and the stakeholder to monitor and control the risks and their impacts throughout the project life cycle.
Reference: The PMI Guide to Business Analysis Includes. The Standard for Business Analysis, Chapter 4: Business
Analysis Planning and Monitoring, Section 4.3.4: Plan Risk Management
Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning the Business Analysis
Approach, Section 4.6: Risk Management Plan
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 6: Business Analysis Planning
and Monitoring, Section 6.6: Risk Analysis and Management
Seven Steps to Mastering Business Analysis, Chapter 7: Requirements Analysis, Section 7.4: Risk Analysis
D
Explanation:
The risk register is an artifact that records the identified risks, their probability and impact, their status, and their response plans. It also tracks the risk triggers, which are the indicators or warning signs that a risk is about to occur. By sharing the risk register with the stakeholder, the project manager can show when a risk may potentially become an issue, based on the risk triggers and the risk status. The risk register also helps the project manager and the stakeholder to monitor and control the risks and their impacts throughout the project life cycle.
Reference: The PMI Guide to Business Analysis Includes. The Standard for Business Analysis, Chapter 4: Business
Analysis Planning and Monitoring, Section 4.3.4: Plan Risk Management
Business Analysis for Practitioners: A Practice Guide, Chapter 4: Planning the Business Analysis
Approach, Section 4.6: Risk Management Plan
Business Analysis Techniques: 72 Essential Tools For Success, Chapter 6: Business Analysis Planning
and Monitoring, Section 6.6: Risk Analysis and Management
Seven Steps to Mastering Business Analysis, Chapter 7: Requirements Analysis, Section 7.4: Risk Analysis
Question #437
During the execution of a maintenance project the contractor submits an offer for additional work
The project manager realizes that the activities billed are included in the initial scope of work.
What should the project manager do next in this situation?
- A . Review the project scope and negotiate with the contractor
- B . Refuse the offer as it is included in the initial project scope
- C . Review the project costs and communicate this to the project sponsor
- D . Submit a change request to approve the offer
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, the project scope is the work that needs to be accomplished to deliver a product, service, or result with the specified features and functions1. The project scope statement defines the project scope and documents the project deliverables, acceptance criteria, assumptions, and constraints2. The project manager is responsible for ensuring that the project scope is managed and controlled throughout the project life cycle3. If the contractor submits an offer for additional work that is already included in the initial project scope, the project manager should refuse the offer as it is not a valid change request and does not add any value to the project. The project manager should also communicate with the contractor to clarify the project scope and avoid
any misunderstandings or conflicts.
Reference: 1: PMBOK Guide, 6th edition, p. 154
2: PMBOK Guide, 6th edition, p. 157
3: PMBOK Guide, 6th edition, p. 171
B
Explanation:
According to the PMBOK Guide, the project scope is the work that needs to be accomplished to deliver a product, service, or result with the specified features and functions1. The project scope statement defines the project scope and documents the project deliverables, acceptance criteria, assumptions, and constraints2. The project manager is responsible for ensuring that the project scope is managed and controlled throughout the project life cycle3. If the contractor submits an offer for additional work that is already included in the initial project scope, the project manager should refuse the offer as it is not a valid change request and does not add any value to the project. The project manager should also communicate with the contractor to clarify the project scope and avoid
any misunderstandings or conflicts.
Reference: 1: PMBOK Guide, 6th edition, p. 154
2: PMBOK Guide, 6th edition, p. 157
3: PMBOK Guide, 6th edition, p. 171
Question #438
A project manager is managing an agile project that is part of a program with many interconnected projects. Dependency management is fundamental because there will be many milestones for different projects that are dependent upon each other during the program duration.
What should the project manager do?
- A . Assign a development team member to have the responsibility of managing dependencies.
- B . Suggest that each project develops a high-level plan to monitor the dependencies
- C . Recommend switching to a predictive approach to have detailed plans to manage the dependencies
- D . Continue the project with 2-week iterations as dependencies will be managed individually
Correct Answer: B
B
Explanation:
In an agile project that is part of a larger program with interconnected projects, it is essential to have a high-level plan to monitor dependencies. This ensures that all projects within the program are aligned and that dependencies are managed proactively. The PMI’s guidance on agile project management recognizes the importance of visibility and coordination among projects to manage dependencies effectively12. By developing a high-level plan, the project manager can facilitate collaboration and communication across projects, which is crucial for identifying and addressing potential issues early on.
Reference: The recommendation is based on best practices in agile project management, which include planning and collaboration as key components for managing dependencies among multiple projects123.
B
Explanation:
In an agile project that is part of a larger program with interconnected projects, it is essential to have a high-level plan to monitor dependencies. This ensures that all projects within the program are aligned and that dependencies are managed proactively. The PMI’s guidance on agile project management recognizes the importance of visibility and coordination among projects to manage dependencies effectively12. By developing a high-level plan, the project manager can facilitate collaboration and communication across projects, which is crucial for identifying and addressing potential issues early on.
Reference: The recommendation is based on best practices in agile project management, which include planning and collaboration as key components for managing dependencies among multiple projects123.
Question #439
A senior project manager has included a junior project manager as part of the project team. During a coaching session, the junior project manager asks the senior project manager how to be efficient and reduce rework.
How should the senior project manager respond?
- A . Use a work breakdown structure (WBS) to create a project schedule based on the project and resource requirements.
- B . Monitor resource allocation to ensure that team members work 8 hours per day.
- C . Assign project tasks to the team regardless of their skills to accomplish the project schedule.
- D . Schedule daily meetings with key stakeholders to assess the effectiveness of the project management plan.
Correct Answer: A
A
Explanation:
The use of a Work Breakdown Structure (WBS) is a fundamental project management tool that helps in organizing the team’s work into manageable sections. The PMBOK Guide highlights that the WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables2. By breaking down the project into smaller components, the WBS allows for more accurate and efficient planning, scheduling, and allocation of resources, which in turn reduces the likelihood of rework due to oversight or miscommunication3.
Reference: PMBOK® Guide C Seventh Edition2; Professional in Business Analysis Reference Materials3.
A
Explanation:
The use of a Work Breakdown Structure (WBS) is a fundamental project management tool that helps in organizing the team’s work into manageable sections. The PMBOK Guide highlights that the WBS is a hierarchical decomposition of the total scope of work to be carried out by the project team to accomplish the project objectives and create the required deliverables2. By breaking down the project into smaller components, the WBS allows for more accurate and efficient planning, scheduling, and allocation of resources, which in turn reduces the likelihood of rework due to oversight or miscommunication3.
Reference: PMBOK® Guide C Seventh Edition2; Professional in Business Analysis Reference Materials3.
Question #440
During the last sprint review, the mam stakeholder complained that the product was missing many features they had been expecting. The project team argued that every increment met the acceptance criteria and was approved by the mam stakeholder. The cost performance index (CPI) of the project is 1 15 and the schedule performance index (SPI) is 1.43
What should the project manager do?
- A . Ask the project team to perform the modifications since the project budget and schedule can support them.
- B . Ask the stakeholder to submit a change request to increase the budget and time for the modifications requested
- C . Explain to the stakeholder that since the acceptance criteria for every increment were met the project can be closed.
- D . Analyze the reason for the gap in understanding with both sides and negotiate a solution
Correct Answer: D
D
Explanation:
The project manager should analyze the reason for the gap in understanding with both sides and negotiate a solution, as this is a strategy for managing stakeholder dissatisfaction in agile projects. According to the Agile Alliance, one of the principles of agile software development is to satisfy the customer through early and continuous delivery of valuable software. However, sometimes the customer or stakeholder may not be satisfied with the product, even if it meets the acceptance criteria and is approved by them. This may happen due to various reasons, such as unclear or changing requirements, miscommunication, unrealistic expectations, or lack of feedback. The project manager should identify the root cause of the dissatisfaction and try to resolve it through dialogue and collaboration. The project manager should also use agile techniques, such as backlog refinement, user stories, sprint reviews, and retrospectives, to ensure that the product delivers value to the stakeholder and aligns with their vision and goals1.
The other options, asking the project team to perform the modifications, asking the stakeholder to submit a change request, or explaining to the stakeholder that the project can be closed, are not the best ways to manage stakeholder dissatisfaction in agile projects. Asking the project team to perform the modifications may not address the underlying issue of the dissatisfaction and may also introduce new risks or defects to the product. Asking the stakeholder to submit a change request may not be feasible or appropriate in an agile environment, where changes are expected and welcomed, as long as they add value to the product and do not compromise the quality or scope2. Explaining to the stakeholder that the project can be closed may not satisfy the stakeholder or improve the relationship, as it may imply that the project manager is not willing to listen to their feedback or concerns.
Reference: 3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 13 2 Agile Practice Guide, Chapter 2 1 Effective Ways for Stakeholder Management in Agile – Premier Agile 4.
How to Explain Agile to Your Stakeholders | Agile Alliance
D
Explanation:
The project manager should analyze the reason for the gap in understanding with both sides and negotiate a solution, as this is a strategy for managing stakeholder dissatisfaction in agile projects. According to the Agile Alliance, one of the principles of agile software development is to satisfy the customer through early and continuous delivery of valuable software. However, sometimes the customer or stakeholder may not be satisfied with the product, even if it meets the acceptance criteria and is approved by them. This may happen due to various reasons, such as unclear or changing requirements, miscommunication, unrealistic expectations, or lack of feedback. The project manager should identify the root cause of the dissatisfaction and try to resolve it through dialogue and collaboration. The project manager should also use agile techniques, such as backlog refinement, user stories, sprint reviews, and retrospectives, to ensure that the product delivers value to the stakeholder and aligns with their vision and goals1.
The other options, asking the project team to perform the modifications, asking the stakeholder to submit a change request, or explaining to the stakeholder that the project can be closed, are not the best ways to manage stakeholder dissatisfaction in agile projects. Asking the project team to perform the modifications may not address the underlying issue of the dissatisfaction and may also introduce new risks or defects to the product. Asking the stakeholder to submit a change request may not be feasible or appropriate in an agile environment, where changes are expected and welcomed, as long as they add value to the product and do not compromise the quality or scope2. Explaining to the stakeholder that the project can be closed may not satisfy the stakeholder or improve the relationship, as it may imply that the project manager is not willing to listen to their feedback or concerns.
Reference: 3 A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 13 2 Agile Practice Guide, Chapter 2 1 Effective Ways for Stakeholder Management in Agile – Premier Agile 4.
How to Explain Agile to Your Stakeholders | Agile Alliance