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 #441
A project has come to the closing stage. The work is generally finished, and the project manager wants to commence the closure process for the project.
What should the project manager ensure is in place prior to the closing process?
- A . The organizational process assets (OPAs) have been updated.
- B . The contractual deliverables of the project have been accepted.
- C . It. The handover and deliverable acceptance have been completed.
- D . The lessons learned sessions have been conducted.
Correct Answer: B
B
Explanation:
The closing phase of project management is the final phase of the project lifecycle. This is the stage where all deliverables are finalized and formally transferred, and all documentation is signed off, approved, and archived1. The most important step of the project closing phase is getting formal sign-off and acceptance of the customer2. Because projects are initiated based on a business need and customer request. Therefore, if the customer does not accept the final outputs and product, a project cannot be closed2.
Reference: 7 Steps to Nail the Project Management Closure Process, Project Closing Phase: Do You Know the 8 Steps for Closing a Project?
B
Explanation:
The closing phase of project management is the final phase of the project lifecycle. This is the stage where all deliverables are finalized and formally transferred, and all documentation is signed off, approved, and archived1. The most important step of the project closing phase is getting formal sign-off and acceptance of the customer2. Because projects are initiated based on a business need and customer request. Therefore, if the customer does not accept the final outputs and product, a project cannot be closed2.
Reference: 7 Steps to Nail the Project Management Closure Process, Project Closing Phase: Do You Know the 8 Steps for Closing a Project?
Question #442
In a project using a hybrid approach, the performance of the team was consistently excellent during the predictive stages. When the iterations began, however, the team members started to show signs of low commitment, conflicts, and confusion, resulting in low morale.
What should the project manager do to handle this situation?
- A . Give team members more authority to make decisions.
- B . Perform team-building activities and enhance collaboration.
- C . Identify the team members who are impacting low morale.
- D . Coach the team members on agile processes and knowledge.
Correct Answer: B
B
Explanation:
According to the PMBOK® Guide, 7th edition, one of the principles of project management is to tailor the delivery approach based on context1. This principle suggests that project managers should select and adapt the delivery approach that best suits the project characteristics, stakeholder needs, and organizational goals. It also implies that project managers should recognize and respond to changes in the project environment and facilitate the transition between different delivery approaches1.
In a hybrid project, the delivery approach combines elements of predictive, adaptive, and iterative methods2. A hybrid project may start with a predictive phase to define the scope, schedule, and budget, and then switch to an adaptive or iterative phase to deliver the product or service incrementally2. A hybrid project may also use different delivery approaches for different components or work packages within the same project2.
In this scenario, the project manager observes that the team performance was excellent during the predictive stages, but declined when the iterations began. This could indicate that the team members are not comfortable or familiar with the change in the delivery approach, and that they are lacking the skills, mindset, or tools to work effectively in an adaptive or iterative environment.
Therefore, the best course of action for the project manager is to perform team-building activities and enhance collaboration. This will help the team to build trust, rapport, and cohesion among themselves and with other stakeholders, and to align their expectations, roles, and responsibilities with the new delivery approach. It will also help the team to learn and apply the agile values and principles, such as customer collaboration over contract negotiation and working software over comprehensive documentation3.
The other options are not as effective as option B.
Option A, giving team members more authority to make decisions, may be appropriate for an agile team, but it does not address the root cause of the problem, which is the change in the delivery approach. It may also create more confusion and conflicts if the team members are not clear about the decision-making process or criteria.
Option C, identifying the team members who are impacting low morale, may be helpful, but it does not solve the problem of the team’s performance. It may also create a blame culture or a sense of isolation among the team members.
Option D, coaching the team members on agile processes and knowledge, is also a good practice, but it is not sufficient to improve the team’s morale. Coaching should be complemented by team-building and collaboration activities to foster a positive and supportive team culture.
Reference: 1: PMBOK® Guide, 7th edition, page 10 2: PMBOK® Guide, 7th edition, page 19 3: Agile Manifesto,
B
Explanation:
According to the PMBOK® Guide, 7th edition, one of the principles of project management is to tailor the delivery approach based on context1. This principle suggests that project managers should select and adapt the delivery approach that best suits the project characteristics, stakeholder needs, and organizational goals. It also implies that project managers should recognize and respond to changes in the project environment and facilitate the transition between different delivery approaches1.
In a hybrid project, the delivery approach combines elements of predictive, adaptive, and iterative methods2. A hybrid project may start with a predictive phase to define the scope, schedule, and budget, and then switch to an adaptive or iterative phase to deliver the product or service incrementally2. A hybrid project may also use different delivery approaches for different components or work packages within the same project2.
In this scenario, the project manager observes that the team performance was excellent during the predictive stages, but declined when the iterations began. This could indicate that the team members are not comfortable or familiar with the change in the delivery approach, and that they are lacking the skills, mindset, or tools to work effectively in an adaptive or iterative environment.
Therefore, the best course of action for the project manager is to perform team-building activities and enhance collaboration. This will help the team to build trust, rapport, and cohesion among themselves and with other stakeholders, and to align their expectations, roles, and responsibilities with the new delivery approach. It will also help the team to learn and apply the agile values and principles, such as customer collaboration over contract negotiation and working software over comprehensive documentation3.
The other options are not as effective as option B.
Option A, giving team members more authority to make decisions, may be appropriate for an agile team, but it does not address the root cause of the problem, which is the change in the delivery approach. It may also create more confusion and conflicts if the team members are not clear about the decision-making process or criteria.
Option C, identifying the team members who are impacting low morale, may be helpful, but it does not solve the problem of the team’s performance. It may also create a blame culture or a sense of isolation among the team members.
Option D, coaching the team members on agile processes and knowledge, is also a good practice, but it is not sufficient to improve the team’s morale. Coaching should be complemented by team-building and collaboration activities to foster a positive and supportive team culture.
Reference: 1: PMBOK® Guide, 7th edition, page 10 2: PMBOK® Guide, 7th edition, page 19 3: Agile Manifesto,
Question #443
During the early phases of a project, mitigation actions were not executed in a timely manner; therefore, the project schedule was impacted. Several project stakeholders are now frustrated with the delays.
What should the project manager have done to manage the issue?
- A . Identified and reported the issue
- B . Monitored and controlled the issue
- C . Identified the appropriate response and had it implemented
- D . Communicated any identified action to impacted stakeholders
Correct Answer: C
C
Explanation:
According to the PMBOK Guide, issue management is the process of identifying and resolving issues that arise during the project life cycle1. Issues are problems that have already occurred and need to be addressed as soon as possible to avoid further negative impacts on the project objectives2. The project manager is responsible for managing issues and ensuring that they are resolved in a timely and effective manner3. One of the key steps in issue management is to identify the appropriate response and have it implemented4. This means that the project manager should analyze the issue, determine the best course of action, assign responsibilities, and monitor the progress of the resolution4. By doing so, the project manager can mitigate the impact of the issue on the project schedule and other aspects of the project performance4. The other options are not sufficient to manage the issue effectively. Identifying and reporting the issue (A) is necessary but not enough, as it does not involve taking any action to resolve the issue. Monitoring and controlling the issue (B) is also important but not sufficient, as it assumes that the issue has already been addressed and only needs to be tracked. Communicating any identified action to impacted stakeholders (D) is a good practice but not the primary responsibility of the project manager, as it does not ensure that the action is actually implemented and effective.
Reference: 1: PMBOK Guide, 6th edition, p. 89
2: PMBOK Guide, 6th edition, p. 456
3: PMBOK Guide, 6th edition, p. 457
4: PMBOK Guide, 6th edition, p. 458
C
Explanation:
According to the PMBOK Guide, issue management is the process of identifying and resolving issues that arise during the project life cycle1. Issues are problems that have already occurred and need to be addressed as soon as possible to avoid further negative impacts on the project objectives2. The project manager is responsible for managing issues and ensuring that they are resolved in a timely and effective manner3. One of the key steps in issue management is to identify the appropriate response and have it implemented4. This means that the project manager should analyze the issue, determine the best course of action, assign responsibilities, and monitor the progress of the resolution4. By doing so, the project manager can mitigate the impact of the issue on the project schedule and other aspects of the project performance4. The other options are not sufficient to manage the issue effectively. Identifying and reporting the issue (A) is necessary but not enough, as it does not involve taking any action to resolve the issue. Monitoring and controlling the issue (B) is also important but not sufficient, as it assumes that the issue has already been addressed and only needs to be tracked. Communicating any identified action to impacted stakeholders (D) is a good practice but not the primary responsibility of the project manager, as it does not ensure that the action is actually implemented and effective.
Reference: 1: PMBOK Guide, 6th edition, p. 89
2: PMBOK Guide, 6th edition, p. 456
3: PMBOK Guide, 6th edition, p. 457
4: PMBOK Guide, 6th edition, p. 458
Question #444
In the initiating phase of a project, the project manager and team members are prioritizing the product backlog along with the product owner.
What should the project manager do next?
- A . Produce a value-added product for the customer as continuously as possible.
- B . Produce a value-added product for the customer in the beginning of the project.
- C . Produce a value-added product along with the supporting documentation.
- D . Produce a value-added product for the customer in each phase of the project.
Correct Answer: D
D
Explanation:
In the context of Agile project management, which is often associated with PMP and PMI’s standards, the focus is on delivering value to the customer incrementally throughout the project lifecycle. This approach aligns with the Agile principle of delivering working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Therefore, after prioritizing the product backlog, the project manager should aim to produce a value-added product for the customer in each phase of the project, ensuring continuous delivery of value.
Reference: The answer is verified based on the principles outlined in the Agile Practice Guide provided by PMI, which complements the PMBOK® Guide. Additionally, the Professional in Business Analysis (PMI-PBA)® reference materials emphasize the importance of continuously meeting customer needs and delivering value throughout the project lifecycle.
D
Explanation:
In the context of Agile project management, which is often associated with PMP and PMI’s standards, the focus is on delivering value to the customer incrementally throughout the project lifecycle. This approach aligns with the Agile principle of delivering working software frequently, from a couple of weeks to a couple of months, with a preference to the shorter timescale. Therefore, after prioritizing the product backlog, the project manager should aim to produce a value-added product for the customer in each phase of the project, ensuring continuous delivery of value.
Reference: The answer is verified based on the principles outlined in the Agile Practice Guide provided by PMI, which complements the PMBOK® Guide. Additionally, the Professional in Business Analysis (PMI-PBA)® reference materials emphasize the importance of continuously meeting customer needs and delivering value throughout the project lifecycle.
Question #445
A project manager is managing a hybrid project After attending an iteration review, a stakeholder tells the project manager that they are very busy and asks why these reviews are held so frequently.
How should the project manager respond?
- A . Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced attendance
- B . Discuss with the stakeholder the benefits of the hybrid project and how frequent reviews lead to greater value and less rework
- C . Record the issue in the issue log and escalate the conflict to the project sponsor for assistance
- D . Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews
Correct Answer: B
B
Explanation:
A hybrid project management methodology is a combination of two or more different approaches to delivering projects, such as waterfall and agile1. Hybrid projects can offer benefits such as flexibility, adaptability, customer satisfaction, and innovation2. However, hybrid projects also require frequent reviews and feedback loops to ensure alignment, collaboration, and quality among the project team and stakeholders3. Therefore, the project manager should explain to the stakeholder the value of attending the iteration reviews, which are opportunities to inspect the project deliverables, provide feedback, identify issues, and plan for the next iteration4. By doing so, the project manager can demonstrate how the stakeholder’s involvement can contribute to the project success and avoid potential rework or waste.
Reference: Ultimate Guide To Hybrid Project Methodologies &.
How To Make Them Hybrid project management C the key to a successful future? – APM Hybrid project management C a systematic literature review …
TOWARDS A HYBRID PROJECT MANAGEMENT FRAMEWORK: A SYSTEMATIC LITERATURE …
B
Explanation:
A hybrid project management methodology is a combination of two or more different approaches to delivering projects, such as waterfall and agile1. Hybrid projects can offer benefits such as flexibility, adaptability, customer satisfaction, and innovation2. However, hybrid projects also require frequent reviews and feedback loops to ensure alignment, collaboration, and quality among the project team and stakeholders3. Therefore, the project manager should explain to the stakeholder the value of attending the iteration reviews, which are opportunities to inspect the project deliverables, provide feedback, identify issues, and plan for the next iteration4. By doing so, the project manager can demonstrate how the stakeholder’s involvement can contribute to the project success and avoid potential rework or waste.
Reference: Ultimate Guide To Hybrid Project Methodologies &.
How To Make Them Hybrid project management C the key to a successful future? – APM Hybrid project management C a systematic literature review …
TOWARDS A HYBRID PROJECT MANAGEMENT FRAMEWORK: A SYSTEMATIC LITERATURE …
Question #446
An organization is transitioning to agile. The project manager is discussing how to manage risks with the development team in light of the transition for a particular project. The team estimates the risk level as low.
What should the project manager do?
- A . Capture all the backlog entries assessed by the development team to have evidence that risk management has been completed
- B . Create a risk register to identify, capture, review, and manage risks using a risk management process.
- C . Trust the development team’s risk estimation and inform the project sponsor that the risks will be evaluated at a later time.
- D . Create a risk register and include a single generic risk, set the level to low, and then close the risk at the end of the project.
Correct Answer: B
B
Explanation:
In an Agile environment, risk management is a continuous process that involves identifying, analyzing, and responding to risks throughout the project lifecycle. While Agile projects may not have as formalized a risk management process as traditional projects, it is still essential to have a structured approach to identify and manage risks. Creating a risk register allows the project manager and the team to document and track risks, ensuring that they are reviewed and managed appropriately. This approach aligns with the Agile principle of continuous improvement and adaptation, as risks can be reassessed and responses can be adjusted in each iteration or sprint.
Reference: The information is synthesized from the Agile Risk Management principles which emphasize the need for an adaptive and iterative approach to managing risks, fitting the risk management approach to the nature of the project123. Additionally, the role of business analysts in identifying and analyzing potential risks is highlighted, which supports the creation of a risk register as part of the risk management process4.
B
Explanation:
In an Agile environment, risk management is a continuous process that involves identifying, analyzing, and responding to risks throughout the project lifecycle. While Agile projects may not have as formalized a risk management process as traditional projects, it is still essential to have a structured approach to identify and manage risks. Creating a risk register allows the project manager and the team to document and track risks, ensuring that they are reviewed and managed appropriately. This approach aligns with the Agile principle of continuous improvement and adaptation, as risks can be reassessed and responses can be adjusted in each iteration or sprint.
Reference: The information is synthesized from the Agile Risk Management principles which emphasize the need for an adaptive and iterative approach to managing risks, fitting the risk management approach to the nature of the project123. Additionally, the role of business analysts in identifying and analyzing potential risks is highlighted, which supports the creation of a risk register as part of the risk management process4.
Question #447
A project team is working on a product that is planned for multiple iterations. They are delivering incremental value.
When should the value be demonstrated?
- A . After full development is completed
- B . When a major feature is completed
- C . At the end of each and every iteration
- D . When the sponsor approves the increment
Correct Answer: C
C
Explanation:
The value should be demonstrated at the end of each iteration to engage stakeholders and receive feedback on the development progress. This practice aligns with the agile methodology, where iterative development and frequent assessment are key components. Demonstrating incremental value at the end of each iteration allows for adjustments to be made based on stakeholder feedback, ensuring that the product evolves in a manner that meets their needs and expectations.
Reference: Practice: Iteration Demonstration and Review – Project Management Institute1.
C
Explanation:
The value should be demonstrated at the end of each iteration to engage stakeholders and receive feedback on the development progress. This practice aligns with the agile methodology, where iterative development and frequent assessment are key components. Demonstrating incremental value at the end of each iteration allows for adjustments to be made based on stakeholder feedback, ensuring that the product evolves in a manner that meets their needs and expectations.
Reference: Practice: Iteration Demonstration and Review – Project Management Institute1.
Question #448
A company’s CEO complains about the frequency of project communications. The CEO receives five project reports each week by email but does not have enough time to review them. In addition, the information that the CEO receives is not relevant in that it does not explain the project status,.
What should the project manager do first?
- A . Review the stakeholder engagement plan.
- B . Review the communications management plan.
- C . Send the CEO one executive summary per week instead of five reports per week.
- D . Meet with the team and decide the type and frequency of the reports to send to the CEO.
Correct Answer: B
B
Explanation:
The Communications Management Plan is a component of the overall Project Management Plan and it describes how project communications will be planned, structured, monitored, and controlled. In this scenario, the CEO is overwhelmed with the frequency and content of project communications. Therefore, the project manager should first review the Communications Management Plan to understand the current communication requirements and strategies. This review will help identify if the communication needs of the CEO as a key stakeholder are being met and if any adjustments are needed.
Reference: Project Management Professional (version 2023)1.
B
Explanation:
The Communications Management Plan is a component of the overall Project Management Plan and it describes how project communications will be planned, structured, monitored, and controlled. In this scenario, the CEO is overwhelmed with the frequency and content of project communications. Therefore, the project manager should first review the Communications Management Plan to understand the current communication requirements and strategies. This review will help identify if the communication needs of the CEO as a key stakeholder are being met and if any adjustments are needed.
Reference: Project Management Professional (version 2023)1.
Question #449
A team has developed and tested new software to control airplanes during flights. There are several regulatory requirements that must be met.
What should the project manager do to meet these requirements?
- A . Determine potential threats regarding compliance with the regulations.
- B . Ask human resources (HR) to assign a compliance specialist to the team.
- C . Validate that the software is compliant with standards and regulations.
- D . Measure the extent to which the project complies with the regulations.
Correct Answer: C
C
Explanation:
In the context of software development for controlling airplanes, it is critical to ensure that the software complies with all relevant standards and regulations. This is not only a matter of meeting project requirements but also a matter of safety and legal compliance. The project manager should conduct a validation process to confirm that the software meets all the necessary regulatory criteria. This process typically includes a series of tests, audits, inspections, and reviews of documentation to ensure that every aspect of the software adheres to the required standards21.
Reference: AC 43-216 – Software Management During Aircraft Maintenance2.
Exam PMP topic 1 question 740 discussion – ExamTopics1.
C
Explanation:
In the context of software development for controlling airplanes, it is critical to ensure that the software complies with all relevant standards and regulations. This is not only a matter of meeting project requirements but also a matter of safety and legal compliance. The project manager should conduct a validation process to confirm that the software meets all the necessary regulatory criteria. This process typically includes a series of tests, audits, inspections, and reviews of documentation to ensure that every aspect of the software adheres to the required standards21.
Reference: AC 43-216 – Software Management During Aircraft Maintenance2.
Exam PMP topic 1 question 740 discussion – ExamTopics1.
Question #450
An organization is struggling to start an important project. The project manager has identified that the scope definition is the main item preventing the project from starting. Although most of the scope items are defined and agreed upon among the stakeholders, there are a few items that are hard to grasp and very complex to define at this stage.
What should the project manager do?
- A . Recommend splitting the project into two smaller projects in order to work exclusively in an agile environment without interference from a predictive approach.
- B . Propose that the well-defined scope items be delivered using a predictive approach and use an agile approach to deal with the complex items.
- C . Maintain stakeholder momentum in working on the scope definition until a full detailed scope is achieved prior to starting the project.
- D . Update the risk register and escalate the issue to the project management office (PMO), requesting more resources be added to help define the project scope.
Correct Answer: B
B
Explanation:
In situations where the project scope contains items that are well-defined and others that are complex and not fully understood, it is advisable to use a hybrid approach. The well-defined items can be managed using a predictive approach, which relies on a clear understanding of the scope, allowing for detailed planning and control. For the complex items, an agile approach is more suitable as it allows for iterative development, where the scope can be clarified and adjusted as more information is uncovered through progressive elaboration. This approach aligns with the PMBOK guide’s emphasis on tailoring the project management processes to the needs of the project, which may include varying degrees of uncertainty and complexity12.
Reference: PMBOK® Guide C Sixth Edition and Agile Practice Guide (Project Management Institute, 2017).
“Scope Management.” PMI. Accessed 2023.
“Meet Project Targets with the Help of PMP Scope Management.” Master of Project Academy Blog.
Accessed 2023.
B
Explanation:
In situations where the project scope contains items that are well-defined and others that are complex and not fully understood, it is advisable to use a hybrid approach. The well-defined items can be managed using a predictive approach, which relies on a clear understanding of the scope, allowing for detailed planning and control. For the complex items, an agile approach is more suitable as it allows for iterative development, where the scope can be clarified and adjusted as more information is uncovered through progressive elaboration. This approach aligns with the PMBOK guide’s emphasis on tailoring the project management processes to the needs of the project, which may include varying degrees of uncertainty and complexity12.
Reference: PMBOK® Guide C Sixth Edition and Agile Practice Guide (Project Management Institute, 2017).
“Scope Management.” PMI. Accessed 2023.
“Meet Project Targets with the Help of PMP Scope Management.” Master of Project Academy Blog.
Accessed 2023.