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 #471
A key stakeholder for a construction project has been spending a lot of time at the site and interrupting the team’s efforts.
What should the project manager do in this situation?
- A . Work to understand the key stakeholder’s concerns and provide feedback in regular project status reports
- B . Arrange an ad hoc meeting to address the key stakeholder’s concerns with team members
- C . Reinforce with the key stakeholder that the project is performing on schedule
- D . Escalate the situation to the project sponsor because the key stakeholder’s behavior is impacting progress
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, the project manager should manage stakeholder expectations by
communicating and working with stakeholders to meet their needs and address issues as they occur. This includes understanding the stakeholder’s concerns, interests, and expectations, and providing timely and accurate information to keep them informed and satisfied. By working to understand the key stakeholder’s concerns and providing feedback in regular project status reports, the project manager can maintain a positive relationship with the stakeholder and avoid unnecessary interruptions and conflicts.
Reference: PMBOK Guide, 6th edition, page 540-541, section 13.3.2.4 Manage Stakeholder Engagement: Data Analysis.
A
Explanation:
According to the PMBOK Guide, the project manager should manage stakeholder expectations by
communicating and working with stakeholders to meet their needs and address issues as they occur. This includes understanding the stakeholder’s concerns, interests, and expectations, and providing timely and accurate information to keep them informed and satisfied. By working to understand the key stakeholder’s concerns and providing feedback in regular project status reports, the project manager can maintain a positive relationship with the stakeholder and avoid unnecessary interruptions and conflicts.
Reference: PMBOK Guide, 6th edition, page 540-541, section 13.3.2.4 Manage Stakeholder Engagement: Data Analysis.
Question #472
A project team was hired to perform on-site duties, but there were unexpected circumstances that required the entire team to work remotely Some team members returned to their hometowns and they are now requesting reimbursement for operational expenditures.
What should the project manager do?
- A . Follow the Perform integrated Change Control process and submit a change request
- B . Ask the team members to draft a justification before processing the reimbursements
- C . Update the project management plan with the incurred costs
- D . Review the budget and allocate funds for the reimbursements
Correct Answer: A
A
Explanation:
The project manager’s role includes managing day-to-day operations and ensuring the project is completed on time, on budget, and achieves its objectives1. When unexpected changes occur, such as the need for team members to work remotely and incur operational expenditures, it’s important to follow the Perform Integrated Change Control process. This process involves reviewing all requested changes, approving changes, and managing changes to deliverables, organizational process assets, project documents, and the project management plan2. In this case, the project manager should submit a change request to address the additional costs incurred by the team members. This ensures that the project’s budget and schedule are updated accordingly and that the project continues to align with its objectives.
Reference: Project team roles and responsibilities1
Assembling a Project Team: Roles, Responsibilities & Best Practices2
A
Explanation:
The project manager’s role includes managing day-to-day operations and ensuring the project is completed on time, on budget, and achieves its objectives1. When unexpected changes occur, such as the need for team members to work remotely and incur operational expenditures, it’s important to follow the Perform Integrated Change Control process. This process involves reviewing all requested changes, approving changes, and managing changes to deliverables, organizational process assets, project documents, and the project management plan2. In this case, the project manager should submit a change request to address the additional costs incurred by the team members. This ensures that the project’s budget and schedule are updated accordingly and that the project continues to align with its objectives.
Reference: Project team roles and responsibilities1
Assembling a Project Team: Roles, Responsibilities & Best Practices2
Question #473
A project is starting its second iteration out of six. During the daily meeting, a team member asks for help. In order to finish a deliverable, an approval from the design department will be needed.
What should the project manager do?
- A . Meet with the design manager to ask for the necessary approval.
- B . Invite a design team member to the next daily meeting.
- C . Update the issue log and escalate it to the project sponsor.
- D . Replace this iteration deliverable for one without any blockers.
Correct Answer: B
B
Explanation:
Inviting a design team member to the next daily meeting facilitates direct communication and collaboration, which is in line with Agile principles. This approach promotes quick resolution of issues and supports the iterative nature of Agile project management, where cross-functional team collaboration is key to delivering value in each iteration1.
Reference: The iterative project management process emphasizes the importance of collaboration and transparency to address pain points and avoid stagnation of progress1. Additionally, the issue log is a tool for tracking and managing issues, but it does not replace the need for direct communication and immediate action when possible2
B
Explanation:
Inviting a design team member to the next daily meeting facilitates direct communication and collaboration, which is in line with Agile principles. This approach promotes quick resolution of issues and supports the iterative nature of Agile project management, where cross-functional team collaboration is key to delivering value in each iteration1.
Reference: The iterative project management process emphasizes the importance of collaboration and transparency to address pain points and avoid stagnation of progress1. Additionally, the issue log is a tool for tracking and managing issues, but it does not replace the need for direct communication and immediate action when possible2
Question #474
A developer who has almost completed a required product feature for a prototype leaves the company in the middle of an iteration.
What should the project manager do?
- A . Review the backlog to reschedule the deliverable for a later iteration.
- B . Engage with stakeholders directly to review the iteration process.
- C . Determine whether other cross-functional team members are able to take over the work.
- D . Go to management and ask to hire a new external developer.
Correct Answer: C
C
Explanation:
According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. In this scenario, the project manager should first determine whether other cross-functional team members are able to take over the work of the developer who left the company in the middle of an iteration. This would allow the project to continue with minimal disruption and maintain the quality and value of the deliverable. If no one on the team has the skills or capacity to complete the work, the project manager should then consult with the product owner and the stakeholders to renegotiate the scope and schedule of the iteration, or to cancel the iteration and return to planning3. The project manager should avoid reviewing the backlog to reschedule the deliverable for a later iteration without
involving the team and the product owner, as this would violate the agile principle of customer collaboration over contract negotiation4. The project manager should also avoid engaging with stakeholders directly to review the iteration process without involving the team and the product owner, as this would violate the agile principle of self-organizing teams4. The project manager should also avoid going to management and asking to hire a new external developer without exploring other options first, as this would incur additional costs and risks, and delay the delivery of the product feature5.
Reference: 1:
What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management:
What is it, Approach & Software – Teamhood 3:
What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave) – Project Management Stack Exchange 4: Manifesto for Agile Software Development 5:
How To Handle A Key Team Member Leaving At A Critical Project Point | IT Staffing & Technical Consulting
C
Explanation:
According to the hybrid project management approach, which combines elements of waterfall and agile methodologies, the project manager should facilitate the collaboration and communication among the team members and adjust the scope and schedule as needed12. In this scenario, the project manager should first determine whether other cross-functional team members are able to take over the work of the developer who left the company in the middle of an iteration. This would allow the project to continue with minimal disruption and maintain the quality and value of the deliverable. If no one on the team has the skills or capacity to complete the work, the project manager should then consult with the product owner and the stakeholders to renegotiate the scope and schedule of the iteration, or to cancel the iteration and return to planning3. The project manager should avoid reviewing the backlog to reschedule the deliverable for a later iteration without
involving the team and the product owner, as this would violate the agile principle of customer collaboration over contract negotiation4. The project manager should also avoid engaging with stakeholders directly to review the iteration process without involving the team and the product owner, as this would violate the agile principle of self-organizing teams4. The project manager should also avoid going to management and asking to hire a new external developer without exploring other options first, as this would incur additional costs and risks, and delay the delivery of the product feature5.
Reference: 1:
What is the Hybrid Approach in Project Management? | Hygger.io 2: Hybrid Project Management:
What is it, Approach & Software – Teamhood 3:
What to do when capacity is reduced in the middle of the Sprint? (e.g. Sick Leave) – Project Management Stack Exchange 4: Manifesto for Agile Software Development 5:
How To Handle A Key Team Member Leaving At A Critical Project Point | IT Staffing & Technical Consulting
Question #475
A research and development team is finishing up a two year initiative. The project manager is focused on the closing activities for the project.
Which activity should be considered as a priority?
- A . Mark the product backlog completion status and update the communications management plan.
- B . Ensure that knowledge transfer activities are executed as planned
- C . Release the resources and plan for a project completion celebration.
- D . Hold a steering committee meeting to inform them of the project completion
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, one of the key activities in the closing process group is to ensure that the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors1. Knowledge transfer is an important part of this activity, as it involves sharing the lessons learned, best practices, and project outcomes with relevant stakeholders and other projects. Knowledge transfer helps to improve organizational performance, enhance customer satisfaction, and enable continuous learning2. Therefore, ensuring that knowledge transfer activities are executed as planned should be considered as a priority for the project manager in the closing process group. The other options are not as important or relevant as knowledge transfer. Marking the product backlog completion status and updating the communications management plan are part of the monitoring and controlling process group, not the closing process group1. Releasing the resources and planning for a project completion celebration are also part of the closing process group, but they are not as critical as knowledge transfer for the project success and organizational benefit1. Holding a steering committee meeting to inform them of the project completion is a good practice, but it is not a priority activity, as it can be done after the knowledge transfer is completed3.
Reference: PMBOK Guide, 6th edition, Chapter 4.7, Knowledge Transfer in Project Management – PMI,.
How to Close a Project – ProjectManager.com
B
Explanation:
According to the PMBOK Guide, one of the key activities in the closing process group is to ensure that the project or phase information is archived, the planned work is completed, and organizational team resources are released to pursue new endeavors1. Knowledge transfer is an important part of this activity, as it involves sharing the lessons learned, best practices, and project outcomes with relevant stakeholders and other projects. Knowledge transfer helps to improve organizational performance, enhance customer satisfaction, and enable continuous learning2. Therefore, ensuring that knowledge transfer activities are executed as planned should be considered as a priority for the project manager in the closing process group. The other options are not as important or relevant as knowledge transfer. Marking the product backlog completion status and updating the communications management plan are part of the monitoring and controlling process group, not the closing process group1. Releasing the resources and planning for a project completion celebration are also part of the closing process group, but they are not as critical as knowledge transfer for the project success and organizational benefit1. Holding a steering committee meeting to inform them of the project completion is a good practice, but it is not a priority activity, as it can be done after the knowledge transfer is completed3.
Reference: PMBOK Guide, 6th edition, Chapter 4.7, Knowledge Transfer in Project Management – PMI,.
How to Close a Project – ProjectManager.com
Question #476
A project manager is leading a global project with resources spread out in different locations. The stakeholders have different interpretations of the requirements. The project manager is concerned about scope creep.
Which action should the project manager take to control the scope?
- A . Ensure that all key stakeholders agree to the project deliverables and there will be no need for changes.
- B . Accept only those changes to requirements that provide additional value to the project.
- C . Reject all changes that will increase the budget or increase the time line of the project.
- D . Accept only those changes that are approved by the change control board (CCB) prior to being implemented.
Correct Answer: D
D
Explanation:
The best action for a project manager to control scope creep in a global project with resources spread out in different locations is to ensure that any changes to the project scope are formally controlled. This is typically done through a change control board (CCB), which is a formal group responsible for reviewing, evaluating, and approving or rejecting changes to a project. The CCB ensures that any changes made to the project are carefully considered, evaluated for their impact, and aligned with the project’s objectives and constraints12. By having a CCB, the project manager can manage scope changes in a controlled manner, preventing scope creep and ensuring that the project remains on track.
Reference: Control Scope Process3
Change Control Board: Roles, Responsibilities & Processes1
Change Control Board:
What is It in Project Management?2
D
Explanation:
The best action for a project manager to control scope creep in a global project with resources spread out in different locations is to ensure that any changes to the project scope are formally controlled. This is typically done through a change control board (CCB), which is a formal group responsible for reviewing, evaluating, and approving or rejecting changes to a project. The CCB ensures that any changes made to the project are carefully considered, evaluated for their impact, and aligned with the project’s objectives and constraints12. By having a CCB, the project manager can manage scope changes in a controlled manner, preventing scope creep and ensuring that the project remains on track.
Reference: Control Scope Process3
Change Control Board: Roles, Responsibilities & Processes1
Change Control Board:
What is It in Project Management?2
Question #477
At the end of a project, the project manager is asked to submit project documentation for an internal audit in response to regulatory requirements.
What should the project manager have done at the beginning of the project to ensure that project documentation would fulfill these requirements?
- A . Conducted a document review
- B . Confirmed documentation requirements with stakeholders
- C . Updated the project templates
- D . Implemented a new change control policy
Correct Answer: B
B
Explanation:
According to the Project Management Body of Knowledge (PMBOK) Guide, one of the key activities in the project initiation process is to identify the project stakeholders and their requirements1. This includes the documentation requirements for the project, such as the format, content, quality, frequency, and distribution of the project documents2. By confirming the documentation requirements with the stakeholders at the beginning of the project, the project manager can ensure that the project documentation will meet the expectations and needs of the stakeholders, as well as comply with any regulatory or contractual obligations3. This will also help the project manager to plan, execute, monitor, and control the project documentation throughout the project life cycle4. Conducting a document review, updating the project templates, and implementing a new change control policy are all important activities for managing project documentation, but they are not sufficient to ensure that the project documentation will fulfill the regulatory requirements. The project manager needs to confirm the documentation requirements with the stakeholders first, and then use these activities to support the documentation process.
Reference: 1: PMBOK Guide, 6th edition, page 30
2: PMBOK Guide, 6th edition, page 89
3: PMBOK Guide, 6th edition, page 112
4: PMBOK Guide, 6th edition, page 123
B
Explanation:
According to the Project Management Body of Knowledge (PMBOK) Guide, one of the key activities in the project initiation process is to identify the project stakeholders and their requirements1. This includes the documentation requirements for the project, such as the format, content, quality, frequency, and distribution of the project documents2. By confirming the documentation requirements with the stakeholders at the beginning of the project, the project manager can ensure that the project documentation will meet the expectations and needs of the stakeholders, as well as comply with any regulatory or contractual obligations3. This will also help the project manager to plan, execute, monitor, and control the project documentation throughout the project life cycle4. Conducting a document review, updating the project templates, and implementing a new change control policy are all important activities for managing project documentation, but they are not sufficient to ensure that the project documentation will fulfill the regulatory requirements. The project manager needs to confirm the documentation requirements with the stakeholders first, and then use these activities to support the documentation process.
Reference: 1: PMBOK Guide, 6th edition, page 30
2: PMBOK Guide, 6th edition, page 89
3: PMBOK Guide, 6th edition, page 112
4: PMBOK Guide, 6th edition, page 123
Question #478
An agile coach and technical writer for a globally distributed agile team are In a country with a 9-hour time zone difference from the agile team. The agile coach and project lead disagree on the timing for the daily standup. The project lead thinks the standup should be at 10:00 am local time, but the agile coach and technical writer feel that is an inconvenient time for them.
How does the project lead ensure adherence to agile practices?
- A . Escalate to management that the agile process is not going to work and ask them to speak to the agile coach,
- B . Have two separate daily standups, one for the agile coach and technical writer and one for the agile development team.
- C . Have a discussion with the team on the approach and come to a decision on when the daily standups should be.
- D . Inform the agile coach that the daily standup will be at 10:00 am local time and ensure all parties can attend.
Correct Answer: C
C
Explanation:
According to the Agile principles, face-to-face conversation is the most efficient and effective method of conveying information to and within a development team. Therefore, it’s important to have a common understanding and agreement among all team members about the timing of the daily standup. In this scenario, the project lead should facilitate a discussion with the entire team, including the agile coach and technical writer, to decide on a suitable time for the daily standup that respects everyone’s time zones and work schedules.
Reference: Agile Practice Guide, PMI, Chapter 3: Implementing Agile: Creating an Agile Environment, Section: Daily Standup/Meeting. Project Management Professional (PMP) Certification Handbook, PMBOK Guide 6th Edition, Chapter 10: Project Communications Management.
C
Explanation:
According to the Agile principles, face-to-face conversation is the most efficient and effective method of conveying information to and within a development team. Therefore, it’s important to have a common understanding and agreement among all team members about the timing of the daily standup. In this scenario, the project lead should facilitate a discussion with the entire team, including the agile coach and technical writer, to decide on a suitable time for the daily standup that respects everyone’s time zones and work schedules.
Reference: Agile Practice Guide, PMI, Chapter 3: Implementing Agile: Creating an Agile Environment, Section: Daily Standup/Meeting. Project Management Professional (PMP) Certification Handbook, PMBOK Guide 6th Edition, Chapter 10: Project Communications Management.
Question #479
A project manager has recently moved to an organization to lead a key project. The project manager notices that team performance is below the target, and the tasks assigned are not delivered on time. Team commitment is also not as appropriate as it should be.
What should the project manager do?
- A . Study and determine the appropriate leadership style suitable for the team.
- B . Hire a project team leader who can influence the project team members.
- C . Schedule a meeting and communicate the performance concern to the team.
- D . Apply an agile approach to help improve team performance.
Correct Answer: A
A
Explanation:
The Project Management Professional (PMP) emphasizes the importance of leadership styles in project management. It suggests that a project manager should be able to move from one leadership style to another depending on the situation, which is crucial to be extraordinarily effective1. Moreover, the Professional in Business Analysis (PMI-PBA) highlights the role of a project manager in engaging and motivating the team towards a shared vision to achieve together2.
Therefore, studying and determining the appropriate leadership style is essential for improving team
performance and commitment.
Reference: Project Management Institute. (2011). Styles of Leadership1.
Project Management Institute. (2009). Essential Leadership Skills Project Managers3.
Project Management Institute. (2011). Effective project leadership: project manager skills and competencies2.
A
Explanation:
The Project Management Professional (PMP) emphasizes the importance of leadership styles in project management. It suggests that a project manager should be able to move from one leadership style to another depending on the situation, which is crucial to be extraordinarily effective1. Moreover, the Professional in Business Analysis (PMI-PBA) highlights the role of a project manager in engaging and motivating the team towards a shared vision to achieve together2.
Therefore, studying and determining the appropriate leadership style is essential for improving team
performance and commitment.
Reference: Project Management Institute. (2011). Styles of Leadership1.
Project Management Institute. (2009). Essential Leadership Skills Project Managers3.
Project Management Institute. (2011). Effective project leadership: project manager skills and competencies2.
Question #480
In a newly formed project team one experienced team member is overwhelmed by the complexity of the tasks and is not happy with the project team.
What should the project manager do?
- A . Ask the team member to enter this potential schedule delay in the risk register.
- B . Explain that the tasks are unavoidable and ask the team member to find a solution to overcome the challenges
- C . Actively listen to the team member and identify ways to support their needs in completing the tasks.
- D . Set up team-building activities with the project team members to reduce tension
Correct Answer: C
C
Explanation:
The project manager should actively listen to the team member and identify ways to support their needs in completing the tasks. This is because active listening is a key skill for effective communication and stakeholder engagement. By actively listening to the team member, the project manager can show empathy, respect, and understanding, and can also identify the root causes of the team member’s dissatisfaction and frustration. The project manager can then work with the team member to find solutions that can help them cope with the complexity of the tasks, such as providing training, coaching, mentoring, feedback, or additional resources. The project manager can also help the team member align their personal goals with the project objectives and recognize their contributions and value to the project. By doing so, the project manager can improve the team member’s motivation, performance, and satisfaction, and also prevent potential schedule delays, conflicts, or turnover.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 9.4.2.3, p. 339
PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, Domain I: Needs Assessment, Task 4, p. 8
Business Analysis for Practitioners: A Practice Guide, Section 3.3.1, p. 63
C
Explanation:
The project manager should actively listen to the team member and identify ways to support their needs in completing the tasks. This is because active listening is a key skill for effective communication and stakeholder engagement. By actively listening to the team member, the project manager can show empathy, respect, and understanding, and can also identify the root causes of the team member’s dissatisfaction and frustration. The project manager can then work with the team member to find solutions that can help them cope with the complexity of the tasks, such as providing training, coaching, mentoring, feedback, or additional resources. The project manager can also help the team member align their personal goals with the project objectives and recognize their contributions and value to the project. By doing so, the project manager can improve the team member’s motivation, performance, and satisfaction, and also prevent potential schedule delays, conflicts, or turnover.
Reference: (Professional in Business Analysis Reference Materials source and documents)
PMBOK® Guide, 6th edition, Section 9.4.2.3, p. 339
PMI Professional in Business Analysis (PMI-PBA) ® Examination Content Outline, Domain I: Needs Assessment, Task 4, p. 8
Business Analysis for Practitioners: A Practice Guide, Section 3.3.1, p. 63