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 #481
The team architect resigned from the company. The new architect points out a design flaw during a planning meeting that may potentially impact the final quality.
What should the project manager do first?
- A . Review the scope management plan.
- B . Update the design with changes.
- C . Request an architecture review.
- D . Update the quality management plan
Correct Answer: C
C
Explanation:
The project manager should request an architecture review as the first step to address the design flaw that may potentially impact the final quality. An architecture review is a process of evaluating the design of a system or a product against a set of criteria, such as requirements, standards, best practices, and quality attributes. An architecture review can help to identify and resolve design issues, risks, and gaps, as well as to ensure alignment with the project objectives and stakeholder expectations. By requesting an architecture review, the project manager can involve the relevant experts, such as the new architect, the previous architect (if possible), the quality assurance team, and the customer, to assess the impact of the design flaw and to propose and agree on the necessary changes. This will also help to update the project scope, schedule, cost, and quality baselines accordingly.
Reference: Architecture Reviews – an overview | ScienceDirect Topics
Architecture Review Process – SEBoK
Architecture Review -. The Open Group
Design Flaw Attacks – an overview | ScienceDirect Topics
DESIGN FLAWS: FLAWS BY DESIGN? /. The Design Society
C
Explanation:
The project manager should request an architecture review as the first step to address the design flaw that may potentially impact the final quality. An architecture review is a process of evaluating the design of a system or a product against a set of criteria, such as requirements, standards, best practices, and quality attributes. An architecture review can help to identify and resolve design issues, risks, and gaps, as well as to ensure alignment with the project objectives and stakeholder expectations. By requesting an architecture review, the project manager can involve the relevant experts, such as the new architect, the previous architect (if possible), the quality assurance team, and the customer, to assess the impact of the design flaw and to propose and agree on the necessary changes. This will also help to update the project scope, schedule, cost, and quality baselines accordingly.
Reference: Architecture Reviews – an overview | ScienceDirect Topics
Architecture Review Process – SEBoK
Architecture Review -. The Open Group
Design Flaw Attacks – an overview | ScienceDirect Topics
DESIGN FLAWS: FLAWS BY DESIGN? /. The Design Society
Question #482
A learn has been working for two months and has consistently missed planned user stories.
How should the project manager address this issue?
- A . Ensure the sprint size is appropriate for the iteration duration.
- B . Promote changing the iteration duration in order to commit as planned.
- C . Engage in recruiting a highly skilled resource to reinforce the skills.
- D . Consider using a reward system to encourage timely delivery
Correct Answer: A
A
Explanation:
The project manager should first check if the sprint size is appropriate for the iteration duration, meaning that the team can realistically complete the user stories within the timebox. This is a way of applying the agile principle of delivering working software frequently and satisfying the customer. If the sprint size is too large or too small, the project manager should work with the team and the product owner to adjust it accordingly, based on the team’s velocity and capacity. This is also a part of the agile practice of adaptive planning and continuous improvement. The other options are not the best choices, as they do not address the root cause of the issue and may introduce more problems. Changing the iteration duration may disrupt the team’s rhythm and alignment with other teams or stakeholders. Recruiting a highly skilled resource may increase the cost and complexity of the project, and may not guarantee the improvement of the team’s performance. Using a reward system may create a competitive or extrinsic motivation that may undermine the team’s collaboration and intrinsic motivation.
Reference: (Professional in Business Analysis Reference Materials source and documents)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter
2: Value Delivery System, Section 2.3.2: Iterative and Incremental Development Business Analysis for Practitioners: A Practice Guide, Chapter 6: Requirements Life Cycle Management, Section 6.3.1: Prioritization
Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Team Composition, Roles, and Responsibilities
A
Explanation:
The project manager should first check if the sprint size is appropriate for the iteration duration, meaning that the team can realistically complete the user stories within the timebox. This is a way of applying the agile principle of delivering working software frequently and satisfying the customer. If the sprint size is too large or too small, the project manager should work with the team and the product owner to adjust it accordingly, based on the team’s velocity and capacity. This is also a part of the agile practice of adaptive planning and continuous improvement. The other options are not the best choices, as they do not address the root cause of the issue and may introduce more problems. Changing the iteration duration may disrupt the team’s rhythm and alignment with other teams or stakeholders. Recruiting a highly skilled resource may increase the cost and complexity of the project, and may not guarantee the improvement of the team’s performance. Using a reward system may create a competitive or extrinsic motivation that may undermine the team’s collaboration and intrinsic motivation.
Reference: (Professional in Business Analysis Reference Materials source and documents)
A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Seventh Edition, Chapter
2: Value Delivery System, Section 2.3.2: Iterative and Incremental Development Business Analysis for Practitioners: A Practice Guide, Chapter 6: Requirements Life Cycle Management, Section 6.3.1: Prioritization
Agile Practice Guide, Chapter 3: Implementing Agile: Creating an Agile Environment, Section 3.3: Team Composition, Roles, and Responsibilities
Question #483
A project manager has just been appointed to a project that has two major deliverables. Both deliverables have the same level of priority and are to be delivered at the same time. The members of the team are complaining about the lack of information regarding which deliverable needs to be finished first.
What should the project manager do?
- A . Ask key stakeholders to cancel the project due to the difficulty of executing both deliverables at the same time.
- B . Ask the team to start working on the easiest deliverable first so they gain experience to execute the second deliverable.
- C . Meet with the project sponsor and key stakeholders to assess each deliverable’s value to the organization and set execution priorities.
- D . Require that the project team execute both deliverables at the same time, since this was requested and approved in the project charter.
Correct Answer: C
C
Explanation:
When faced with two major deliverables of equal priority, the project manager should not make unilateral decisions about which to prioritize. Instead, it is advisable to consult with the project sponsor and key stakeholders. This collaborative approach ensures that the decision on how to proceed aligns with the organization’s strategic objectives and values. By assessing the value and impact of each deliverable, the project manager can establish clear priorities and guide the team accordingly. This method is supported by best practices in project management, which advocate for stakeholder engagement and value-based prioritization to navigate complex project scenarios effectively.
Reference: The approach is consistent with the guidance provided by the Project Management Institute (PMI) on managing multiple projects and deliverables1. Additionally, the Professional in Business Analysis (PBA) reference materials emphasize the importance of aligning tasks with business goals and using prioritization frameworks to manage workloads effectively23.
C
Explanation:
When faced with two major deliverables of equal priority, the project manager should not make unilateral decisions about which to prioritize. Instead, it is advisable to consult with the project sponsor and key stakeholders. This collaborative approach ensures that the decision on how to proceed aligns with the organization’s strategic objectives and values. By assessing the value and impact of each deliverable, the project manager can establish clear priorities and guide the team accordingly. This method is supported by best practices in project management, which advocate for stakeholder engagement and value-based prioritization to navigate complex project scenarios effectively.
Reference: The approach is consistent with the guidance provided by the Project Management Institute (PMI) on managing multiple projects and deliverables1. Additionally, the Professional in Business Analysis (PBA) reference materials emphasize the importance of aligning tasks with business goals and using prioritization frameworks to manage workloads effectively23.
Question #484
During a documentation audit of an international company it was identified that the last version of the project schedule was from one month ago even though the project manager knew it was recently updated.
How should the project manager have handled documentation for the project?
- A . Updated the project management plan regularly and had it securely shared with all stakeholders
- B . Assigned a project team member to ensure all project documentation was updated
- C . Reviewed the risk register to identify a response plan for the audit
- D . Kept documentation in the project management information system (PMIS), and shared it with appropriate stakeholders
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, a project management information system (PMIS) is an information
system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems. A PMIS can help the project manager to create, collect, store, manage, control, and distribute project information, such as the project schedule, to relevant stakeholders. Therefore, the project manager should have kept the documentation in the PMIS, and shared it with appropriate stakeholders, to ensure that the project schedule was updated and accessible. Updating the project management plan, assigning a project team member, or reviewing the risk register are not sufficient or relevant actions for handling the documentation for the project, as they do not address the issue of keeping the project schedule current and available.
Reference: PMBOK Guide, Sixth Edition, pages 89-90, 558; PMI-PBA Guide, First Edition, pages 83-84, 87.
D
Explanation:
According to the PMBOK Guide, a project management information system (PMIS) is an information
system consisting of the tools and techniques used to gather, integrate, and disseminate the outputs of project management processes. It is used to support all aspects of the project from initiating through closing, and can include both manual and automated systems. A PMIS can help the project manager to create, collect, store, manage, control, and distribute project information, such as the project schedule, to relevant stakeholders. Therefore, the project manager should have kept the documentation in the PMIS, and shared it with appropriate stakeholders, to ensure that the project schedule was updated and accessible. Updating the project management plan, assigning a project team member, or reviewing the risk register are not sufficient or relevant actions for handling the documentation for the project, as they do not address the issue of keeping the project schedule current and available.
Reference: PMBOK Guide, Sixth Edition, pages 89-90, 558; PMI-PBA Guide, First Edition, pages 83-84, 87.
Question #485
A project manager has been assigned to lead a major project in a government organization. There are no policies and procedures for project management since there is no project management office (PMO). The managers involved are unaware of their responsibilities for the project.
What should the project manager do?
- A . Start planning the project and then request that a PMO be implemented in the organization
- B . Request that the implementation of a PMO be executed in parallel with the project
- C . Provide project management training to only the internal team involved m the project
- D . Provide project management training to the stakeholders and explain their responsibilities
Correct Answer: D
Question #486
A project manager is implementing a new software system Some department staff members are questioning the necessity of the change and feel the new system will impede their current processes
What should the project manager have done at the start of the project to prevent this resistance?
- A . Created a communications management plan that outlined the method of communicating to stakeholders.
- B . Ensured that the company culture encourages changes before accepting the project
- C . Encouraged leadership to discuss the change with departments that are typically resistant to change
- D . Involved stakeholders from all levels of the company so everyone understands the change
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, stakeholder involvement is a key factor for successful change management. Stakeholders are individuals or groups who can affect or be affected by the project outcomes. By involving stakeholders from all levels of the company, the project manager can ensure that everyone understands the need, benefits, and impacts of the change. This can help to reduce resistance, increase buy-in, and foster collaboration among the stakeholders. Additionally, by involving stakeholders early and often, the project manager can solicit their feedback, address their concerns, and incorporate their suggestions into the project plan. This can enhance the quality and acceptance of the project deliverables and outputs. Furthermore, by involving stakeholders from all levels of the company, the project manager can leverage their influence, expertise, and resources to support the project execution and implementation. This can improve the project performance and increase the likelihood of achieving the project objectives.
Reference: PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.5: Engage Stakeholders, pp. 41-421
PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.1: Identify Stakeholders, pp. 137-1391
PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 2:
Planning, Task 2.4: Develop a stakeholder engagement plan, pp. 22-232
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 3:
Analysis, Task 3.1: Elicit and confirm information from relevant stakeholders, pp. 24-252
D
Explanation:
According to the PMBOK Guide, stakeholder involvement is a key factor for successful change management. Stakeholders are individuals or groups who can affect or be affected by the project outcomes. By involving stakeholders from all levels of the company, the project manager can ensure that everyone understands the need, benefits, and impacts of the change. This can help to reduce resistance, increase buy-in, and foster collaboration among the stakeholders. Additionally, by involving stakeholders early and often, the project manager can solicit their feedback, address their concerns, and incorporate their suggestions into the project plan. This can enhance the quality and acceptance of the project deliverables and outputs. Furthermore, by involving stakeholders from all levels of the company, the project manager can leverage their influence, expertise, and resources to support the project execution and implementation. This can improve the project performance and increase the likelihood of achieving the project objectives.
Reference: PMBOK Guide, 7th edition, Chapter 3: Project Management Principles, Section 3.5: Engage Stakeholders, pp. 41-421
PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.1: Identify Stakeholders, pp. 137-1391
PMBOK Guide, 7th edition, Chapter 9: Stakeholders, Section 9.3: Engage Stakeholders, pp. 144-1451
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 2:
Planning, Task 2.4: Develop a stakeholder engagement plan, pp. 22-232
Professional in Business Analysis (PMI-PBA) Handbook, Section 5: Exam Content Outline, Domain 3:
Analysis, Task 3.1: Elicit and confirm information from relevant stakeholders, pp. 24-252
Question #487
A project manager is in the process of creating a strengths-based team and is organizing a series of workshops to identify and document the strengths of each project team member. During this session, there are multiple team members who are not actively participating. These meetings are becoming futile due to a lack of participation.
What should the project manager do?
- A . Have a one-on-one discussion with each team member to emphasize their individual talents.
- B . Document the behavior of the team members and highlight it during their performance reviews.
- C . Identify the team members who are not participating and reprimand them.
- D . Explain the benefits of the approach and the effects of positive psychology.
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, a strengths-based team is a team that knows and understands the strengths of each individual and they work alongside each other with a deep knowledge of how each person plays their role in the team1. A strengths-based team can enhance team performance, collaboration, innovation, and engagement2. Positive psychology is a branch of psychology that focuses on the positive aspects of human experience, such as happiness, well-being, resilience, and flourishing3. Positive psychology can help team members discover and leverage their strengths, appreciate and support each other, and cultivate a positive mindset and attitude4. Therefore, the project manager should explain the benefits of the strengths-based approach and the effects of positive psychology to the team members who are not actively participating. This can help them understand the purpose and value of the workshops, motivate them to engage and contribute, and foster a positive team culture5.
The other options are not the best ways to deal with the situation. Having a one-on-one discussion with each team member (A) may be helpful, but it is time-consuming and may not address the root cause of the lack of participation. Documenting the behavior of the team members and highlighting it during their performance reviews (B) may be punitive and demoralizing, and it does not provide any constructive feedback or guidance. Identifying the team members who are not participating and reprimanding them © may be harsh and counterproductive, and it may create resentment and conflict within the team.
Reference: 1: PMBOK Guide, 6th edition, p. 336
2: The Benefits of a Strengths-Based Team
3: What Is Positive Psychology & Why Is It Important?
4: Positive Psychology | Psychology Today
5: 10 Effective Tips On.
How To Lead A Strengths-Based Team
D
Explanation:
According to the PMBOK Guide, a strengths-based team is a team that knows and understands the strengths of each individual and they work alongside each other with a deep knowledge of how each person plays their role in the team1. A strengths-based team can enhance team performance, collaboration, innovation, and engagement2. Positive psychology is a branch of psychology that focuses on the positive aspects of human experience, such as happiness, well-being, resilience, and flourishing3. Positive psychology can help team members discover and leverage their strengths, appreciate and support each other, and cultivate a positive mindset and attitude4. Therefore, the project manager should explain the benefits of the strengths-based approach and the effects of positive psychology to the team members who are not actively participating. This can help them understand the purpose and value of the workshops, motivate them to engage and contribute, and foster a positive team culture5.
The other options are not the best ways to deal with the situation. Having a one-on-one discussion with each team member (A) may be helpful, but it is time-consuming and may not address the root cause of the lack of participation. Documenting the behavior of the team members and highlighting it during their performance reviews (B) may be punitive and demoralizing, and it does not provide any constructive feedback or guidance. Identifying the team members who are not participating and reprimanding them © may be harsh and counterproductive, and it may create resentment and conflict within the team.
Reference: 1: PMBOK Guide, 6th edition, p. 336
2: The Benefits of a Strengths-Based Team
3: What Is Positive Psychology & Why Is It Important?
4: Positive Psychology | Psychology Today
5: 10 Effective Tips On.
How To Lead A Strengths-Based Team
Question #488
A project sponsor commonly asks the project manager to skip project retrospectives due to time constraints However the project manager persists in running this critical ceremony by reducing the time for preparation and for discussion
What are two issues that these actions by the project manager could cause? (Choose two)
- A . A lot of discussions that yield no results or possibly too many results
- B . A lack of direction and motivation for the team in the workshop
- C . Lessons learned from other teams to not be considered
- D . Time management plan for the retrospective workshop to not be updated
- E . A focus on the negative and a disinterest in further improvements
Correct Answer: A, E
A, E
Explanation:
Skipping project retrospectives can have negative impacts on the project performance, quality, and team morale. Project retrospectives are important for identifying and analyzing the strengths, weaknesses, opportunities, and threats of the project, and for implementing corrective and preventive actions to improve the project outcomes and processes. By reducing the time for preparation and discussion, the project manager could cause the following issues:
A lot of discussions that yield no results or possibly too many results: Without proper preparation, the project manager and the team may not have a clear agenda, objectives, and scope for the retrospective. This could lead to unfocused, irrelevant, or redundant discussions that do not produce any meaningful insights or action items. Alternatively, the project manager and the team may try to cover too many topics or issues in a short time, resulting in superficial, incomplete, or overwhelming analysis and recommendations.
A focus on the negative and a disinterest in further improvements: Without sufficient time for discussion, the project manager and the team may not be able to explore the root causes, impacts, and solutions of the project problems in depth. This could lead to a negative and blame-oriented attitude, where the team members only focus on the failures and faults of the project, and do not appreciate the successes and achievements. This could also lead to a loss of interest and motivation for further improvements, as the team members may feel that the retrospective is a waste of time, or that the project issues are too complex or difficult to resolve.
A, E
Explanation:
Skipping project retrospectives can have negative impacts on the project performance, quality, and team morale. Project retrospectives are important for identifying and analyzing the strengths, weaknesses, opportunities, and threats of the project, and for implementing corrective and preventive actions to improve the project outcomes and processes. By reducing the time for preparation and discussion, the project manager could cause the following issues:
A lot of discussions that yield no results or possibly too many results: Without proper preparation, the project manager and the team may not have a clear agenda, objectives, and scope for the retrospective. This could lead to unfocused, irrelevant, or redundant discussions that do not produce any meaningful insights or action items. Alternatively, the project manager and the team may try to cover too many topics or issues in a short time, resulting in superficial, incomplete, or overwhelming analysis and recommendations.
A focus on the negative and a disinterest in further improvements: Without sufficient time for discussion, the project manager and the team may not be able to explore the root causes, impacts, and solutions of the project problems in depth. This could lead to a negative and blame-oriented attitude, where the team members only focus on the failures and faults of the project, and do not appreciate the successes and achievements. This could also lead to a loss of interest and motivation for further improvements, as the team members may feel that the retrospective is a waste of time, or that the project issues are too complex or difficult to resolve.
Question #489
During project execution, a global project team was using a video conferencing tool to support the daily meetings. However, during these meetings, only a few team members were actively participating As a result lots of misunderstandings occurred.
What should the project manager do to address this issue?
- A . Book one-on-one meetings with the team members who are not speaking up during the daily meetings to get their updates
- B . Check the ground rules of the meeting to review the initial agreement with the team members
- C . Identify one team representative to speak up during the daily meeting and share the team updates
- D . Use round-robin check-ins to facilitate the meeting so all participants have the opportunity to speak
Correct Answer: D
D
Explanation:
In a project team, it’s crucial to ensure effective communication and active participation from all team members1. If only a few team members are actively participating during meetings, it can lead to misunderstandings and hinder the project’s progress1. One way to address this issue is to use round-robin check-ins during meetings1. This technique ensures that each team member has an opportunity to speak, share updates, and express their views1. It can help to improve communication, foster collaboration, and reduce misunderstandings1.
Reference: 1. The secrets to running project status meetings that work.
D
Explanation:
In a project team, it’s crucial to ensure effective communication and active participation from all team members1. If only a few team members are actively participating during meetings, it can lead to misunderstandings and hinder the project’s progress1. One way to address this issue is to use round-robin check-ins during meetings1. This technique ensures that each team member has an opportunity to speak, share updates, and express their views1. It can help to improve communication, foster collaboration, and reduce misunderstandings1.
Reference: 1. The secrets to running project status meetings that work.
Question #490
A project team consisting of various professionals of different nationalities is struggling to achieve their project deliverables.
What should the project manager do?
- A . Provide the team with support to solve their own problems.
- B . Inform the project sponsor and train the entire team.
- C . Ask the human resources (HR) department to conduct performance training.
- D . Ask the functional department manager to replace the team members.
Correct Answer: A
A
Explanation:
When a project team consisting of professionals from different nationalities is struggling with deliverables, the project manager should provide support to help the team solve their own problems. This approach aligns with the principles of servant leadership and empowerment, which are crucial in managing cross-cultural teams. By supporting the team in problem-solving, the project manager fosters a cooperative environment that encourages creativity, motivation, and the use of diverse perspectives to overcome challenges. This method also helps in building team cohesion and effectiveness, which are essential for the successful completion of projects in a multicultural setting123.
Reference: The approach is supported by resources on managing cross-cultural differences in projects and supporting team performance, as found in the Project Management Institute’s (PMI) materials123.
A
Explanation:
When a project team consisting of professionals from different nationalities is struggling with deliverables, the project manager should provide support to help the team solve their own problems. This approach aligns with the principles of servant leadership and empowerment, which are crucial in managing cross-cultural teams. By supporting the team in problem-solving, the project manager fosters a cooperative environment that encourages creativity, motivation, and the use of diverse perspectives to overcome challenges. This method also helps in building team cohesion and effectiveness, which are essential for the successful completion of projects in a multicultural setting123.
Reference: The approach is supported by resources on managing cross-cultural differences in projects and supporting team performance, as found in the Project Management Institute’s (PMI) materials123.