PMI PMP Practice Exams
Last updated on Oct 21,2026- Exam Code: PMP
- Exam Name: Project Management Professional
- Certification Provider: PMI
- Latest update: Oct 21,2026
Question #40
A new project manager is managing a hybrid project. The project manager wants to be a servant leader to support the team by removing impediments but is not receiving feedback from the team about the issues and risks they are facing.
What should the project manager do?
- A . Implement daily standups where the team can share their impediments, risks, and issues.
- B . Review the communications management plan and implement changes.
- C . Schedule weekly risk review meetings with the team to review project risks and concerns.
- D . Distribute a copy of the communications management plan to the scrum master.
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, servant leadership is a key aspect of agile project management. It is a leadership style where the leader, rather than seeking to be served, prioritizes the needs and development of their team members1. Servant leaders help their teams to self-organize, collaborate, and adapt to changing requirements and environments2. One of the practices that support servant leadership in agile project management is the daily standup, also known as the daily scrum. It is a short, time-boxed meeting where the team members synchronize their work and plan for the next 24 hours. The daily standup also provides an opportunity for the team members to share their impediments, risks, and issues, and for the servant leader to facilitate the removal of those obstacles34. By implementing daily standups, the project manager can foster a culture of transparency, feedback, and continuous improvement among the team members, and help them achieve their project goals more effectively and efficiently5.
Reference: 1: PMBOK Guide, 7th edition, page 55 2: A Little Bit of Both1 3: Guide on Servant Leadership in Agile Project Management3 4: 7 Traits of Servant Leadership in Agile Project Management4 5:
How to create a project management communication plan5
A
Explanation:
According to the PMBOK Guide, servant leadership is a key aspect of agile project management. It is a leadership style where the leader, rather than seeking to be served, prioritizes the needs and development of their team members1. Servant leaders help their teams to self-organize, collaborate, and adapt to changing requirements and environments2. One of the practices that support servant leadership in agile project management is the daily standup, also known as the daily scrum. It is a short, time-boxed meeting where the team members synchronize their work and plan for the next 24 hours. The daily standup also provides an opportunity for the team members to share their impediments, risks, and issues, and for the servant leader to facilitate the removal of those obstacles34. By implementing daily standups, the project manager can foster a culture of transparency, feedback, and continuous improvement among the team members, and help them achieve their project goals more effectively and efficiently5.
Reference: 1: PMBOK Guide, 7th edition, page 55 2: A Little Bit of Both1 3: Guide on Servant Leadership in Agile Project Management3 4: 7 Traits of Servant Leadership in Agile Project Management4 5:
How to create a project management communication plan5
Question #42
A project manager has team members around the world in many different time zones Project work frequently stalls because people in one office need to wait until another office is awake to have
questions answered.
What should the project manager have done to avoid this?
- A . Used communication tools, such as video conferencing so different offices could communicate.
- B . Learned more about how each team member prefers to communicate before assigning project work
- C . Planned and scheduled tasks and work packages to overcome geographical and time zone challenges
- D . Ensured that the project would be the highest priority for all team members
Correct Answer: C
C
Explanation:
A project manager who has team members around the world in different time zones should plan and schedule the tasks and work packages in a way that minimizes the dependency and communication gaps between the offices. This can be done by using techniques such as rolling wave planning, agile methods, or critical chain method, which allow for more flexibility and adaptability in the project schedule. The project manager should also consider the cultural differences, working hours, holidays, and availability of the team members when planning and scheduling the project work. This way, the project manager can avoid delays, conflicts, and misunderstandings caused by the geographical and time zone challenges.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) C Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Schedule Performance, pp. 55-56
Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain
II: Process, Task 2: Plan and manage project schedule, pp. 15-16
Managing Projects Across Time Zones, by ProjectManager.com, published on July 9, 2019
C
Explanation:
A project manager who has team members around the world in different time zones should plan and schedule the tasks and work packages in a way that minimizes the dependency and communication gaps between the offices. This can be done by using techniques such as rolling wave planning, agile methods, or critical chain method, which allow for more flexibility and adaptability in the project schedule. The project manager should also consider the cultural differences, working hours, holidays, and availability of the team members when planning and scheduling the project work. This way, the project manager can avoid delays, conflicts, and misunderstandings caused by the geographical and time zone challenges.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK Guide) C Seventh Edition, Chapter 3: Project Performance Domain, Section 3.2: Schedule Performance, pp. 55-56
Project Management Professional (PMP) Handbook, Section 2.2: PMP Exam Content Outline, Domain
II: Process, Task 2: Plan and manage project schedule, pp. 15-16
Managing Projects Across Time Zones, by ProjectManager.com, published on July 9, 2019
Question #43
A project lead is working on an agile project to build the team’s vision, including the decision-making process. It was decided that the team will vote on items, and if 90% of the team agrees on a decision, then it will be carried forward. At the very first technical design meeting, the team makes a decision that the project lead strongly disagrees with.
How should the project lead proceed?
- A . Refuse to let the team proceed with the work based on their decision.
- B . Take the technical team lead aside and try to persuade them to change their vote.
- C . Note the reasons for the disagreement and let the team proceed.
- D . Set up a meeting with the project champion and ask them to intervene.
Correct Answer: C
C
Explanation:
In an agile project, it is important to respect the team’s decision-making process. If a decision is made by a majority vote, as agreed upon by the team, the project lead should note their disagreement and the reasons for it but allow the team to proceed with the decision. This approach aligns with agile principles, which emphasize team collaboration and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder engagement and managing project teams2.
Reference: The PMP Examination Content Outline, which provides a framework for the role of the project manager and the importance of team decision-making processes1.
The PMBOK Guide, which includes guidelines on stakeholder engagement and project team management2.
Professional in Business Analysis Reference Materials, which support the use of documentation to record project decisions and the rationale behind them3.
C
Explanation:
In an agile project, it is important to respect the team’s decision-making process. If a decision is made by a majority vote, as agreed upon by the team, the project lead should note their disagreement and the reasons for it but allow the team to proceed with the decision. This approach aligns with agile principles, which emphasize team collaboration and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder engagement and managing project teams2.
Reference: The PMP Examination Content Outline, which provides a framework for the role of the project manager and the importance of team decision-making processes1.
The PMBOK Guide, which includes guidelines on stakeholder engagement and project team management2.
Professional in Business Analysis Reference Materials, which support the use of documentation to record project decisions and the rationale behind them3.
Question #43
A project lead is working on an agile project to build the team’s vision, including the decision-making process. It was decided that the team will vote on items, and if 90% of the team agrees on a decision, then it will be carried forward. At the very first technical design meeting, the team makes a decision that the project lead strongly disagrees with.
How should the project lead proceed?
- A . Refuse to let the team proceed with the work based on their decision.
- B . Take the technical team lead aside and try to persuade them to change their vote.
- C . Note the reasons for the disagreement and let the team proceed.
- D . Set up a meeting with the project champion and ask them to intervene.
Correct Answer: C
C
Explanation:
In an agile project, it is important to respect the team’s decision-making process. If a decision is made by a majority vote, as agreed upon by the team, the project lead should note their disagreement and the reasons for it but allow the team to proceed with the decision. This approach aligns with agile principles, which emphasize team collaboration and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder engagement and managing project teams2.
Reference: The PMP Examination Content Outline, which provides a framework for the role of the project manager and the importance of team decision-making processes1.
The PMBOK Guide, which includes guidelines on stakeholder engagement and project team management2.
Professional in Business Analysis Reference Materials, which support the use of documentation to record project decisions and the rationale behind them3.
C
Explanation:
In an agile project, it is important to respect the team’s decision-making process. If a decision is made by a majority vote, as agreed upon by the team, the project lead should note their disagreement and the reasons for it but allow the team to proceed with the decision. This approach aligns with agile principles, which emphasize team collaboration and empowerment1. It is also consistent with the PMBOK Guide’s guidance on stakeholder engagement and managing project teams2.
Reference: The PMP Examination Content Outline, which provides a framework for the role of the project manager and the importance of team decision-making processes1.
The PMBOK Guide, which includes guidelines on stakeholder engagement and project team management2.
Professional in Business Analysis Reference Materials, which support the use of documentation to record project decisions and the rationale behind them3.
Question #45
An agile team is working on a product deliverable in an organization that is transforming itself to quickly respond to change. The finance team is requesting a project budget for the new product.
What should the team do to address this request?
- A . Work with the finance team to transition to incremental budgeting.
- B . Request the finance team to allocate a budget based on historical data.
- C . Provide the budget to the finance team for only the planned increments.
- D . Extrapolate the budget based on the current cost performance index (CPI).
Correct Answer: A
A
Explanation:
According to the PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179, incremental budgeting is a technique that allows agile teams to estimate and allocate funds for each iteration or release of a product. This technique enables the teams to respond to changing requirements and priorities, and to deliver value to the customer faster. Incremental budgeting also reduces the risk of over- or under-budgeting, as the teams can adjust their estimates based on the actual costs and benefits of each increment. The other options are not suitable for agile teams, as they do not support the agile principles of flexibility, collaboration, and customer satisfaction. Requesting the finance team to allocate a budget based on historical data may not reflect the current or future needs of the product. Providing the budget to the finance team for only the planned increments may not account for the changes that may occur during the product development. Extrapolating the budget based on the current cost performance index (CPI) may not be accurate or reliable, as the CPI may vary depending on the scope, schedule, and quality of each increment.
Reference: PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179 PMBOK Guide, 7th edition, section 8.1.3, page 269
A
Explanation:
According to the PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179, incremental budgeting is a technique that allows agile teams to estimate and allocate funds for each iteration or release of a product. This technique enables the teams to respond to changing requirements and priorities, and to deliver value to the customer faster. Incremental budgeting also reduces the risk of over- or under-budgeting, as the teams can adjust their estimates based on the actual costs and benefits of each increment. The other options are not suitable for agile teams, as they do not support the agile principles of flexibility, collaboration, and customer satisfaction. Requesting the finance team to allocate a budget based on historical data may not reflect the current or future needs of the product. Providing the budget to the finance team for only the planned increments may not account for the changes that may occur during the product development. Extrapolating the budget based on the current cost performance index (CPI) may not be accurate or reliable, as the CPI may vary depending on the scope, schedule, and quality of each increment.
Reference: PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179 PMBOK Guide, 7th edition, section 8.1.3, page 269
Question #46
A project manager is working on an agile project that is within the scope of a recently announced corporate audit. The project manager was appointed to attend the first meeting with the auditors scheduled for the following week.
What should the project manager do to prepare for the audit?
- A . Reserve story points for the next iteration if needed.
- B . Review the project information.
- C . Ask the development team to provide compliance information.
- D . Ask for a waiver during the audit.
Correct Answer: B
B
Explanation:
Preparing for an audit in an agile project management context involves a thorough review of all project-related information. This includes project plans, user stories, sprint reports, and other relevant documentation that can provide auditors with insight into the project’s progress and adherence to agile practices. The project manager should ensure that all records are up-to-date and accurately reflect the project’s status. Additionally, it’s important to be prepared to explain the agile methodology, how it’s being implemented in the project, and how it aligns with the company’s goals and audit requirements.
Reference: The information is aligned with the best practices for audit preparation in project management as outlined in the PMP and PMI-PBA certification materials and guides1234.
B
Explanation:
Preparing for an audit in an agile project management context involves a thorough review of all project-related information. This includes project plans, user stories, sprint reports, and other relevant documentation that can provide auditors with insight into the project’s progress and adherence to agile practices. The project manager should ensure that all records are up-to-date and accurately reflect the project’s status. Additionally, it’s important to be prepared to explain the agile methodology, how it’s being implemented in the project, and how it aligns with the company’s goals and audit requirements.
Reference: The information is aligned with the best practices for audit preparation in project management as outlined in the PMP and PMI-PBA certification materials and guides1234.
Question #47
A project in aerospace design has run into a substantial technical issue, and the project team is uncertain on how to proceed.
With whom should the project manager call a meeting to discuss the issue?
- A . Project stakeholders and the team
- B . External subject matter experts (SMEs) and the team
- C . Project sponsor and the team
- D . Project sponsor and the external SMEs
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, 7th edition, section 4.3.2.1, when a project faces a technical issue that requires specialized knowledge or expertise, the project manager should consult with external subject matter experts (SMEs) and the team to find a solution. External SMEs are individuals or groups who have specialized knowledge or skills related to a specific aspect of the project, such as aerospace design. They can provide valuable insights, recommendations, and guidance to the project team. The project team consists of the project manager and the project staff who are responsible for performing the project work. They have the most knowledge and experience about the project and its deliverables. The project manager should involve both the external SMEs and the team in the discussion of the technical issue, as they can contribute different perspectives and ideas to resolve the issue. The project manager should also communicate the issue and the proposed solution to the project sponsor and other relevant stakeholders, but they do not need to be part of the initial meeting.
Reference: PMBOK Guide, 7th edition, section 4.3.2.1
PMP Exam Content Outline, Domain II: Process, Task 5
B
Explanation:
According to the PMBOK Guide, 7th edition, section 4.3.2.1, when a project faces a technical issue that requires specialized knowledge or expertise, the project manager should consult with external subject matter experts (SMEs) and the team to find a solution. External SMEs are individuals or groups who have specialized knowledge or skills related to a specific aspect of the project, such as aerospace design. They can provide valuable insights, recommendations, and guidance to the project team. The project team consists of the project manager and the project staff who are responsible for performing the project work. They have the most knowledge and experience about the project and its deliverables. The project manager should involve both the external SMEs and the team in the discussion of the technical issue, as they can contribute different perspectives and ideas to resolve the issue. The project manager should also communicate the issue and the proposed solution to the project sponsor and other relevant stakeholders, but they do not need to be part of the initial meeting.
Reference: PMBOK Guide, 7th edition, section 4.3.2.1
PMP Exam Content Outline, Domain II: Process, Task 5
Question #48
A company initiated a departmental transformation project improving the processes for the organization using a predictive approach, This is a critical project for the organization and, in the middle of the project, the project manager noticed that one of the deliverables cannot be produced due to a missing technical skill.
What should the project manager have done to avoid this?
- A . Planned all required training for the team during the onboarding process
- B . Identified all required skills after the kick-off of the project
- C . Identified all required skills during the planning of the project
- D . Asked the sponsor to identify all required skills during the planning of the project
Correct Answer: C
C
Explanation:
According to the Project Management Professional (PMP) guidelines, during the planning phase of a project, it is crucial to identify all required skills to ensure that the team can deliver all project outcomes. In this case, the project manager should have identified the need for the specific technical skill during the planning phase. This would have allowed time to either train an existing team member or hire a new team member with the required skill. By doing this during the planning phase, the project manager could have avoided the issue of not being able to produce a deliverable due to a missing technical skill.
Reference: Project Management Professional (PMP) Certification Handbook, PMBOK Guide 6th Edition, Chapter 9: Project Resource Management.
C
Explanation:
According to the Project Management Professional (PMP) guidelines, during the planning phase of a project, it is crucial to identify all required skills to ensure that the team can deliver all project outcomes. In this case, the project manager should have identified the need for the specific technical skill during the planning phase. This would have allowed time to either train an existing team member or hire a new team member with the required skill. By doing this during the planning phase, the project manager could have avoided the issue of not being able to produce a deliverable due to a missing technical skill.
Reference: Project Management Professional (PMP) Certification Handbook, PMBOK Guide 6th Edition, Chapter 9: Project Resource Management.
Question #49
A subject matter expert (SME) external to the project team provides a suggestion that will save the project delivery time. This SME has available time to support the project, but was not planned to be involved in the current agile iteration.
What should the project manager do?
- A . Bring the SME on board immediately and discuss the implications later.
- B . Ask the existing team members to collaborate with the SME and complete the activity.
- C . Ask the SME to complete all of the necessary changes, which will save time.
- D . Direct the team member to ignore the SME’s changes as they were not planned.
Correct Answer: B
B
Explanation:
In an agile project environment, collaboration and flexibility are key. When an SME external to the project team offers a suggestion that could expedite project delivery, it is beneficial to leverage their expertise. The project manager should facilitate collaboration between the current team members and the SME to integrate the suggestion effectively. This approach aligns with agile principles, which prioritize individuals and interactions over processes and tools, and responding to change over following a plan12.
Reference: Agile Methodology in Project Management as a Licensed PMP2.
5 Lessons on.
How Agile can Solve SME’s Engagement Issues1.
B
Explanation:
In an agile project environment, collaboration and flexibility are key. When an SME external to the project team offers a suggestion that could expedite project delivery, it is beneficial to leverage their expertise. The project manager should facilitate collaboration between the current team members and the SME to integrate the suggestion effectively. This approach aligns with agile principles, which prioritize individuals and interactions over processes and tools, and responding to change over following a plan12.
Reference: Agile Methodology in Project Management as a Licensed PMP2.
5 Lessons on.
How Agile can Solve SME’s Engagement Issues1.
Question #50
A project manager assigned to an engineering construction project is receiving questions from the site engineers. Several questions are related to carrying out activities to meet timelines that compromise the work crew’s safety. When reviewing these questions, the project manager realizes that the engineers do not (eel empowered to make decisions.
How should the project manager address this?
- A . Consult the previous project manager to discuss how they managed these questions.
- B . Ensure all engineers are aware that questions should only be submitted in their weekly reports.
- C . Email the company vision to the engineers and tell them they need to meet deadlines
- D . Reinforce to all engineers the company vision of a safety-first approach to project activities.
Correct Answer: D
D
Explanation:
According to the PMBOK Guide, 7th edition, one of the project management principles is to “create a collaborative project team environment”. This means that the project manager should foster a culture of trust, empowerment, and feedback among the team members, and encourage them to make decisions that align with the project objectives and values. In this case, the project manager should remind the engineers that safety is a priority for the company and the project, and that they have the authority and responsibility to raise any concerns or issues that may jeopardize the safety of the work crew. The project manager should also communicate with the stakeholders and sponsors to ensure that the project schedule and scope are realistic and do not compromise the quality and safety standards.
Reference: PMBOK Guide, 7th edition, page 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48…
D
Explanation:
According to the PMBOK Guide, 7th edition, one of the project management principles is to “create a collaborative project team environment”. This means that the project manager should foster a culture of trust, empowerment, and feedback among the team members, and encourage them to make decisions that align with the project objectives and values. In this case, the project manager should remind the engineers that safety is a priority for the company and the project, and that they have the authority and responsibility to raise any concerns or issues that may jeopardize the safety of the work crew. The project manager should also communicate with the stakeholders and sponsors to ensure that the project schedule and scope are realistic and do not compromise the quality and safety standards.
Reference: PMBOK Guide, 7th edition, page 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 23, 24, 25, 26, 27, 28, 29, 30, 31, 32, 33, 34, 35, 36, 37, 38, 39, 40, 41, 42, 43, 44, 45, 46, 47, 48…