PMI PMP Practice Exams
Last updated on Oct 24,2026- Exam Code: PMP
- Exam Name: Project Management Professional
- Certification Provider: PMI
- Latest update: Oct 24,2026
Question #501
A project manager is managing a project which has a very complex and long execution period Although the project is mostly predictive, the team was able to break the design and execution into smaller packages using a hybrid framework. The business wants to keep track of the value delivered by this framework application but there is no defined set of measurable items for the framework.
What should the project manager do first?
- A . Work with the stakeholders to determine which measurable benefits can be tracked and assign an accountable person to monitor and report them
- B . Create a report based on the work breakdown structure (WBS) and update it on a regular basis.
- C . Use the same benefits tracking process from the last predictive project and add this to the monthly status report
- D . Research which templates of reports were used the most for this framework and incorporate them into the project
Correct Answer: A
A
Explanation:
Working with the stakeholders to determine which measurable benefits can be tracked and assigning an accountable person to monitor and report them is the first step to ensure that the value delivered by the hybrid framework is aligned with the business objectives and expectations. The project manager should collaborate with the stakeholders to identify the key performance indicators (KPIs) and metrics that reflect the value of the project outcomes and outputs. The project manager should also assign a responsible person to collect, analyze, and report the data on the benefits realization. Creating a report based on the work breakdown structure (WBS) and updating it on a regular basis is not a sufficient way to track the value delivered by the hybrid framework, as the WBS only shows the scope of the project, not the benefits. Using the same benefits tracking process from the last predictive project and adding this to the monthly status report is not a suitable option, as the hybrid framework may require different methods and measures to track the value delivered. Researching which templates of reports were used the most for this framework and incorporating them into the project is not a proactive approach, as it does not involve the stakeholders’ input and feedback on the value delivered by the hybrid framework.
Reference: Project Management Professional Sample Questions, page 13, question 109. [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 33, section 1.2.3. [Agile Practice Guide], page 25, section 3.1.1.
A
Explanation:
Working with the stakeholders to determine which measurable benefits can be tracked and assigning an accountable person to monitor and report them is the first step to ensure that the value delivered by the hybrid framework is aligned with the business objectives and expectations. The project manager should collaborate with the stakeholders to identify the key performance indicators (KPIs) and metrics that reflect the value of the project outcomes and outputs. The project manager should also assign a responsible person to collect, analyze, and report the data on the benefits realization. Creating a report based on the work breakdown structure (WBS) and updating it on a regular basis is not a sufficient way to track the value delivered by the hybrid framework, as the WBS only shows the scope of the project, not the benefits. Using the same benefits tracking process from the last predictive project and adding this to the monthly status report is not a suitable option, as the hybrid framework may require different methods and measures to track the value delivered. Researching which templates of reports were used the most for this framework and incorporating them into the project is not a proactive approach, as it does not involve the stakeholders’ input and feedback on the value delivered by the hybrid framework.
Reference: Project Management Professional Sample Questions, page 13, question 109. [A Guide to the Project Management Body of Knowledge (PMBOK Guide)], Sixth Edition, page 33, section 1.2.3. [Agile Practice Guide], page 25, section 3.1.1.
Question #502
In the middle of an iteration, an agile team working on the development of a new product was notified that an important team member will leave the project for a few weeks due to some urgent personal issues.
What should the project manager do regarding the activities that were the responsibility of this team member?
- A . Reach an agreement with the team on how to handle the situation.
- B . Reach out to the procurement team to hire a substitute for the team member.
- C . Allow senior management to decide how to proceed with the project.
- D . Convince the team member not to leave until the project is completed.
Correct Answer: A
A
Explanation:
When a key team member is unexpectedly absent, it’s important for the project manager to collaborate with the rest of the team to assess the impact and reprioritize tasks. This is in line with agile principles, which emphasize team collaboration and self-organization1. The team should collectively decide how to redistribute the workload, possibly by sharing responsibilities or adjusting the iteration’s scope. This approach maintains the team’s agility and ensures that everyone is on board with the revised plan, fostering a sense of ownership and commitment to the project’s success.
Reference: PMBOK® Guide C Seventh Edition2
Professional in Business Analysis (PMI-PBA)®3
ExamTopics discussion on PMP topic1
A
Explanation:
When a key team member is unexpectedly absent, it’s important for the project manager to collaborate with the rest of the team to assess the impact and reprioritize tasks. This is in line with agile principles, which emphasize team collaboration and self-organization1. The team should collectively decide how to redistribute the workload, possibly by sharing responsibilities or adjusting the iteration’s scope. This approach maintains the team’s agility and ensures that everyone is on board with the revised plan, fostering a sense of ownership and commitment to the project’s success.
Reference: PMBOK® Guide C Seventh Edition2
Professional in Business Analysis (PMI-PBA)®3
ExamTopics discussion on PMP topic1
Question #503
A company initiated a project to introduce a new product to the market. The product must undergo the industry’s regulatory process prior to approval and launch However, the company sees a great demand for this product and wants it to launch as soon as possible.
What should the project manager do to realize this opportunity?
- A . Communicate with the industry’s regulatory authority to grant the company an exception
- B . Escalate the issue to the company’s CEO who has experience with the regulations.
- C . Comply with the regulatory requirements and work to compress the project schedule.
- D . Hire a third party who is an expert on the industry’s regulations to work out the details.
Correct Answer: C
C
Explanation:
The project manager should prioritize compliance with the regulatory requirements while exploring ways to accelerate the project timeline. This can be achieved by employing project acceleration strategies such as optimizing resources, streamlining processes, and identifying bottlenecks123. It is essential to maintain adherence to regulations to avoid legal issues and ensure the product’s successful launch. Seeking an exception or bypassing the regulatory process could lead to significant risks and is not advisable.
Reference: An overview of the regulatory process in project management emphasizes the importance of compliance from project inception1. Additionally, understanding and adhering to regulatory requirements is a critical skill for compliance analysts, who ensure that companies comply with legal and regulatory obligations456.
C
Explanation:
The project manager should prioritize compliance with the regulatory requirements while exploring ways to accelerate the project timeline. This can be achieved by employing project acceleration strategies such as optimizing resources, streamlining processes, and identifying bottlenecks123. It is essential to maintain adherence to regulations to avoid legal issues and ensure the product’s successful launch. Seeking an exception or bypassing the regulatory process could lead to significant risks and is not advisable.
Reference: An overview of the regulatory process in project management emphasizes the importance of compliance from project inception1. Additionally, understanding and adhering to regulatory requirements is a critical skill for compliance analysts, who ensure that companies comply with legal and regulatory obligations456.
Question #504
A project manager has been assigned to a long-term project. The project manager came across a government debate over a new law that may affect the project.
What are the first two actions the project manager should perform? (Choose two)
- A . Create a change request to discuss with the change control board (CCB).
- B . Request additional budget for contingency.
- C . Perform a risk identification process with the project team.
- D . Consult with the project stakeholders.
- E . Discuss the possible impacts with subject matter experts (SMEs).
Correct Answer: C D
C D
When a project manager encounters a potential change in the project environment, such as a new law that may affect the project, the first two actions they should perform are to identify the risks and consult the stakeholders. Risk identification is the process of determining the risks that may affect the project and documenting their characteristics. It is an iterative process that should be performed throughout the project life cycle, especially when there are changes or uncertainties. Consulting the stakeholders is also important, as they may have valuable insights, opinions, or expectations regarding the potential impacts of the new law on the project. The project manager should communicate with the stakeholders and seek their feedback and support. Creating a change request, requesting additional budget, or discussing with SMEs are not the first actions to perform, as they require more analysis and evaluation of the situation. A change request should be submitted only after the project manager has assessed the impact of the change and determined the best course of action. Requesting additional budget should be based on a realistic estimate of the cost implications of the change, not on a contingency. Discussing with SMEs may be helpful, but it is not as essential as involving the project team and the stakeholders, who have more direct interest and influence on the project.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 11, Section 11.2
Practice Standard for Project Risk Management, Chapter 3, Section 3.1. The Standard for Project Management, Chapter 4, Section 4.3.2
C D
When a project manager encounters a potential change in the project environment, such as a new law that may affect the project, the first two actions they should perform are to identify the risks and consult the stakeholders. Risk identification is the process of determining the risks that may affect the project and documenting their characteristics. It is an iterative process that should be performed throughout the project life cycle, especially when there are changes or uncertainties. Consulting the stakeholders is also important, as they may have valuable insights, opinions, or expectations regarding the potential impacts of the new law on the project. The project manager should communicate with the stakeholders and seek their feedback and support. Creating a change request, requesting additional budget, or discussing with SMEs are not the first actions to perform, as they require more analysis and evaluation of the situation. A change request should be submitted only after the project manager has assessed the impact of the change and determined the best course of action. Requesting additional budget should be based on a realistic estimate of the cost implications of the change, not on a contingency. Discussing with SMEs may be helpful, but it is not as essential as involving the project team and the stakeholders, who have more direct interest and influence on the project.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 11, Section 11.2
Practice Standard for Project Risk Management, Chapter 3, Section 3.1. The Standard for Project Management, Chapter 4, Section 4.3.2
Question #504
A project manager has been assigned to a long-term project. The project manager came across a government debate over a new law that may affect the project.
What are the first two actions the project manager should perform? (Choose two)
- A . Create a change request to discuss with the change control board (CCB).
- B . Request additional budget for contingency.
- C . Perform a risk identification process with the project team.
- D . Consult with the project stakeholders.
- E . Discuss the possible impacts with subject matter experts (SMEs).
Correct Answer: C D
C D
When a project manager encounters a potential change in the project environment, such as a new law that may affect the project, the first two actions they should perform are to identify the risks and consult the stakeholders. Risk identification is the process of determining the risks that may affect the project and documenting their characteristics. It is an iterative process that should be performed throughout the project life cycle, especially when there are changes or uncertainties. Consulting the stakeholders is also important, as they may have valuable insights, opinions, or expectations regarding the potential impacts of the new law on the project. The project manager should communicate with the stakeholders and seek their feedback and support. Creating a change request, requesting additional budget, or discussing with SMEs are not the first actions to perform, as they require more analysis and evaluation of the situation. A change request should be submitted only after the project manager has assessed the impact of the change and determined the best course of action. Requesting additional budget should be based on a realistic estimate of the cost implications of the change, not on a contingency. Discussing with SMEs may be helpful, but it is not as essential as involving the project team and the stakeholders, who have more direct interest and influence on the project.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 11, Section 11.2
Practice Standard for Project Risk Management, Chapter 3, Section 3.1. The Standard for Project Management, Chapter 4, Section 4.3.2
C D
When a project manager encounters a potential change in the project environment, such as a new law that may affect the project, the first two actions they should perform are to identify the risks and consult the stakeholders. Risk identification is the process of determining the risks that may affect the project and documenting their characteristics. It is an iterative process that should be performed throughout the project life cycle, especially when there are changes or uncertainties. Consulting the stakeholders is also important, as they may have valuable insights, opinions, or expectations regarding the potential impacts of the new law on the project. The project manager should communicate with the stakeholders and seek their feedback and support. Creating a change request, requesting additional budget, or discussing with SMEs are not the first actions to perform, as they require more analysis and evaluation of the situation. A change request should be submitted only after the project manager has assessed the impact of the change and determined the best course of action. Requesting additional budget should be based on a realistic estimate of the cost implications of the change, not on a contingency. Discussing with SMEs may be helpful, but it is not as essential as involving the project team and the stakeholders, who have more direct interest and influence on the project.
Reference: A Guide to the Project Management Body of Knowledge (PMBOK® Guide) C Sixth Edition, Chapter 11, Section 11.2
Practice Standard for Project Risk Management, Chapter 3, Section 3.1. The Standard for Project Management, Chapter 4, Section 4.3.2
Question #506
A project requires the procurement of a large amount of equipment that needs to be on-site before any other activity can begin. The procurement department has a lengthy approval process.
What should the project manager do?
- A . Work with the procurement team to find alternative options.
- B . Contact the vendor that supplied similar equipment for a previous project.
- C . Use the existing equipment and replace it later with the new equipment
- D . Ask the project sponsor to expedite the vendor selection process.
Correct Answer: A
A
Explanation:
In situations where a project’s timeline is at risk due to lengthy procurement processes, the project manager should collaborate with the procurement team to explore alternative options. This may involve expediting the approval process, finding different vendors, or adjusting project schedules to accommodate delays. The PMBOK® Guide emphasizes the importance of procurement management and the need for project managers to be proactive in managing procurement activities, especially when they can impact critical project milestones1.
Reference: Project Procurement Management – Updated PMP, PMI-ACP & ITIL Exam Tips 20231.
A
Explanation:
In situations where a project’s timeline is at risk due to lengthy procurement processes, the project manager should collaborate with the procurement team to explore alternative options. This may involve expediting the approval process, finding different vendors, or adjusting project schedules to accommodate delays. The PMBOK® Guide emphasizes the importance of procurement management and the need for project managers to be proactive in managing procurement activities, especially when they can impact critical project milestones1.
Reference: Project Procurement Management – Updated PMP, PMI-ACP & ITIL Exam Tips 20231.
Question #507
A project manager is appointed for the deployment of a new solution. The solution will be integrated into the environment by a third-party vendor This vendor just announced a delay in delivering a key component, which will impact the project schedule.
What should the project manager do?
- A . Ask for expedited delivery of the component to mitigate the risk of schedule delays
- B . Ensure that relevant stakeholders and expectations are identified and assess the component delay
- C . Perform a detailed analysis of the release content for each component of the solution.
- D . Propose a new design of the solution to replace the external component with an internal one
Correct Answer: B
B
Explanation:
The project manager should ensure that relevant stakeholders and expectations are identified and assess the component delay. This is because the project manager needs to communicate with the stakeholders about the impact of the delay on the project objectives, scope, schedule, cost, and quality, and seek their feedback and support. The project manager also needs to evaluate the component delay and its root cause, and determine the best course of action to address the issue. Asking for expedited delivery, performing a detailed analysis, or proposing a new design are possible actions that the project manager may take after ensuring stakeholder identification and assessment, depending on the outcome of the evaluation. However, they are not the best actions to take in this situation, as they may not address the stakeholder needs and expectations, or may introduce unnecessary changes or risks to the project.
Reference: PMBOK Guide, 6th edition, page 513, section 10.1.1.1 (Stakeholder Identification); page 518, section 10.1.3.1 (Stakeholder Register); page 520, section 10.2.1.1 (Stakeholder Analysis); page 524, section 10.2.3.1 (Stakeholder Engagement Assessment Matrix); page 526, section 10.3.1.1 (Communication Requirements Analysis) Topic 2, Exam Pool B
B
Explanation:
The project manager should ensure that relevant stakeholders and expectations are identified and assess the component delay. This is because the project manager needs to communicate with the stakeholders about the impact of the delay on the project objectives, scope, schedule, cost, and quality, and seek their feedback and support. The project manager also needs to evaluate the component delay and its root cause, and determine the best course of action to address the issue. Asking for expedited delivery, performing a detailed analysis, or proposing a new design are possible actions that the project manager may take after ensuring stakeholder identification and assessment, depending on the outcome of the evaluation. However, they are not the best actions to take in this situation, as they may not address the stakeholder needs and expectations, or may introduce unnecessary changes or risks to the project.
Reference: PMBOK Guide, 6th edition, page 513, section 10.1.1.1 (Stakeholder Identification); page 518, section 10.1.3.1 (Stakeholder Register); page 520, section 10.2.1.1 (Stakeholder Analysis); page 524, section 10.2.3.1 (Stakeholder Engagement Assessment Matrix); page 526, section 10.3.1.1 (Communication Requirements Analysis) Topic 2, Exam Pool B
Question #508
As the project progresses, the learns not performing at acceptable levels and in accordance with the key performance indicators (KPls) that were set at the beginning of the project.
How should the project manager resolve this?
- A . Escalate a schedule risk to the sponsor.
- B . Conduct team-building exercises.
- C . Stop the project and perform a team skill assessment.
- D . Make sure that the team has a full understanding of the scope.
Correct Answer: D
D
Explanation:
When a project team is not performing at acceptable levels, it’s crucial to ensure that the team has a full understanding of the project scope12. The project scope outlines the project’s objectives, deliverables, and what needs to be done to achieve those deliverables1. If the team members do not fully understand the scope, they may not know exactly what is expected of them, leading to underperformance3. Therefore, the project manager should clarify the project scope and ensure that all team members understand it12. This can help align the team’s efforts with the project’s goals and improve their performance12.
Reference: Harvard Business Review |.
What to Do If Your Team Is Underperforming, AIHR | 12 Actionable Tips for Managing Underperforming Employees, Software Suggest |.
How to Handle Poor Performance of a Project Management Team, Kissflow | 10 Dynamic Strategies of Managing a Project Team, PMI | Resolving conflicts in project management
D
Explanation:
When a project team is not performing at acceptable levels, it’s crucial to ensure that the team has a full understanding of the project scope12. The project scope outlines the project’s objectives, deliverables, and what needs to be done to achieve those deliverables1. If the team members do not fully understand the scope, they may not know exactly what is expected of them, leading to underperformance3. Therefore, the project manager should clarify the project scope and ensure that all team members understand it12. This can help align the team’s efforts with the project’s goals and improve their performance12.
Reference: Harvard Business Review |.
What to Do If Your Team Is Underperforming, AIHR | 12 Actionable Tips for Managing Underperforming Employees, Software Suggest |.
How to Handle Poor Performance of a Project Management Team, Kissflow | 10 Dynamic Strategies of Managing a Project Team, PMI | Resolving conflicts in project management
Question #509
A company’s project management office (PMO) is incorporating more adaptive technologies and has hired a new project manager with hybrid project management experience. The team is slow in adopting the new methodology and has not been updating project artifacts in a timely manner.
Which action should the project manager take to improve the team’s performance?
- A . Set up a training session for all project team members
- B . Reach out to the functional managers for support
- C . Speak individually with each project team member about making the needed updates
- D . Send an email asking all project team members to complete updates at the end of the day
Correct Answer: A
A
Explanation:
According to the PMBOK Guide, project managers need to adapt their approach and style to the changing environment and needs of the project1. When a project management office (PMO) is incorporating more adaptive technologies, such as agile or hybrid methods, the project manager and the project team need to acquire the necessary knowledge and skills to apply them effectively2. One of the ways to do this is to set up a training session for all project team members, where they can learn the principles, practices, and tools of the new methodology, and how to update the project artifacts accordingly3. This would help to improve the team’s performance, as well as their engagement and collaboration. The other options are not as effective as providing training, as they do not address the root cause of the problem, which is the lack of understanding and adoption of the new methodology.
Reference: 1: PMBOK Guide, 6th edition, p. 18
2: PMBOK Guide, 6th edition, p. 27
3: PMBOK Guide, 6th edition, p. 52
A
Explanation:
According to the PMBOK Guide, project managers need to adapt their approach and style to the changing environment and needs of the project1. When a project management office (PMO) is incorporating more adaptive technologies, such as agile or hybrid methods, the project manager and the project team need to acquire the necessary knowledge and skills to apply them effectively2. One of the ways to do this is to set up a training session for all project team members, where they can learn the principles, practices, and tools of the new methodology, and how to update the project artifacts accordingly3. This would help to improve the team’s performance, as well as their engagement and collaboration. The other options are not as effective as providing training, as they do not address the root cause of the problem, which is the lack of understanding and adoption of the new methodology.
Reference: 1: PMBOK Guide, 6th edition, p. 18
2: PMBOK Guide, 6th edition, p. 27
3: PMBOK Guide, 6th edition, p. 52
Question #510
A project manager has been assigned as the servant leader for an ongoing project that historically has presented unexpected problems. The main stakeholder is hesitant to continue with the rest of the sprints even though there are no open issues or indications of risks at this stage.
What should the project manager do to address this problem?
- A . Increase the contingency reserves to cover unknown-unknowns.
- B . Implement short cycles for inspection and provide feedback.
- C . Increase the management reserves to convert the known-unknowns.
- D . Create a new risk entry to identify the stakeholder as a detractor.
Correct Answer: B
B
Explanation:
Implementing short cycles for inspection and providing feedback is aligned with the principles of servant leadership and agile project management. Servant leadership emphasizes flexibility, empathy, and empowering team members to adapt and thrive1. It involves facilitating the team’s success by ensuring open communication and stakeholder engagement2. In the context of agile project management, short cycles or iterations allow for regular assessment of the project’s progress and early detection of potential issues, which aligns with the PMBOK® Guide’s principle of engaging with stakeholders3. This approach allows the project manager to address the stakeholder’s concerns by demonstrating progress and managing risks proactively.
Reference: “Need to Know: Servant Leadership” – Project Management Institute1 “Managing Stakeholders as a Servant Leader” – Project Insight2 PMBOK® Guide principles3
B
Explanation:
Implementing short cycles for inspection and providing feedback is aligned with the principles of servant leadership and agile project management. Servant leadership emphasizes flexibility, empathy, and empowering team members to adapt and thrive1. It involves facilitating the team’s success by ensuring open communication and stakeholder engagement2. In the context of agile project management, short cycles or iterations allow for regular assessment of the project’s progress and early detection of potential issues, which aligns with the PMBOK® Guide’s principle of engaging with stakeholders3. This approach allows the project manager to address the stakeholder’s concerns by demonstrating progress and managing risks proactively.
Reference: “Need to Know: Servant Leadership” – Project Management Institute1 “Managing Stakeholders as a Servant Leader” – Project Insight2 PMBOK® Guide principles3