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 #511
While reviewing prototypes, the quality team found some deviations that do not affect the mam functionality but have the potential to be an issue in the future. To avoid major problems in the future, the team recommends corrective actions that will require additional funds. The project is already struggling to stay on budget and has even used some of the contingency reserves.
What should the project manager do?
- A . Ask the product designer why the deviation was not considered in the design phase
- B . Report to the project sponsor that the product is working and the project is struggling with the budget.
- C . Evaluate and initiate the change request process with the stakeholders
- D . Ask the quality team to discard the sample and test again with a new sample
Correct Answer: C
C
Explanation:
The correct answer is C. According to the PMBOK® Guide, the project manager should evaluate the impact of any deviations or defects on the project scope, schedule, cost, quality, and risks, and initiate the change request process to obtain approval for any corrective actions1. The project manager should also communicate the change request to the relevant stakeholders and update the project management plan and other documents accordingly2. Asking the product designer why the deviation was not considered, reporting to the project sponsor that the product is working, or asking the quality team to discard the sample and test again are not appropriate actions, as they do not address the root cause of the problem, nor do they follow the change control procedures.
Reference: 1: PMBOK® Guide, page 112-113; 2: PMBOK® Guide, page 121-122
C
Explanation:
The correct answer is C. According to the PMBOK® Guide, the project manager should evaluate the impact of any deviations or defects on the project scope, schedule, cost, quality, and risks, and initiate the change request process to obtain approval for any corrective actions1. The project manager should also communicate the change request to the relevant stakeholders and update the project management plan and other documents accordingly2. Asking the product designer why the deviation was not considered, reporting to the project sponsor that the product is working, or asking the quality team to discard the sample and test again are not appropriate actions, as they do not address the root cause of the problem, nor do they follow the change control procedures.
Reference: 1: PMBOK® Guide, page 112-113; 2: PMBOK® Guide, page 121-122
Question #512
A project manager manages a bridge construction project. The project manager has received a major change request from a regulatory stakeholder to add one branch of the bridge to the engineering design. The project manager prepared a change request, which was reviewed and accepted by the change control board (CCB).
What should the project manager do now?
- A . Notify the project team about the change request’s approval.
- B . Include the new branch of the bridge in the design.
- C . Communicate the decision to the stakeholder who requested the change.
- D . Evaluate the adjustments to the project management plan.
Correct Answer: C
C
Explanation:
After a change request is approved by the Change Control Board (CCB), the project manager should communicate the decision to the stakeholder who requested the change. This is an important step in the change management process as it ensures transparency and maintains trust with stakeholders. It also allows the stakeholder to understand that their request has been considered and integrated into the project, which is crucial for stakeholder engagement and satisfaction.
Reference: The information is aligned with the PMBOK Guide’s Change Management Process, which emphasizes the importance of communication with stakeholders after a decision has been made on a change request1. Additionally, the role of Business Analysts in change management includes ensuring that changes align with the organization’s goals and objectives, which involves communicating approved changes to relevant stakeholders2.
C
Explanation:
After a change request is approved by the Change Control Board (CCB), the project manager should communicate the decision to the stakeholder who requested the change. This is an important step in the change management process as it ensures transparency and maintains trust with stakeholders. It also allows the stakeholder to understand that their request has been considered and integrated into the project, which is crucial for stakeholder engagement and satisfaction.
Reference: The information is aligned with the PMBOK Guide’s Change Management Process, which emphasizes the importance of communication with stakeholders after a decision has been made on a change request1. Additionally, the role of Business Analysts in change management includes ensuring that changes align with the organization’s goals and objectives, which involves communicating approved changes to relevant stakeholders2.
Question #513
The project team follows a hybrid framework for its delivery. During the execution of a project, the team learns of a new compliance requirement that has to be delivered before any other requirements
How should the project manager address this situation?
- A . Ask the team to include the compliance requirement in the current sprint and deliver it.
- B . Add the new compliance requirement to the backlog as the technical team does not have any capacity.
- C . Include the compliance lead in the stakeholders list and wait for the next status meeting
- D . Collaborate with the compliance team member to review and prioritize the requirement’s delivery
Correct Answer: D
D
Explanation:
The project manager should collaborate with the compliance team member to review and prioritize the requirement’s delivery, as this is a way to manage the change request and ensure that the project meets the compliance standards and expectations. The project manager should also communicate the impact of the change on the project scope, schedule, cost, and quality to the project sponsor and other stakeholders, and obtain their approval and support. The project manager should not ask the team to include the compliance requirement in the current sprint and deliver it (choice A), as this would disrupt the sprint planning and execution, and create scope creep and quality issues. The project manager should not add the new compliance requirement to the backlog as the technical team does not have any capacity (choice B), as this would delay the delivery of the compliance requirement and expose the project to legal and regulatory risks. The project manager should not include the compliance lead in the stakeholders list and wait for the next status meeting (choice C), as this would not address the urgency and importance of the compliance requirement, and it would not involve the compliance lead in the decision-making and problem-solving process.
Reference: PMBOK Guide, 6th edition, page 115: “A change request is a formal proposal to modify any document, deliverable, or baseline.”
PMBOK Guide, 6th edition, page 119: “The project manager should review all change requests, assess their impact on the project, and either approve them or submit them to the change control board (CCB) or other decision-making authority for approval or rejection.”
PMBOK Guide, 6th edition, page 120: “The project manager should communicate the approved change requests to the project team and other stakeholders, and update the project management plan and other project documents accordingly.”
PMBOK Guide, 6th edition, page 39: “Compliance requirements are the set of standards or regulations that the project must adhere to, such as health, safety, security, performance, environmental, or quality standards.”
D
Explanation:
The project manager should collaborate with the compliance team member to review and prioritize the requirement’s delivery, as this is a way to manage the change request and ensure that the project meets the compliance standards and expectations. The project manager should also communicate the impact of the change on the project scope, schedule, cost, and quality to the project sponsor and other stakeholders, and obtain their approval and support. The project manager should not ask the team to include the compliance requirement in the current sprint and deliver it (choice A), as this would disrupt the sprint planning and execution, and create scope creep and quality issues. The project manager should not add the new compliance requirement to the backlog as the technical team does not have any capacity (choice B), as this would delay the delivery of the compliance requirement and expose the project to legal and regulatory risks. The project manager should not include the compliance lead in the stakeholders list and wait for the next status meeting (choice C), as this would not address the urgency and importance of the compliance requirement, and it would not involve the compliance lead in the decision-making and problem-solving process.
Reference: PMBOK Guide, 6th edition, page 115: “A change request is a formal proposal to modify any document, deliverable, or baseline.”
PMBOK Guide, 6th edition, page 119: “The project manager should review all change requests, assess their impact on the project, and either approve them or submit them to the change control board (CCB) or other decision-making authority for approval or rejection.”
PMBOK Guide, 6th edition, page 120: “The project manager should communicate the approved change requests to the project team and other stakeholders, and update the project management plan and other project documents accordingly.”
PMBOK Guide, 6th edition, page 39: “Compliance requirements are the set of standards or regulations that the project must adhere to, such as health, safety, security, performance, environmental, or quality standards.”
Question #514
After assigning tasks to a project team, a project manager discovers that some team members are uncomfortable. Same team members are having 4 difficult time understanding their assigned tasks, whereas other team members are challenging the schedule based on that allocation to the project.
Which phase of the Tuckman ladder of team formation is occurring?
- A . Forming
- B . Mourning
- C . Storming
- D . Norming
Correct Answer: C
C
Explanation:
The project team is in the “Storming” phase of the Tuckman Ladder Model. This phase is characterized by conflict and disagreement, where team members challenge each other, the project, and its leadership. The discomfort among team members and the challenges to the schedule are indicative of this phase. It’s a crucial stage where the team starts to address the project’s tasks, plans, and ideas, leading to various opinions that can cause conflict. The project manager’s role during this phase is to help the team resolve conflicts and disagreements and guide them towards a common
understanding and cooperation12.
Reference:
What is the Tuckman Ladder Model? Learn 5 Stages of Team Development.
What is the Tuckman Ladder Model? 5 Stages of Team Development.
C
Explanation:
The project team is in the “Storming” phase of the Tuckman Ladder Model. This phase is characterized by conflict and disagreement, where team members challenge each other, the project, and its leadership. The discomfort among team members and the challenges to the schedule are indicative of this phase. It’s a crucial stage where the team starts to address the project’s tasks, plans, and ideas, leading to various opinions that can cause conflict. The project manager’s role during this phase is to help the team resolve conflicts and disagreements and guide them towards a common
understanding and cooperation12.
Reference:
What is the Tuckman Ladder Model? Learn 5 Stages of Team Development.
What is the Tuckman Ladder Model? 5 Stages of Team Development.
Question #515
A project manager is assigned to lead a design for a new version of an existing product with the technology and operations teams. The project manager organizes a joint requirements session to determine the most practical ideas. The project manager was advised that the session may become chaotic.
What should the project manager do to ensure the session is interactive, productive, and efficient?
- A . Pick the senior and experienced staff members from both teams and arrange face-toface interviews.
- B . Organize a formal session led by a skilled facilitator with defined rules for how participants will interact with one another.
- C . Distribute a questionnaire on the key features of the product and encourage the teams to respond with their design recommendations.
- D . Hold multiple sessions of manageable sizes with participants from both teams to discuss their ideas.
Correct Answer: B
B
Explanation:
According to the PMBOK Guide, 7th edition, a joint requirements session is a technique used to elicit and prioritize requirements from multiple stakeholders in a collaborative and interactive way. It can also be called a workshop, a focus group, or a brainstorming session. To ensure that the session is effective and efficient, the project manager should organize a formal session led by a skilled facilitator who can guide the discussion, manage conflicts, and ensure participation from all attendees. The facilitator should also establish and communicate the rules for how the participants will interact with one another, such as respecting different opinions, using constructive feedback, and following an agenda. This will help to avoid chaos and confusion, and to achieve the desired outcomes of the session.
Reference: PMBOK Guide, 7th edition, page 149, section 5.2.3.1, Joint Requirements Session PMBOK Guide, 7th edition, page 150, section 5.2.3.2, Facilitation
B
Explanation:
According to the PMBOK Guide, 7th edition, a joint requirements session is a technique used to elicit and prioritize requirements from multiple stakeholders in a collaborative and interactive way. It can also be called a workshop, a focus group, or a brainstorming session. To ensure that the session is effective and efficient, the project manager should organize a formal session led by a skilled facilitator who can guide the discussion, manage conflicts, and ensure participation from all attendees. The facilitator should also establish and communicate the rules for how the participants will interact with one another, such as respecting different opinions, using constructive feedback, and following an agenda. This will help to avoid chaos and confusion, and to achieve the desired outcomes of the session.
Reference: PMBOK Guide, 7th edition, page 149, section 5.2.3.1, Joint Requirements Session PMBOK Guide, 7th edition, page 150, section 5.2.3.2, Facilitation
Question #516
A project team is implementing a hosted system for a third party. Just before going live, the customer asks the project team to include additional functionality. The project team identified risks to the delivery date and informed the project manager that some of the requested functions are in conflict with the agreed scope.
What should the project manager do?
- A . Discuss with the team, estimate the effort, and raise a change request.
- B . Discuss with the customer the risks identified and team’s concerns.
- C . Ask the team to deliver the functionality on the agreed go-live date.
- D . Ask the customer to go live and add the new functionality in the backlog.
Correct Answer: A
A
Explanation:
When a customer requests additional functionality that risks the delivery date and conflicts with the agreed scope, the project manager should engage with the team to assess the effort required and then raise a change request. This process involves analyzing the impact of the change on project constraints and documenting the change request for further review by the Change Control Board (CCB). It is a structured approach that ensures any alterations to the project scope are carefully considered and approved before implementation, thus maintaining control over project outcomes.
Reference: (PMBOK Guide’s Change Management Process For PMP Certification1, Professional in Business Analysis Reference Materials | PMI2)
A
Explanation:
When a customer requests additional functionality that risks the delivery date and conflicts with the agreed scope, the project manager should engage with the team to assess the effort required and then raise a change request. This process involves analyzing the impact of the change on project constraints and documenting the change request for further review by the Change Control Board (CCB). It is a structured approach that ensures any alterations to the project scope are carefully considered and approved before implementation, thus maintaining control over project outcomes.
Reference: (PMBOK Guide’s Change Management Process For PMP Certification1, Professional in Business Analysis Reference Materials | PMI2)
Question #517
A project manager just completed a successful deployment and is preparing to transition the project to an operational state before starting closeout actions.
What should the project manager do to ensure that the project is ready to move to an operational state?
- A . Meet with the project team to review the work breakdown structure (WBS) and confirm deliverables have been delivered.
- B . Develop a plan to repay the technical debt incurred during the project and ensure that the project sponsor agrees with the plan.
- C . Review the project approval requirements in the project charter and confirm who will be approving the project.
- D . Refer to the project’s work in progress (WIP) reports to ensure that there is no additional work in the backlog.
Correct Answer: A
A
Explanation:
Transitioning a project to an operational state involves ensuring that all deliverables have been completed and meet the required standards. Reviewing the WBS with the project team is a good practice to confirm that all planned deliverables have been produced and validated. This step is crucial as it helps to ensure that the project has met its objectives and that all components are in place for the operational phase. It also allows for the identification of any remaining work that needs to be completed before the project can be closed out.
Reference: (Professional in Business Analysis Reference Materials source and documents)
Executive Notebook – Transition Plans | PMI1
Exam PMP topic 1 question 749 discussion – ExamTopics2
Business Analysis 2018: The BA Role in Transitioning a Project’s Outcome/Capability to Operations3
A
Explanation:
Transitioning a project to an operational state involves ensuring that all deliverables have been completed and meet the required standards. Reviewing the WBS with the project team is a good practice to confirm that all planned deliverables have been produced and validated. This step is crucial as it helps to ensure that the project has met its objectives and that all components are in place for the operational phase. It also allows for the identification of any remaining work that needs to be completed before the project can be closed out.
Reference: (Professional in Business Analysis Reference Materials source and documents)
Executive Notebook – Transition Plans | PMI1
Exam PMP topic 1 question 749 discussion – ExamTopics2
Business Analysis 2018: The BA Role in Transitioning a Project’s Outcome/Capability to Operations3
Question #518
A project learn member is having difficulty delivering assigned tasks for a project that is at risk of being delayed. The main issue is that the team member does not understand a new system that was recently implemented.
What should the project manager do?
- A . Assign an experienced resource to support the team member
- B . Escalate the team member’s performance to the project sponsor
- C . Ask the team member to learn the new system as on-the-job training
- D . Issue a change request to extend the project schedule
Correct Answer: A
A
Explanation:
According to the Project Management Professional (PMP) guidelines, when a team member is struggling with a new system or technology, it’s beneficial to provide support to help them understand and adapt. Assigning an experienced resource to support the team member can facilitate knowledge transfer and help the team member deliver their tasks effectively. This approach not only addresses the immediate issue but also contributes to the team member’s professional development.
Reference: PMBOK Guide, Human Resource Management, Team Development. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.
A
Explanation:
According to the Project Management Professional (PMP) guidelines, when a team member is struggling with a new system or technology, it’s beneficial to provide support to help them understand and adapt. Assigning an experienced resource to support the team member can facilitate knowledge transfer and help the team member deliver their tasks effectively. This approach not only addresses the immediate issue but also contributes to the team member’s professional development.
Reference: PMBOK Guide, Human Resource Management, Team Development. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.
Question #519
A project manager was recently assigned to a new project that is about to start. The organization has already signed a fixed-cost contract with the customer detailing the scope and final delivery date, but the project manager has identified several internal constraints and conditions that will certainly prevent the project from being completed in the number of iterations initially planned.
What should the project manager do next?
- A . Create an issue log template that will be used to identify and track impediments.
- B . Create a contingency plan in case the project deviates from the initial plan.
- C . Create a schedule management plan to ensure the project meets the delivery date.
- D . Create an assumption log and map assumptions to impediments based on the impact to the project value.
Correct Answer: B
B
Explanation:
When a project manager identifies constraints and conditions that will prevent the project from being completed as initially planned, it is crucial to create a contingency plan. A contingency plan is a proactive strategy that describes the course of actions or steps the project manager and team will take to respond to potential issues. This plan can help manage risk that might arise from changes or uncertainties in the project. It is part of the broader risk management process in project management, which also includes identifying, assessing, and prioritizing risks.
Reference: https://www.coursera.org/articles/project-management-lifecycle https://www.pmi.org/learning/library/delayed-projects-schedule-strategy-10148
B
Explanation:
When a project manager identifies constraints and conditions that will prevent the project from being completed as initially planned, it is crucial to create a contingency plan. A contingency plan is a proactive strategy that describes the course of actions or steps the project manager and team will take to respond to potential issues. This plan can help manage risk that might arise from changes or uncertainties in the project. It is part of the broader risk management process in project management, which also includes identifying, assessing, and prioritizing risks.
Reference: https://www.coursera.org/articles/project-management-lifecycle https://www.pmi.org/learning/library/delayed-projects-schedule-strategy-10148
Question #520
During daily calls team members share task progress One team member does not usually communicate many details and has critical tasks to be completed All team members are located in different countries and critical work is about to start.
Which two options will help the project manager in this situation? (Choose two)
- A . Encourage all team members to use a virtual workspace
- B . Ask the team to send emails with detailed task progress
- C . Talk to the team member about their engagement and take appropriate action.
- D . Reassign the work to a resource who participates in the daily calls
- E . Report the team member’s poor performance to the functional manager
Correct Answer: AC
AC
Explanation:
A virtual workspace is a tool that allows team members to collaborate and communicate online, regardless of their physical location. A virtual workspace can help the project manager and the team to share information, documents, updates, feedback, and ideas in real time. A virtual workspace can also enhance the team’s trust, cohesion, and productivity. By encouraging all team members to use a virtual workspace, the project manager can ensure that everyone is on the same page and has access to the latest project information. The project manager can also monitor the team member’s progress and provide support if needed12.
Talking to the team member about their engagement and taking appropriate action is another option that can help the project manager in this situation. The project manager should try to understand the reasons behind the team member’s lack of communication and details, such as lack of motivation, skills, resources, or clarity. The project manager should also provide constructive feedback and guidance to the team member, and set clear expectations and goals for their performance. The project manager should also follow up with the team member regularly and recognize their achievements. If the team member does not improve their communication and details, the project manager may need to escalate the issue to the functional manager or consider reassigning the work to another resource34.
Reference: 12 Project Management Strategies To Improve Efficiency, Strategy 6: Use a virtual workspace; 8 Steps for Better Issue Management, Step 5: Communicate with the team; PMBOK® Guide, Sixth Edition, pages 368-369, 376-377; Agile Practice Guide, pages 28-29, 50-51.
AC
Explanation:
A virtual workspace is a tool that allows team members to collaborate and communicate online, regardless of their physical location. A virtual workspace can help the project manager and the team to share information, documents, updates, feedback, and ideas in real time. A virtual workspace can also enhance the team’s trust, cohesion, and productivity. By encouraging all team members to use a virtual workspace, the project manager can ensure that everyone is on the same page and has access to the latest project information. The project manager can also monitor the team member’s progress and provide support if needed12.
Talking to the team member about their engagement and taking appropriate action is another option that can help the project manager in this situation. The project manager should try to understand the reasons behind the team member’s lack of communication and details, such as lack of motivation, skills, resources, or clarity. The project manager should also provide constructive feedback and guidance to the team member, and set clear expectations and goals for their performance. The project manager should also follow up with the team member regularly and recognize their achievements. If the team member does not improve their communication and details, the project manager may need to escalate the issue to the functional manager or consider reassigning the work to another resource34.
Reference: 12 Project Management Strategies To Improve Efficiency, Strategy 6: Use a virtual workspace; 8 Steps for Better Issue Management, Step 5: Communicate with the team; PMBOK® Guide, Sixth Edition, pages 368-369, 376-377; Agile Practice Guide, pages 28-29, 50-51.