Free PMP® Exam Practice Questions

1. During the planning phase, a key stakeholder raises concerns about whether the identified resources are sufficient to meet the project objectives. After reviewing the requirements and available resources, the project manager shares the stakeholder concerns and begins to question the viability of the original plan. What should the project manager do?

2. Near the end of a manufacturing project, several team members are transferred to another project. This creates a skills gap that requires the project manager to engage external resources. The project manager is concerned about potential cost risks and must work with the procurement team to determine a solution that protects the project budget. What contract should the project manager recommend?

3. A project manager discovers that team members have been using an informal and unauthorized blog for project-related communication. The project manager is concerned that confidential data may have been exposed. What should the project manager do first?

4. A project manager is leading a hybrid project with stakeholders from several departments. During a review meeting, the team realizes that different stakeholders have conflicting expectations about the intended outcomes of the project. Some stakeholders believe the project is focused on reducing cost, while others believe the priority is improving customer experience. What should the project manager do first?

5. A project manager overseeing a multi-organizational project learns mid-execution that a key stakeholder is ill and must reduce their level of involvement. The change in stakeholder availability threatens to disrupt established communication and engagement strategies that the project depends on. What should the project manager do?

6. During a stakeholder review meeting, a key stakeholder announces their intention to reject an iteration deliverable, citing concerns that were not previously raised. The project manager wants to address the situation constructively to maintain stakeholder engagement and foster team effectiveness. What should the project manager do?

7. A scrum master notices that daily coordination meetings consistently exceed the allotted time. Some team members use the time to debate and workshop solutions to project obstacles. Other team members report feeling fatigued by the lengthy sessions. What should the scrum master do?

8. An experienced project manager has been commissioned to transition a team with a predictive culture to agile approaches. The project manager must identify how to build momentum toward agile adoption without disrupting ongoing operations. Which two actions should the project manager take? (Choose 2) i. Implement the must have, should have, could have, and will not have (MoSCoW) prioritization method. ii. Analyze the planned projects to determine the correct agile model for implementation. iii. Demonstrate to stakeholders how agile practices can improve quality and reduce risk. iv. Train project teams to operate self-reliantly and develop cross-functional capabilities. v. Identify opportunities in the organization to deliver incremental business value.

9. A frustrated agile team member approaches the project manager with a complaint. A senior colleague is consistently claiming the most engaging backlog items, leaving the repetitive and tedious work for the rest of the team. The imbalance is affecting morale and creating tension. What should the project manager do?

10. A project manager is evaluating the performance of a project that was expected to reach 70% completion at this point but has only achieved 55%. With a total budget of $210,000 and $162,000 spent to date, the project manager must calculate the schedule performance index (SPI) and cost performance index (CPI) to quantify the extent of the schedule and cost variances. What should the project manager conclude about the CPI?

11. For the first time, an agile team is simultaneously working on new and existing software products. The project manager must determine how to integrate this recent organizational development without disrupting ongoing delivery. What should the project manager do?

12. An agile team consistently resolves complex technical challenges. During sprint reviews, the project lead requests ideas related to business value, customer experience, and innovation. However, the team members do not provide meaningful contributions. What should the project lead conclude?

13. An agile development team modifies a design element during a project, and testing results improve significantly over the following two iterations. At the third iteration retrospective, the product owner discovers the change for the first time and demands the team revert to the original design, triggering costly rework and disrupting delivery momentum. The project manager needs to prevent this issue from occurring in future iterations. What should the project manager do?

14. The IT department of a manufacturing company approved a new software and hardware setup for assembly line workers. However, when the final product reaches the factory floor, workers find it completely unusable. Their thick protective gloves prevent them from interfacing with the touch screen. What should the project manager have done to prevent this?

15. An agile team of highly skilled product design engineers consistently delivers high-quality outputs in detailed design work. The organization assigns the team to lead early-stage concept development for new products. After several iterations, the product owner observes a significant decline in output and longer cycle times compared to prior design-focused work. What should the scrum master do?

16. A project team independently adopts an unauthorized language learning model (LLM) to improve team efficiency. The project manager becomes aware of the tool after learning that its use has generated content that a stakeholder finds concerning. What should the project manager do?

17. The project quality management plan requires that all deliverables undergo a technical quality review at least five business days before the deadline. The project manager discovers that four deliverables have failed to meet this requirement, indicating a recurring breakdown in the quality review process. What should the project manager do?

18. While tracking sprint velocity, a project manager observes that a senior developer repeatedly delivers fewer story points than junior team members. They tend to focus exclusively on the most complex tasks and produce defect-free results. The project manager needs to identify the cause of this discrepancy. What should the project manager conclude?

19. A worldwide product launch is at risk of not meeting regulatory compliance with new European Union (EU) regulations. The potential delay would place perishable materials at risk. Senior leadership decides to separate the launch strategies by postponing the EU release of the product while maintaining the original timeline for release in other regions. What should the project manager do?

20. A company is simultaneously constructing recycling plants in 15 countries. The project management office (PMO) lead needs a more consistent and timely way to track progress and facilitate the sharing of experience among geographically dispersed project managers who cannot meet in person. Which two actions should the PMO lead take? (Choose 2) i. Establish a definition of done framework to standardize completion criteria for all projects and ensure consistent quality reporting. ii. Implement a shared electronic kanban board to give the PMO and all project managers real-time visibility into progress, blockers, and work status in every location. iii. Conduct regular backlog refinement sessions to keep the priorities of each project aligned with the PMO's overall program objectives. iv. Hold online daily coordination meetings to create a structured, recurring touchpoint for project managers to report impediments and maintain alignment. v. Schedule biweekly retrospectives to give project managers a dedicated forum for reflecting on challenges and sharing lessons learned in all projects.

21. A project has been successfully delivered, and the project manager is executing formal closure procedures. They must now determine the appropriate next step to complete the project closure process. What should the project manager do next?

22. A project that has grown significantly in size transitions from a single-sponsor model to oversight by a newly formed steering committee. The project manager must determine how to adapt their approach to account for the shift in stakeholder structure without disrupting project momentum. What should the project manager do?

23. A project manager notices that the engagement of a team member visibly declines after every team meeting, and they are struggling to complete critical path activities. The team member feels they were miscast in their project role. Their lack of progress is now beginning to put the project schedule at risk, impacting the morale of the team member. What should the project manager do?

24. A construction project manager secures stakeholder agreement on a 20-month project life cycle before work begins. During project execution, stakeholders collectively request that the project be completed within 16 months, compressing the originally agreed-upon timeline. What should the project manager do?

25. A financial software company supporting global stock markets runs a quality assurance (QA) project with agile teams distributed across three geographical locations. Each location operates two consecutive shifts, creating a continuous 24-hour development cycle. The Project manager wants to adopt follow-the-sun (FTS) problem resolution. What should the project manager do?

26. Several new members join a project mid-execution, but, unlike the original team, they did not receive foundational knowledge on the business operations the project supports. The knowledge gap is causing a measurable decline in team productivity and threatening the project's progress. What should the project manager do?

27. An agile team consistently delivers high-quality increments but becomes frustrated when external legal approvals delay progress. The team does not understand why these approvals are necessary and escalates the issue during a sprint review. The product owner tells the project manager that approvals are required to avoid potential patent conflicts that could impact the product release. What should the project manager do?

28. A project manager has just completed a major project. The release manager confirmed that all systems are functioning, and the quality assurance team validated the functionalities. The customer has been notified that deployment is complete. What should the project manager do next?

29. A product owner states that a recently delivered function does not align with the intended design outcomes described at the start of the iteration. The project manager wants to address the concern to ensure a shared understanding and avoid unnecessary rework. What should the project manager do?

30. The CEO of a pharmaceutical company wants to leverage machine learning (ML) to support a team of doctors who are currently analyzing human tissue scans from patients in drug trials. They cite the proven advantages in speed and accuracy of implementing ML. The product owner must determine an appropriate response to the request of the CEO before any changes are made to the team. What should the product owner do?

31. A project manager attempts to resolve delays after several tasks fall behind schedule. When reprioritization fails to correct the problem, the project manager determines that escalation is necessary and must identify the appropriate documents to guide the escalation process. Which two documents should the project manager use? (Choose 2) i. The change management plan, to submit and approve changes that may be required to address the schedule slippage. ii. The stakeholder engagement plan, to identify who should be involved in resolving the issue and how to manage their participation iii. The communications management plan, to determine how the escalation should be communicated, to whom, and through which channels iv. The risk management plan, to assess whether the slippage was previously identified and determine the appropriate escalation thresholds and response strategies v. The configuration management plan, to ensure that changes made to project documents or deliverables due to the escalation are properly tracked and controlled

32. During a lengthy execution phase involving multiple contractors, a contractor submits an urgent email requesting immediate payment of their most recent invoice. The project manager must maintain consistency in all contractor relationships and protect the financial controls of the project. What should the project manager do?

33. Project team members are experiencing an unusually heavy workload and report that they do not have the time to update the lessons learned repository in addition to their other project responsibilities. The project manager must find a way to ensure lessons learned are consistently captured without adding to the team's burden. What should the project manager do?

34. A regulatory change elevates a governmental agency to key stakeholder status on a complex project. The project manager must quickly develop a thorough understanding of this new stakeholder and assess any high-level risks introduced by the regulatory shift before they impact project delivery. Which two actions should the project manager prioritize? (Choose 2) i. Schedule structured meetings with the governmental agency to understand their regulatory requirements, expectations, and level of influence on the project. ii. Update the assumption log to capture any new assumptions introduced by the regulatory change and the agency involvement in the project. iii. Update the stakeholder management plan to incorporate the governmental agency communication needs, engagement strategy, and decision-making authority. iv. Consult the risk management plan to determine the appropriate process for identifying, assessing, and responding to the high-level risks introduced by the regulatory change. v. Update the project charter to formally recognize the governmental agency as a key stakeholder and reflect the impact of the regulatory change on the project objectives.

35. An agile team member takes initiative to resolve a blocker that stalled the team's progress for several weeks. After the software is released, it becomes apparent that the solution caused a separate function to fail. The quality director escalates the issue and demands a formal explanation. The project manager must respond to the director while also addressing the underlying process gap that allowed the defect to reach production. What should the project manager do? (Choose 2) i. Facilitate a retrospective with the broader project team to share reasoning and document the lessons learned. ii. Arrange a team review to identify gaps in the definition of done that allowed an untested solution to reach production. iii. Issue a formal warning to the team member for independently taking on a high-risk fix without prior approval. iv. Facilitate a team review to identify gaps in the definition of done that may have contributed to the blocker going unresolved. v. Inform the quality director that defects are an inherent part of software development and that the team will address the issue.

36. A project manager joins an ongoing project in an organization that is transitioning from traditional to agile approaches. Team members have raised concerns that critical subject matter expertise is missing from the team and that collaboration within the group remains insufficient to support effective agile delivery. The project manager needs to address both the expertise gap and the collaboration deficit. What should the project manager do?

37. A project manager is overseeing multiple projects simultaneously. A new project has just been assigned team members, while the others are in active execution and require ongoing attention. The project manager must develop cohesion and effective collaboration within the new team despite limited availability. What should the project manager do?

38. A customer is considering adding new features to a project deliverable that is currently in development. Before any team member can begin work on the requested features, the project manager must ensure that a mandatory governance step is completed to protect the approved project scope baseline. What should the project manager do next?

39. A customer rejects a project deliverable because it fails to meet the agreed-upon quality specifications. The project team determines that the quality failure stems from parts supplied by an external vendor. When approached, the vendor refuses to correct the problem. The project manager must determine next steps. What should the project manager do?

40. A project with an established quality management plan requires all deliverables to undergo review at least 1.5 weeks before their deadline. The project manager discovers that four deliverables have failed to meet this requirement. This indicates a recurring breakdown in the quality review process that must be investigated before additional deliverables are affected. What should the project manager do?

41. A newly assigned project manager is leading a long-established team during the execution phase. A team member expresses the concerns of the team about the new roles and communication guidelines. The concerns have not been formally addressed. What should the project manager do?

42. A project is experiencing delays caused by deliverables that have failed to meet acceptable quality standards, requiring a formal change. The project manager submits a change request and communicates the change to all stakeholders, but the stakeholders push back, expressing dissatisfaction and demanding a more detailed explanation of the nature and cause of the delay. What should the project manager do?

43. A project manager is preparing a cost estimate for a project that will leverage innovative technologies and new processes. All work packages are fully defined, and their constraints have been identified. Now the project manager must choose a technique to produce an accurate and reliable cost estimate. What technique should the project manager apply?

44. A project manager has completed and distributed the scope definition for the next version of a product to stakeholders. Two customers submit repeated feature requests, creating pressure to expand the approved scope and threatening the integrity of the approved scope baseline. What should the project manager do next?

45. A long-standing key member of a project team working remotely has been disengaged for several weeks following a family emergency. The reduced productivity of the team member has caused multiple activities to fall behind schedule, creating a measurable impact on the critical path. What should the project manager do?

46. A project manager with limited experience leading global teams is assigned to manage a geographically dispersed, cross-cultural team. Recognizing that cultural sensitivity is critical to the project's success, the project manager evaluates several development options for effective cross-cultural leadership. What should the project manager do first?

47. An agile team is executing a sprint. A key stakeholder introduces a new feature request and directs the team to prioritize it. The team complies by incorporating this request into the sprint. During the sprint review, the product owner expresses concerns that deliverables are not aligned with the sprint goal. What should the project team do?

48. A project team collaborating with an overseas contractor has a multilingual dynamic. Some contractors use non-English languages during working sessions to communicate with each other. When the project manager addresses the issue with these team members, the contractors acknowledge the challenge but explain that working in their preferred language significantly speeds communication and improves their effectiveness. What should the project manager do first?

49. A skincare company is receiving a growing volume of customer complaints about underweight products. The project manager must determine whether the weight variance is due to the production line or a systemic issue. What tool should the project manager use?

50. A company merger combines an agile and predictive project into a single hybrid initiative. Requirements for both tracks have evolved, but neither track has complete visibility into the current status or importance of requirements for both projects. The project manager must find a way to restore full visibility for both tracks. What should the project manager do?