Free PMP Practice Test Questions 2026

At the end of planning a new project, the project manager needs to schedule the kick-off meeting but is having difficulty finding a common time slot when all necessary stakeholders can be available onsite. How should the project manager proceed to schedule the kick-off meeting?

A. Email all stakeholders with the objectives of the project and ask for feedback.

B. Wait for a date when all required attendees can be available onsite.

C. Run separate meetings to accommodate everyone's schedule.

D. Schedule a virtual meeting so onsite and remote stakeholders can attend at the same time.

A project manager is preparing a project closure report. The project sponsor is confident about the success of the project, but the client is not sure that the project outputs will achieve their business needs.

Which aspect should the project manager highlight in the closure report to address the stakeholder's concern?

A. How the quality was managed

B. How the acceptance criteria were met

C. How the scope was managed

D. How the stakeholders were managed

After a project team has been working on a project for several months the project is cancelled. The project sponsor is putting pressure on the project manager to perform closeout duties as fast as possible so that the project team can move on to other work The project sponsor has instructed the team not to waste time archiving the project artifacts for the cancelled project

How should the project manager handle this situation?

A. Comply with the project sponsor's request to not archive the project artifacts.

B. Consult with the project management office (PMO) for guidance on project artifacts.

C. Archive the project artifacts on the project manager's local computer for future reference.

D. Document the project sponsor's instructions as the archived project artifacts.

During a sprint planning meeting, a stakeholder is told that their requirement is in progress and on track for the final product to be ready in the next two sprints. The stakeholder is very satisfied with the timeline and gives their full support to the agile team. After the meeting, the project sponsor calls the project manager about a large requirement they want the team to work on right away as it has significant

business value. What should the project manager do?

A. Call the stakeholder to tell them that the final product schedule must be extended due to this last minute, urgent request.

B. Perform an impact analysis and share the overall schedule impact before deciding on a new priority.

C. Reject the new requirement from the sponsor as this is going to impact the delivery of the stakeholder's final product.

D. Ask the product owner to prioritize the new request from the sponsor and ask the team to work on it immediately.

An agile project team is building a new product. The stakeholders require ongoing illustration of project business value.

How should the project manager proceed?

A. Prepare performance value reports for the business on an ongoing basis.

B. Include demonstrations of the built portion of the product at the end of every sprint.

C. Prepare a project report for the stakeholders and distribute it weekly.

D. Confirm the minimum viable product (MVP) and demonstrate it to the business when it is ready.

The project sponsor requested technical specifications for a project-related component. The project sponsor does not have the authorization to see the specifications, but insists on seeing them.

What should the project manager do first in this situation?

A. Meet with the project sponsor as soon as possible to discuss the matter further

B. Update the issue log to make the project team aware and to develop a strategy

C. Create a stakeholder engagement plan to help the team formulate a response

D. Provide the specifications to the project sponsor with some information removed

A new project manager has been assigned to a project that is in danger of failing The stakeholders do not know the project status nor do they know what benefits will be delivered by the project.

How can the project manager convey these benefits to the stakeholders?

A. Rebaseline the project schedule to show the current status of the project.

B. Create a benefits management plan mapped to the organization's strategic objectives

C. Perform a project cost-benefit analysis for the stakeholders

D. Update the deliverables map against the agreed-upon project requirements

During a meeting for product review, a key stakeholder announces that because they are receiving adequate information about the project they will not attend any further meetings.

What should the project manager do?

A. Log this as an issue in the issue log and address it with the project sponsor.

B. Ignore the stakeholder as the product is almost complete.

C. Explain that the needs will be updated in the stakeholder engagement plan.

D. Inform the stakeholder that changes can happen in this project.

A company has hired a vendor to deliver a scope of work and assigned a project manager to oversee the project. The vendor advised that they completed the scope successfully and is asking for approval.

What should the project manager do in response to this request?

A. Obtain approval from the project sponsor.

B. Update the project management plan and mark the milestone as completed.

C. Ask the vendor to validate the agreement for any deviations.

D. Set up a meeting with stakeholders to validate and confirm acceptance of the deliverables.

A project sponsor receives project information and updates in a timely manner, but the sponsor is concerned because key information is missing in the reports. What should the project manager do?

A. Review the communication needs of key stakeholders.

B. Confirm that the project information is understood and feedback is received.

C. Determine communication methods, frequency, and level of detail.

D. Provide all project information to the stakeholder.

A project manager is managing a project with a hybrid approach and has requested a senior team member to perform a quantitative risk analysis The team member responds that they do not have the knowledge to perform such an analysis.

What should the project manager do?

A. Contact the project management office (PMO) and request them to assign another team member who has the knowledge to perform this task to the team

B. Escalate the issue to the functional manager

C. Help the team member to perform the quantitative risk analysis through coaching, mentoring and training

D. Perform the quantitative risk analysis for the team member.

A team has been working together for several months and has successfully delivered work. A new team member has joined the team but is having difficulty contributing.

What should the project manager do to help the new team member integrate effectively?

A. Give the new team member time to contribute until they ask for help and support.

B. Assign the new team member tasks so that the team member knows on what to focus.

C. Approach the team member to identify any issues and then plan a resolution accordingly.

D. Review the project with the team member to ensure the project scope is understood