Free PMP Practice Test Questions 2026

During the setup of an agile project, the product owner expressed clear interest in having features released during product development over having the product completed in one year. What should the project manager do?

A. Design a set of metrics including velocity, which is a good measure of value delivered.

B. Facilitate sprint planning sessions with a focus on defining the minimum viable product (MVP)

C. Promote a productive environment where everybody can work without interruptions from the rest of the team members

D. Create a reward system recognizing group contributions to get people motivated and improve performance

A project manager receives a serious complaint from a functional manager about a team member. What should the project manager do?

A. Replace the team member immediately to maintain a good relationship with thefunctional manager.

B. Discuss the issue with the functional manager to understand the reason for thecomplaint.

C. Support the team member and provide documentation to the functional managerproving their performance.

D. Protect the team member and ask the project sponsor to minimize any externalinterruptions.

On a recently completed prefect a project manager noticed that some of the subcontractors approached the client directly with questions. These subcontractors had a previous direct reporting relationship with the client. The project manager is now in the initial stage of a new project with the same subcontractors and client.

How should the project manager set up communications?

A. Inform the client that all communications moving forward will go through the project manager

B. Ensure that the communications management plan covers contractual obligations

C. Consult the communications management plan from a recent project that has been closed

D. Update the communications management plan to allow the subcontractors to communicate directly with the client

A leader from project B consistently reaches out to a team member in project A for assistance. What should project A's project manager do?

A. Allow project B's leader to continue building relationships.

B. Talk with project B's leader to discuss possible impacts to both projects.

C. Tell project A's team member to ignore project B's leader.

D. Ensure project A's team member can finish the work committed to project A.

A project manager is leading a major water pipeline project and realizes midway into the project that the project completion date is not achievable. Local farmers who rely on the water for irrigation may be affected due to the delay. The project manager is afraid of their displeasure and reaction, which will affect the project.

How should the project manager plan the communication to the stakeholders?

A. Document and accept this risk and communicate this decision to the project sponsor.

B. Collect feedback from the farmers and keep the information within the project team.

C. Deliver the information to the stakeholders with the project management office's (PMO)assistance.

D. Propose a solution to the stakeholders and communicate it to the local farmers.

The change control board (CCB) has approved a change request to add a new component within a product. The operations manager discovers the change after its approval and complains that the implementation of the change will cause significant disruption to the production line.

What should the project manager do first?

A. Escalate the issue to the project sponsor, as the decision to add the component bringsmany benefits even though it will be disruptive to the production line.

B. Lead a root cause analysis workshop with the design team to identify the failures thatled to the decision to add a component that was not compatible with the productionline.

C. Meet with the operations manager to explain the background for the change andunderstand the operation manager's concerns about the change.

D. Formally acknowledge the operation manager's concerns and raise a new risk that theproject may deliver late and over budget due to manufacturing difficulties.

An organization is adopting an agile mindset. On the first agile project, the project manager faced an issue because the team was unable to make decisions on time.

What should the project manager do to address the problem?

A. Define clear guidelines on how decisions should be made under the neworganizational policy and reinforce them with the team on every occasion.

B. Invite senior leadership to a team-building workshop and restate the importance ofaccountability and leadership under the new company direction.

C. Assess the situation to understand how the organization's culture impacts the decisionmaking process, and coach the team toward a new model.

D. Adopt an autocratic leadership style and dictate all decisions in order to speed up theteam's velocity.

A project manager is assigned to a project related to taxes, which will be managed using an agile approach. By reviewing lessons learned from a previous project, the project manager discovers that a key stakeholder is an expert on taxes and is willing to help.

How should the project manager leverage this information?

A. Recognize the stakeholder's skills are important for the project and evaluate thepossibility of the stakeholder supporting the project team.

B. Request the functional manager to assign the team from the lessons learned project tothe current project to avoid a learning curve.

C. Ask the project team to review the lessons learned and have the team contact thestakeholder directly if there are any questions.

D. Send a request to the project sponsor to hire the stakeholder and have them becomepart of the project team.

A project manager is assigned to a new project and is allocated with virtual team members. Later, two more members from a recently acquired company join as additional resources to the project team.

In order to ensure that there are no potential misunderstandings, what should the project manager do?

A. Send an email update to existing team members about the addition of the new teammembers.

B. Set up a weekly meeting with the new team members for a couple of months.

C. Request the transfer of the new members to another project, citing a risk of confusion.

D. Update and share the guideline document dealing with team communication.

A project manager is in the process of creating a strengths-based team and is organizing a series of workshops to identify and document the strengths of each project team member. During this session, there are multiple team members who are not actively participating. These meetings are becoming futile due to a lack of participation.

What should the project manager do?

A. Have a one-on-one discussion with each team member to emphasize their individualtalents.

B. Document the behavior of the team members and highlight it during their performancereviews.

C. Identify the team members who are not participating and reprimand them.

D. Explain the benefits of the approach and the effects of positive psychology.

A project manager is defining the sprint goals with the team, A team member who is responsible for acceptance testing starts criticizing the goals and cannot come to an agreement with the other team members.

How should the project manager handle this situation?

A. Request to meet with the team member and ask that any issues be escalated separately.

B. Reprimand the team member and provide immediate coaching on goal alignment.

C. Proceed with defining the goals with the team members given the majority approval from the team.

D. Approach the team member with empathy and obtain agreement through collaboration.

In a software project using an agile approach, there have recently been work overruns. After assessing the situation, the project manager concluded that the overruns are occurring because of insufficiently refined product backlog items.

What should the project manager do to correct this issue?

A. Work with the sponsor to revise the product vision.

B. Create a definition of ready (DoR) for the backlog items.

C. Discuss the issue with the service request manager.

D. Refine the product backlog items with the stakeholders.