PMP PMI Project Management Professional (2025 Version) Free Practice Exam Questions (2025 Updated)

 In the context of a project transition, especially one that involves a significant shift in business focus, effective communication is crucial. A communications management plan ensures that all stakeholders are informed about the project’s progress, changes, and challenges. It helps to align the stakeholders, manage their expectations, and address their concerns, which is particularly important when there is disagreement about the need for transformation. The plan should include the types of information to be communicated, the methods of communication, the frequency of communication, and the parties responsible for the communication. References: Project Transition Planning: Process, Checklist, Tools - KnowledgeHut, What Is a Project Transition Checklist? (With Example) - Indeed

 In an agile project, it’s crucial to ensure that all requirements, including compliance standards, are met. The project manager should meet with the compliance team to understand their requirements and ensure they are included in the Definition of Done (DoD) for each story. The DoD is a clear and concise list of requirements that a software increment must meet to be considered complete. By including the compliance requirements in the DoD, the project manager can ensure that each increment of the project meets the organization’s compliance standards, thereby mitigating the risk of non-compliance. References: Project Management Professional (PMP) Reference Materials, Professional in Business Analysis Reference Materials.

 The PMBOK Guide emphasizes the importance of developing the project team. This includes improving competencies, team interaction, and the overall team environment to enhance project performance. In this case, the project manager should ensure that coaching meetings are in place for the new team member within the project timeline. This will help the new team member gain the necessary skills and knowledge to contribute effectively to the project. References: PMBOK Guide, 6th Edition, Chapter 9: Project Resource Management, Section 9.4: Develop Team

When a quality issue that requires a change to the quality standard is encountered in a project, and there is currently no budget available for the required changes, the project manager should check the change management plan. The change management plan is a part of the project management plan and it documents how changes will be monitored and controlled throughout the lifecycle of the project. It provides a process for managing changes and their impact on the project’s objectives. In this case, the change management plan would provide guidance on how to handle a situation where a change to the quality standard is required but there is no budget available for the changes. References: Project Management

In the context of project management, particularly in an agile environment, the project manager should work more closely with the agile team to eliminate the need for progress reports1. This approach allows the resource who was previously responsible for producing progress reports to utilize their skills to assist other team members with their workload1. This strategy not only optimizes the time of the resource but also enhances the productivity and performance of the entire team1. It is important to note that effective time management and resource optimization are critical for the success of a project23.

A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the forming of the team. The charter should be developed in a group session to encourage understanding and buy-in. The team charter has two purposes. First, it serves as a source of information for people who are not part of the team. Second, it serves as a reference for team members. In this case, the project manager is having trouble with meetings not going according to plan and ending in arguments. A team charter could have helped prevent this situation by setting clear expectations for team behavior, roles and responsibilities, and decision-making processes. References: Professional in Business Analysis Reference Materials source and documents

Given the constraints of unclear requirements, a fixed deadline, and a fixed budget, and the fact that the client is unable to provide a product owner and wants to be involved only a few times during the project, the project manager should agree up front on a minimum viable product (MVP), establish deadlines for review, and run the project with a backlog and weekly sprints. This approach allows for flexibility in dealing with unclear requirements, provides regular checkpoints for client involvement, and ensures that the project delivers value incrementally, which is particularly important in a large-scale project with a fixed deadline and budget. References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Seventh Edition. Project Management Institute, Inc.

 When a team member consistently ignores a rule, it’s important for the project manager to address this directly with the individual12. Setting up a meeting to review the team charter allows the project manager to clarify expectations, discuss the importance of the rule, and understand the team member’s perspective12. This approach promotes open communication, helps to identify any misunderstandings or disagreements, and can lead to a resolution that supports the team’s effectiveness12. References: 

https://pm.stackexchange.com/questions/1772/a-person-in-a-project-team-not-willing-to-follow-the-rules-what-to-do

https://www.capterra.com/resources/project-managers-can-deal-with-difficult-team-members/

 When a project is experiencing delays due to identified risks, the project manager should revise the project schedule and inform the stakeholders regarding any delays1. This approach ensures transparency and allows stakeholders to adjust their expectations accordingly. It’s also important to analyze the scope that is at risk and divide it into smaller, tangible parts. Setting a very short daily meeting or call with the key leaders of the delivery team to closely monitor progress can also help manage the project schedule effectively1.

When a project manager encounters a situation where a vendor’s rates do not fit into the project budget, it’s important to engage the project stakeholders1. This is because stakeholders have a vested interest in the project and can provide valuable input on how to proceed. They may be able to suggest alternative vendors, provide additional funding, or help negotiate a better rate with the vendor. Engaging stakeholders in this decision also ensures transparency and buy-in, which are key to successful project management2. References: 

https://www.brainscape.com/flashcards/pmp-test-11-10971072/packs/19294018

https://relevant.software/blog/it-vendor-management-guide/

 In the context of a global program with distributed teams, videoconferencing is often the most effective way for project teams to interact in their meetings. Videoconferencing allows for real-time communication, visual cues, and can facilitate better understanding and collaboration among team members. While phone conversations, encrypted emails, and chat conversations can also be used, they may not provide the same level of interaction and engagement as videoconferencing. It’s important to note that the choice of communication method should also consider the nature of the meeting, the preferences of the team members, and the information security requirements of the project. References: 

https://www.projectmanager.com/blog/project-meetings-for-your-team

https://www.predictiveindex.com/blog/eight-tips-on-how-to-best-interact-with-your-team-members/

The project manager should aim to resolve conflicts in a way that promotes understanding and cooperation among all team members. This involves understanding the emotions and perspectives of all parties involved, and finding ways to reduce tension and increase cooperation. Simply issuing warnings or sending individuals to training may not address the root cause of the conflict. Similarly, establishing special rules or treatment for certain individuals may not be fair or effective in the long term. The project manager should strive to create an environment where all team members feel heard, understood, and valued. References: PMBOK® Guide – Sixth Edition, Project Management Institute, Inc., 2017, pp. 349-350. Available at: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

Agile project management emphasizes flexibility, collaboration, and customer satisfaction. In an agile approach, customer and team collaboration is a key principle. This approach allows for changes and evolution in requirements and solutions through collaborative effort. It’s particularly beneficial in environments where it’s important to be able to adapt quickly to changes. Therefore, if collaboration with the business is a critical factor for the project, an agile approach would be suitable12. References:

Project Management Professional (PMP)® Certification | PMI2

PMP Examination Content Outline - June 2019 - Project Management Institute1

 According to the Project Management Professional (PMP) guidelines, learning from past experiences is a key aspect of project management. In this scenario, the project manager is aware of a similar project that was not successful. The best course of action is to review the lessons learned from that project and apply those insights to avoid repeating the same mistakes. This proactive approach can help improve the project’s chances of success. References: PMBOK Guide, Project Management Knowledge Areas, Project Integration Management, Lessons Learned. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.

In this scenario, the architects have resolved their disagreement by deciding to each own a particular module of the system. The team supports this decision. As a project manager, it is important to support the outcome of the architects’ agreement1. This approach aligns with the principles of effective project management, which emphasize the importance of communication, risk management, and proactive problem-solving2. References: TeamGantt Blog, ArchDaily, Indeed.com Career development

According to the Project Management Professional (PMP) guidelines, during the planning phase of a project, it is crucial to identify all required skills to ensure that the team can deliver all project outcomes. In this case, the project manager should have identified the need for the specific technical skill during the planning phase. This would have allowed time to either train an existing team member or hire a new team member with the required skill. By doing this during the planning phase, the project manager could have avoided the issue of not being able to produce a deliverable due to a missing technical skill. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide 6th Edition, Chapter 9: Project Resource Management.

Agile methodology offers several benefits from a project evaluation perspective. One of the key benefits is that it allows for early and incremental delivery of functionality, which in turn delivers more value1. This is because Agile projects offer incremental delivery, customers can see constant progress in their projects1. You can demonstrate working functionalities to customers with every Sprint, allowing them to see continual progression1. Since working functionalities are delivered faster, this means your customer will get a product to market faster, as well1. This early delivery of functionality not only provides value to the customer sooner but also allows for early feedback and the ability to make changes as needed, thereby increasing the overall value of the project2. References: 

https://projectmanagementacademy.net/resources/blog/benefits-of-the-agile-methodology/

When there are changes in the project requirements, such as changes in the government’s cybersecurity requirements, it is important to manage these changes through a formal change control process1. This process usually involves documenting the change, estimating the effort required to implement the change, modifying the project schedule to include the change, and getting approval from the customer or project sponsor1. In this case, since the design changes can be made at no additional cost, the project manager should direct the team to request a change through the change control process to manage the new cybersecurity requirements1.

 In a project team, it’s crucial to maintain a positive and collaborative environment. If a team member is being isolated, it can impact the team’s effectiveness and the project’s success1. The project manager should take proactive steps to address this issue1. Arranging and conducting team-building exercises can help improve team dynamics and integration1. Obtaining feedback from the isolated team member can provide insights into the situation and help identify potential solutions1. Similarly, getting feedback from other team members can help understand the root cause of the issue1. These actions can help the project manager address the issue effectively and ensure a positive and productive team environment1. References: 1 How Project Managers Can Deal With Difficult Team Members1

When a phase of a project takes longer than initially anticipated, it’s important for the project manager to understand why this happened in order to prevent similar issues in the future1. Organizing a root cause analysis (RCA) workshop allows the project team to identify the underlying cause of the delay1. This understanding can then be used to implement corrective actions to prevent similar delays in the future1. This approach not only addresses the immediate concern of the stakeholders but also contributes to the continuous improvement of the project management process1. References: PMI

According to the Project Management Professional (PMP) principles, a project manager’s role in an Agile environment includes facilitating the team’s progress towards project goals. This often involves removing obstacles or ‘blockers’ that are hindering the team’s progress. In this situation, the delay in signing the external vendor contract is an impediment that is affecting the project. Therefore, the project manager’s priority should be to assist with the removal of this impediment so that the project can continue. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide (6th Edition), Chapter 9: Project Resource Management, Section 9.6 Control Resources. Professional in Business Analysis (PMI-PBA) Handbook, Chapter 3: Elicitation and Collaboration.

The servant leader’s role is to serve the team, and in this case, the best way to serve is to facilitate communication between the team member and the product owner. This will help the team member understand the requirement directly from the source and clarify any doubts or confusion. The other options may not address the root cause of the problem, which is the lack of understanding of the requirement. References: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 3.4: Role of the Project Manager

In project management, it’s crucial to address performance issues promptly and constructively. Providing feedback and coaching the team member during the iterative design stage can help improve their performance12. This approach aligns with the principles of continuous improvement and learning, which are key aspects of iterative design stages. Coaching involves helping the team member understand their areas of improvement, providing guidance on how to enhance their skills, and offering support as they work towards improving their performance34. This not only helps the individual team member but also contributes to the overall performance and success of the project12.

 Prioritizing requirements is a critical aspect of project management. In the context of avoiding fines, the project team should prioritize requirements that involve compliance with new regulations. Non-compliance with regulations can lead to legal consequences, including fines. Therefore, to avoid such penalties, these requirements should be given high priority. References: Project Management Professional (version 2024)1.

In project management, it’s important to maintain a flexible and collaborative approach. If a team member’s personal commitments change, the project manager should reassess the team’s hours collaboratively to ensure that the project is not impeded by the issue. This approach respects the individual’s personal commitments while also ensuring that the project continues to progress effectively. It’s about finding a balance that works for everyone. References: PMBOK® Guide – Sixth Edition, Project Management Institute, Inc., 2017, pp. 349-350. Available at: https://www.pmi.org/pmbok-guide-standards/foundational/pmbok

The project manager should determine the appropriate approach for evaluating employee performance1. This involves establishing a framework for performance measurement that is tailored to the unique characteristics of project management1. This could include metrics such as task accountability, team member influence, and decision-making authority1. However, it’s important to note that these metrics should be used in conjunction with other forms of feedback, such as input from the project team and stakeholders21. This comprehensive approach ensures a more accurate and holistic assessment of employee performance1. References: 

https://www.coursera.org/articles/project-management-lifecycle

 The Project Management Professional (PMP) emphasizes the importance of proactive planning and risk management. In this scenario, the project manager has identified a potential risk that could impact the project’s execution. The best course of action is to mitigate this risk proactively by scheduling training for the key workers. This will ensure that they remain compliant with the new legislation requirements and can continue their tasks without disruption. References: PMBOK Guide, Risk Management, Proactive Planning. Please refer to the specific sections in the PMBOK Guide and PMP study materials for more detailed information.

 In Scrum, a clear Definition of Done (DoD) is crucial for ensuring that everyone on the team has a shared understanding of what it means for work to be complete1. This helps to avoid misunderstandings and conflicts about the status of tasks1. If a Scrum Master is receiving conflicting status updates for the same task, it could indicate that the team members have different understandings of what it means for the task to be done1. By establishing a clear DoD, the Scrum Master can help to ensure that everyone is on the same page and that status updates are accurate and consistent1. References: 1 Four ways to keep the Daily Scrum from being about status1.

Recognizing and rewarding team members for their hard work and contributions is a key aspect of project management. It helps to motivate the team, improve morale, and foster a positive work environment1. In this context, the project manager should reward the developer according to their motivations and interests2. This could involve understanding what motivates the developer, such as opportunities for learning, career advancement, or other forms of recognition, and then providing rewards that align with these motivations. This approach ensures that the reward is meaningful and appreciated by the developer, thereby enhancing its effectiveness in promoting motivation and engagement2. References: Project Risk Coach, How Are You Work Blog

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. References: 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.

In a project, when a task on the critical path is at risk of delaying the schedule, it’s crucial for the project manager to identify any impediments that might be causing the delay. In Agile methodologies, such as Scrum, this is often done during daily standup meetings. If a team member has been providing the same update for several days, it may indicate that they are facing a blocker. The project manager should ask the team member if there is an impediment and help to remove the blockers. This approach promotes problem-solving and helps keep the project on track. References: PMBOK Guide, 6th Edition, Section 8.3 - Control Schedule

A high-visibility project with medium complexity requires careful time management to ensure that the project is delivered on schedule. The project manager should focus on planning, setting deadlines, and monitoring project progress1. Stakeholder engagement is also crucial in this scenario. The project manager needs to communicate effectively with all stakeholders to understand their expectations and keep them informed about the project’s progress23. This includes initiating regular status meetings and developing a clear communication protocol4. References: Coursera, The Digital Project Manager, Adobe, Project Central, Microsoft

The Project Management Body of Knowledge (PMBOK) Guide emphasizes the importance of effective communication in project management. It suggests that project managers should use a variety of communication methods that respect the cultural, practical, and personal preferences of the stakeholders. This approach ensures that all stakeholders are kept informed in a manner that is most suitable for them, thereby increasing the likelihood of project success. References: Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide)–Seventh Edition. Project Management Institute.

In the context of project management, when a risk is identified related to a component from a preferred vendor, it’s important to have a risk mitigation strategy in place. Identifying an alternative component in case of incompatibility is a proactive approach that allows the project to continue without major disruptions if the risk materializes. This is part of risk management where you can mitigate risks by avoiding, accepting, reducing, or transferring them1. It’s also important to note that the choice of risk mitigation strategy should consider the impact and probability of the risk, the cost of the mitigation action, and the constraints of the project. References: 

https://www.coursera.org/articles/how-to-manage-project-risk

https://www.pmi.org/learning/library/delayed-projects-schedule-strategy-10148

The Project Management Institute’s A Guide to the Project Management Body of Knowledge (PMBOK® Guide) lists the four initial (pre-execution) processes of procurement as: Procurement Planning, Solicitation Planning, Solicitation, and Source Selection1. The inputs to Procurement Planning include the project scope statement and information on available resources and market conditions, and are used to drive a build-or-buy analysis, which results in a procurement management plan and a Statement of Work (SOW). The SOW is used as input to the Solicitation Planning process, during which a Request for Bid or RFP-like document is developed to elicit vendor proposals, in addition to the criteria to be used to evaluate vendor responses or software1. Therefore, even in the case of urgency, it is important for the project manager to follow the company’s standard vendor selection criteria process to ensure the selection of a reputable vendor that can meet the project’s needs. References: 

https://www.pmi.org/learning/library/vendor-selection-process-predictor-project-success-8514

The project manager realizes that the project performance will be measured based on budget deviation and revenue, but without consideration for the overall project schedule. This could lead to a situation where the project is successful in terms of budget and revenue, but fails in terms of schedule. Therefore, the project manager should review the schedule baseline and consider adopting a schedule performance indicator. This will ensure that the project schedule is also taken into account when measuring project performance. References: PMBOK Guide, 6th Edition, Section 6.6.1.1, “Schedule Baseline” and Section 7.4.2.1, “Cost Performance Baseline”

One of the ways to ensure success in a project is by motivating team members. As the project progresses, stress levels increase, and overall, things turn hostile. All this reduces the motivation of the team1. One of the crucial reasons behind project success is high project team motivation. Organizations with higher-than-average levels of employee engagement see 27% higher profits, 50% higher sales, 50% higher customer loyalty levels, and 38% above-average productivity1. Therefore, initiating rewards and incentives according to assessment results can be an effective way to encourage the team and boost their performance. References: 

https://thedigitalprojectmanager.com/projects/leadership-team-management/project-team-motivation/

 The first step the project manager should take is to assess the repository to check for inconsistencies. This is because the stakeholder’s concern is about the benefits management plan in the project document repository. Before making any changes or updates, it’s important to first understand the current state of the repository and identify any inconsistencies or issues. This will provide a clear picture of what needs to be updated or changed, and will help ensure that the benefits management plan accurately reflects the current state and goals of the project. References: PMBOK® Guide – Sixth Edition, Section 4.4.3.1: Project Documents Updates

When a director demands the ability to make the final go/no-go decision about whether the systems go live, the project manager should schedule a meeting with the project sponsor to determine if it is appropriate to accept the director’s request. The project sponsor is typically a senior executive in a corporation (often at or just below board level) who is responsible to the business for the success of the project. This meeting would help clarify roles and responsibilities, and ensure that the decision-making process aligns with the project’s governance structure. References: 

https://www.coursera.org/articles/project-management-lifecycle

https://www.projectmanager.com/blog/project-director-role

The Project Management Professional (PMP) certification acknowledges candidates skilled at managing the people, processes, and business priorities of professional projects1. One of the skills validated by the PMP certification is the ability to use predictive, agile, and hybrid approaches to determine which way of working is best for each project1. In the given scenario, the project involves building a new type of software technology service and reengineering the business process for several operations teams. This indicates a blend of work that could benefit from both agile (for the software development part) and predictive (for the business process reengineering part) methods. Therefore, a hybrid approach that leverages both methods would be most suitable. References: PMP Certification

According to the Project Management Professional (PMP) principles, transparency and active communication with stakeholders, including customers, are key to effective project management. When unexpected issues arise that may impact the project’s timeline or cost, it is the project manager’s responsibility to inform the customer and discuss potential solutions. This allows the customer to make informed decisions about whether they prefer to adjust the timeline or allocate additional resources (and thus increase the cost) to keep the project on schedule. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide (6th Edition), Chapter 10: Project Communication Management. Professional in Business Analysis (PMI-PBA) Handbook, Chapter 5: Stakeholder Engagement.

 In an agile environment, the product owner is the key stakeholder who represents the customer’s interests and has the authority to prioritize work for the team. If a customer is frequently changing priorities, it can disrupt the team’s workflow and progress. Therefore, the project manager should ask the customer to discuss these changes with the product owner. This way, the product owner can assess the impact of these changes on the project’s goals and the team’s workload, and then appropriately adjust the priorities. References: 

https://onlinepmcourses.com/impediments-obstacles-and-blockers-how-to-address-and-remove-them/

https://www.scrum.org/resources/blog/scrum-master-impediment-remover

 In an Agile environment, communication is key. If misunderstandings are occurring due to lack of documentation, it indicates a problem with the process, not necessarily with the individuals involved. The Agile leader should review the process that led to this situation and find ways to improve communication and understanding within the team. This could involve implementing new strategies for sharing information, such as design workshops or pair programming, rather than relying solely on documentation. References: Agile Practice Guide, Project Management Institute, Inc., 2017, pp. 50-51. Available at: https://www.pmi.org/pmbok-guide-standards/foundational/agile

When there is a change in government regulations that affects a project, the project manager should first understand the new regulations and evaluate their impact on the project. This involves studying the new regulations with the team and assessing how they affect various project variables such as scope, cost, schedule, and quality. Once the impact is understood, the project manager can then make necessary adjustments to the project plan. References: PMBOK® Guide, 6th Edition, Section 4.3: Direct and Manage Project Work, and Section 11.6: Control Risks.

 The project manager could have avoided higher baseline costs by verifying applicable budget inputs related to the project. This involves establishing a baseline that clearly describes the project scope, cost, and schedule1. If deviations from the baseline become necessary, project managers must follow an agreed-upon protocol for communicating issues, determining next steps, and making changes to the plan1. Cost estimation is critical for success in project management because every project manager must estimate all project costs before creating a project budget2. If the project budget is insufficient, it’s very likely to face cost overrun2. References: 

https://www.projectmanager.com/blog/7-tips-for-preventing-cost-overrun-on-projects

https://training-nyc.com/learn/pmp-certification/baseline

In a project, especially when a new approach is being used, it is crucial to ensure that all key stakeholders, including the project sponsor, are aware of and understand the approach. This is because these stakeholders often have a significant influence on the project’s success. By explaining and communicating the new approach, the project manager can ensure that everyone is on the same page, which can help to prevent misunderstandings and conflicts later on. This is also in line with the PMBOK Guide’s emphasis on the importance of effective communication in project management. References: Project Management Body of Knowledge (PMBOK) Guide, 6th Edition, Section 10: Project Communications Management

According to the Project Management Professional (PMP) principles, when a previously resolved issue reappears and the earlier mitigation strategies are not effective, it is important to reassess the issue. This is part of the monitoring and controlling process group, which involves tracking, reviewing, and regulating the progress to meet the performance objectives defined in the project management plan. The project manager should reassess the issue, possibly identify new risks, and plan new mitigation strategies. References: Project Management Professional (PMP) Certification Handbook, PMBOK Guide (6th Edition), Chapter 4: Project Integration Management, Section 4.6 Monitor and Control Project Work. Professional in Business Analysis (PMI-PBA) Handbook, Chapter 6: Monitoring and Controlling.

 The PESTLE analysis is a tool that can help project managers identify and understand the broader external factors that they might need to consider when planning a project. In this scenario, the project manager is dealing with new regulations from several government agencies that will affect the solution. These regulations can be considered as legal factors in a PESTLE analysis. By using PESTLE, the project manager can assess and prioritize the impact of these changes on the project scope/backlog. References: Professional in Business Analysis Reference Materials source and documents

According to the Project Management Professional (PMP) guidelines, when a project faces significant resistance from a senior-level executive, the project manager should work with the project sponsor to determine an appropriate response. The project sponsor typically has the authority and influence within the organization to address such issues. This approach aligns with the guidance provided in the Professional in Business Analysis Reference Materials, which also emphasizes the importance of stakeholder engagement and the need to address stakeholder concerns in a timely and effective manner. References: Project Management Professional (PMP) Certification, PMBOK Guide, Professional in Business Analysis Reference Materials. Please refer to the respective guides for more detailed information.

 In a situation where a team member has made disrespectful remarks about another team member, it is the project manager’s responsibility to address the issue directly with the offending team member. This can be done by coordinating a video conference to discuss the issue, understand the reasons behind the behavior, and find a resolution. This approach aligns with the principles of conflict management in project management, where the project manager is expected to handle conflicts within the team directly and professionally1. It’s important to note that disrespect in the workplace is toxic and can affect the entire team and organization2. Therefore, it’s crucial for the project manager to address such issues promptly and effectively. References: 2

https://www.getcampfire.com/blog/dealing-with-disrespect