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

In an agile project, the sprint review is the appropriate meeting for stakeholders, including board members, to attend. It is a formal opportunity to inspect the increment of the project’s deliverables and adapt the product backlog if needed. The sprint review is designed to gather actionable feedback and foster collaboration between the development team and stakeholders12.

When a feature has been prioritized by the project sponsor over other critical security patches, the project manager should assess the situation. While it’s essential to consider the sponsor’s priorities, the project manager must also evaluate the impact of delaying critical security patches. Pushing back on the feature allows the project manager to advocate for the security patches’ urgency and ensure that immediate priorities are addressed14.

 In agile project management, risks are identified and managed continuously throughout the project. Agile teams prioritize risks according to severity and address them as they arise during each iteration. This approach ensures that risks are handled in a timely and efficient manner, aligning with the iterative nature of agile methodologies. The team acknowledges the risks and incorporates risk management activities into their iteration planning and execution, allowing for proactive responses to potential issues1.

In an agile project, it is crucial to continuously assess the project’s direction and priorities to ensure alignment with business objectives and adapt to changes in the business environment. Reprioritizing the backlog after every iteration allows the project manager and the team to evaluate the value and relevance of user stories in light of any new developments or changes. This practice ensures that the project remains focused on delivering the most valuable features to the business and can adapt to changes quickly and efficiently.

Net Present Value (NPV) is the most appropriate financial metric for comparing long-term project investments such as build vs. buy options. It helps assess which option provides greater value over time after considering costs and future benefits discounted to present value.

PMI recommends NPV as a key tool in investment decision-making during project selection and early planning stages.

EMV is best used in risk-based decision-making.

EV measures performance during execution.

Impact value is not a recognized PMI metric.

When a team member is underperforming, the project manager should first assess skill gaps or knowledge barriers. Identifying whether the person needs additional training, mentoring, or support is a fundamental leadership responsibility. This supports the PMBOK® principle of fostering individual and team performance.

The PMBOK® Guide – Seventh Edition emphasizes team development through coaching, mentoring, and training. Adaptive leadership helps align assignments with competency and career development.

Option A accepts inefficiency without root cause analysis.

Option B may disrupt team focus and doesn’t address individual needs.

Option C is broader but should come after identifying actual training gaps.

The project manager should foster an environment where open discussions are encouraged, as they can lead to more comprehensive understanding and better decision-making. However, it is also important to adhere to the ground rules to ensure that discussions are efficient and considerate of everyone’s time. This approach is in line with the PMBOK® Guide’s principles of stakeholder engagement and team management, which emphasize the importance of balancing open communication with meeting management1. It also aligns with the PMI Professional in Business Analysis (PMI-PBA)® standards, which advocate for effective stakeholder engagement and collaboration2.

According to the PMBOK Guide, a sprint retrospective is a meeting held at the end of each sprint to review the work done, identify the lessons learned, and plan the improvements for the next sprint1. The project manager should document the lessons learned and implement the improvements in the next sprint to ensure continuous improvement and customer satisfaction2. The other options are not the next step for the project manager. Facilitating a daily standup is a regular activity during the sprint, not after it3. Organizing a demonstration of the changes is done at the end of each sprint to show the product increment to the customer and stakeholders. Requesting that all team members think of ideas to improve processes is not a specific action, but a general expectation. References:

1: PMBOK Guide, 6th edition, page 188

2: PMBOK Guide, 6th edition, page 189

3: PMBOK Guide, 6th edition, page 186

: PMBOK Guide, 6th edition, page 187

: PMBOK Guide, 6th edition, page 190

If the client has already approved a change through a formal project order amendment, the project manager must initiate re-planning with the new scope. This aligns with adaptive and traditional approaches where major scope changes require updates to planning documents.

Option A delays necessary rework.

Option C addresses risk mitigation, but re-planning must begin first.

Option D is unnecessary because the client has already accepted the amendment.

When a proposed change could potentially enhance delivery value or improve testing efficiency, the best practice is to assess the impact on scope, schedule, and stakeholder expectations before making a decision. The PMBOK® Guide encourages evaluating change requests for their implications.

Option C reflects this by not outright rejecting the proposal, but rather responsibly assessing its impact.

Option A may bring in stakeholders too early before the impact is known.

Option B is rigid and may ignore potential benefits.

Option D logs an issue prematurely before the impact is clear.

The project manager should accommodate the key stakeholder by making arrangements for them to join the kick-off meeting virtually. This approach aligns with best practices in project management, which advocate for inclusivity and flexibility in communication to ensure all critical stakeholders are engaged from the outset of the project12. Virtual participation allows for the stakeholder’s input without delaying the project’s initiation, maintaining momentum and stakeholder engagement34. It is essential to use virtual meeting tools effectively to facilitate collaboration and ensure that remote participants are as involved as those on-site5.

Comprehensive and Detailed Explanation:

When using an iterative (agile) approach, the project manager should prioritize customer feedback and early value delivery. Planning an MVP allows early testing, and running sprints supports continuous improvement and adaptability. Focus groups are a form of stakeholder engagement to validate features before building them, a best practice in agile.

* A and B are aligned with predictive (waterfall) practices.

* C (MVP), D (focus groups), and E (agile sprints) align with iterative/agile methodologies.

 In the scenario described, the project team is overwhelmed by the volume of knowledge-sharing emails, which indicates that the current method of communication is not effective. A pull communication method allows team members to access information as needed, rather than being bombarded with emails. This method enables team members to manage their time and resources more effectively by seeking out knowledge when it is convenient for them, thus reducing the overload and improving the manageability of information.

Establishing an enterprise governance structure with division leaders is a strategic approach to ensure that policies and procedures are followed across the organization. This aligns with the PMBOK® Guide’s emphasis on the importance of governance in project management, which includes the development of policies and procedures to guide the project’s conduct and ensure its alignment with organizational objectives. It also involves engaging the appropriate stakeholders in decision-making processes, which is a key aspect of effective project management as outlined in the PMP Examination Content Outline1.

Trend analysis is a technique that uses historical data to predict future outcomes. It can help the project manager identify any deviations from the planned schedule, cost, scope, or quality, and take corrective actions accordingly. Schedule analysis, quality control analysis, and root cause analysis (RCA) are also useful techniques, but they do not directly address the question of forecasting future performance.

The project manager should begin by talking with the team member to understand what led to the mistake. This aligns with PMI's emphasis on servant leadership, respect for individuals, and systems thinking. Gathering context before taking corrective action ensures fairness and allows root cause identification, which can support appropriate next steps like training, process improvement, or system-level changes.

Option A prematurely documents the issue without understanding it.

Option B may be appropriate later but assumes a skill gap before confirming the cause.

Option D is punitive and fails to explore the root cause or support a high-performing team member.

 Agile project delivery is adopted primarily because it allows for early and incremental delivery of value, which is prioritized based on customer and project needs. This approach enables teams to deliver parts of the project as they are completed, allowing for early benefits and the ability to adapt to changes quickly. Agile emphasizes customer collaboration and responsive planning which is more conducive to delivering a product that better meets user needs and has a higher value early in the process123.

 Acceptance criteria are essential in Agile methodologies to ensure that a feature meets the necessary conditions for user satisfaction and project objectives. By integrating the acceptance criteria review into the DoR, the project manager can ensure that each feature’s requirements are clearly understood before development begins. This approach aligns with the Agile principle of continuous collaboration and iterative improvement. Including associated tests in the DoD ensures that features are not only developed but also verified against the acceptance criteria before they are considered complete.

 The Project Management Professional (PMP)® certification emphasizes the importance of human resource management and the development of the project team. According to the PMBOK® Guide, project managers should develop the team through training, team-building activities, and creating an environment that promotes high performance. In the scenario provided, where the team lacks experience, the project manager should utilize coaching and mentoring to bridge the experience gap, enhance skills, and improve team performance. This aligns with the PMP’s focus on leadership and the development of human resources within the project team.

In a hybrid project funded by a T&M agreement, it is essential for the project manager to plan post-delivery support to manage client expectations effectively. This includes establishing a clear understanding of what constitutes project completion and what are the responsibilities of the project team after the product is delivered. Planning for post-delivery support ensures that any defects found after the product is accepted can be addressed within the agreed terms, thus preventing disputes over additional costs for defect fixes.

 In a situation where the project has dependencies on the client’s vendor management system but the vendor management team does not benefit directly from the project, it is crucial to engage and gain the support of the vendor management head. The project manager should collaborate with the project sponsor to develop a communications management plan that addresses the importance of the vendor management head’s support for the success of the project. This plan should outline the criticality of the vendor management system to the project’s requirements and strategize on how to communicate this effectively to the vendor management head, ensuring their understanding and cooperation.

Before escalating or logging an issue, the project manager should take a proactive leadership role and engage directly with the new leader. This conversation allows for alignment of expectations and identification of any process or communication issues that can be resolved collaboratively. This approach is consistent with stakeholder engagement best practices.

Option A postpones corrective action and risks further delays.

Option B escalates prematurely, which may harm collaboration.

Option C is a planning tactic, but not a resolution to the current delay.

 In Agile project management, collaboration is key to resolving issues such as disagreements on feature scope. The project manager should facilitate a collaborative environment where all team members can contribute to the discussion. This approach aligns with Agile principles, which emphasize teamwork, customer collaboration, and the ability to respond to change12. It’s important for the project manager to encourage open communication and ensure that all voices are heard, which can lead to a shared understanding and agreement on the feature’s scope34. This not only helps in resolving the current issue but also strengthens the team’s ability to work together effectively in future sprints56.

1- Self Protection

2-Dropped Baton

3- Student Syndrome

4-Pankinsons law

 In an agile project management context, especially when time constraints are present, it is crucial to align stakeholders’ needs and expectations with the project’s deliverables. The project manager should work collaboratively with stakeholders to create a prioritized backlog and release a roadmap. This approach ensures that the most critical features are developed first and that there is a clear plan for delivering value incrementally. It allows for flexibility in responding to changes and ensures that the project delivers the most significant value within the given time frame. This strategy is supported by agile principles, which emphasize customer collaboration and responding to change12.

In a hybrid project delivery approach, the business case is the artifact that ensures project benefits have been identified. It provides the rationale for the project by outlining the expected business benefits and aligning them with the organization’s strategic goals. The business case is developed during the project initiation phase and is used to justify the investment in the project. It includes an analysis of the costs, benefits, risks, and opportunities associated with the project.

In situations where a team member is unable to participate in all scheduled project activities due to conflicting operational schedules, it is advisable for the project manager to discuss the matter with the team member’s functional manager. This approach allows for exploring possibilities to adjust the conflicting schedules and find a mutually agreeable solution that enables the team member to fulfill their project responsibilities. This strategy is consistent with the PMBOK® Guide’s principles of stakeholder engagement and resource management, which suggest negotiating and collaborating with key stakeholders to optimize resource allocation and ensure project success.

The first step for a project manager taking over a troubled project is to understand the current project situation comprehensively. Meeting with the project team and stakeholders allows the project manager to identify the root causes of the issues, which is essential before any corrective actions can be planned. This approach aligns with best practices in project management, which emphasize the importance of stakeholder engagement and root cause analysis in resolving project conflicts and getting projects back on track123.

To implement Agile practices effectively, the project lead should:

A: Introduce sprints and sprint reviews to support iterative planning and frequent inspection.

B: Establish team working agreements (ground rules) to improve self-management.

E: Foster full participation in daily stand-ups to promote collaboration and team accountability.

Option C is too restrictive; valuable issues can be parked and discussed after.

Option D goes against Agile principles, where the team self-manages and Scrum Master facilitates rather than delegates meeting leadership.

Empowering team members is a key aspect of project management, which involves organizing around team strengths, supporting team task accountability, evaluating demonstration of task accountability, and determining and bestowing levels of decision-making authority. This approach not only leverages the skills and abilities of the team members but also promotes efficiency and motivation within the team. By empowering the engineer, the project manager can foster a sense of ownership and encourage proactive behavior, leading to better performance and project outcomes.

Facilitating knowledge sharing in a cross-functional and diverse team is essential for team integration and improved performance. Creating informal and structured opportunities like daily learning sessions, retrospectives for knowledge exchange, and shadowing enables team members to learn from one another and develop a shared understanding.

According to the PMBOK® Guide – Seventh Edition and the Agile Practice Guide, knowledge transfer is best facilitated through collaborative activities, peer learning, and continuous feedback loops.

Option C focuses more on gap assignment than active knowledge sharing.

Option D is valid in some cases but leans toward external intervention rather than internal team collaboration.

In Agile and Scrum practices, it is essential to foster collaboration and communication between the product owner and the project team to find a mutually acceptable solution. Facilitating a discussion to balance technical debt and infrastructure dependencies with items of high business value is crucial. A voting exercise allows all team members to express their opinions and reasons behind their votes, helping the team find a compromise and identify items that provide both business value and address technical debt and infrastructure dependencies. This approach aligns with the Agile principle of valuing individuals and interactions over processes and tools, promoting team collaboration and self-organization.

When stakeholders perceive communication as harsh, it is essential for the project manager to revisit and adjust the communications management plan. This adjustment should aim to address the concerns of the stakeholders and rebuild trust. The plan should be tailored to the stakeholders’ needs, ensuring that the communication style, frequency, and methods align with their preferences and cultural expectations. This strategic approach not only mitigates the risk of further misunderstandings but also fosters a positive relationship with all stakeholders, which is crucial for the success of the project2345. References:

Managing Communications Effectively and Efficiently | PMI1.

Communications management plan - Lovepmp2.

Managing Project Stakeholder Communication - Project Management Institute3.

21 Stakeholder Communication Strategies for Effective Engagement4.

Tips to Adjust Stakeholder Communication Plan for Change - LinkedIn5.

The first step in any communication-related issue is to review the Communications Management Plan and the Stakeholder Engagement Plan to ensure expectations are correctly documented and aligned. These documents define who needs what information, when, and how it should be delivered. PMIS may provide access, but stakeholders may still require proactive updates through preferred channels (e.g., emails, reports).

According to the PMBOK® Guide – Seventh Edition (Communication Performance Domain and Stakeholder Engagement), project managers should tailor communications based on stakeholder needs, which are identified through these plans.

Option A is reactive and not process-driven.

Option C assumes a technical failure without verification.

Option D provides a one-time fix but does not resolve the systemic issue of missed stakeholder expectations.

 In a situation where the project delivery is based on a fixed price in cryptocurrency, and there is an agreement to adjust the scope according to the value of the cryptocurrency at the end of each iteration, an incremental approach with a minimum viable product (MVP) is most suitable. This approach allows for the delivery of increments of value in alignment with the agreed price and enables both parties to assess and adjust the scope iteratively. It accommodates the volatility of cryptocurrency by allowing scope adjustments that reflect the currency’s value at regular intervals, ensuring that the project does not exceed the financial constraints while still delivering value12.

The project manager should have ensured that regulatory compliance, including import regulations for the specific machine model, was considered in the quality management plan. This would involve understanding and adhering to the legal and regulatory requirements that affect the project scope, deliverables, and processes. By integrating regulatory compliance into the quality management plan, the project manager could have anticipated and mitigated the risk of the machine being blocked by customs, thus avoiding delays and potential financial losses.

When new regulations are implemented that affect a project’s scope, it is essential for the project manager to perform an impact analysis. This analysis will determine the extent of changes needed to comply with the regulations and how these changes will affect the project’s cost, schedule, quality, and other critical factors. The PMBOK® Guide highlights the importance of assessing changes and determining their impact on the project plan. It is not sufficient to simply continue with the existing governance policy or directly comply without understanding the implications. Escalating the issue to upper management without first analyzing the impact may lead to decisions that are not aligned with the project’s best interests.

When a vendor suggests changes that could improve the project outcome, it is essential to assess these changes carefully. The project manager should view this as an opportunity for improvement. However, before proceeding, it is crucial to perform a risk analysis to understand the potential impacts on the project, including scope, time, cost, and quality. This approach aligns with the PMBOK® Guide’s emphasis on continuous improvement and risk management as part of project procurement management.

 In the context of project management, particularly within agile environments, daily standup meetings are essential for maintaining alignment, providing immediate feedback, and building team dynamics. When team members regularly miss these meetings, it’s crucial to address the issue promptly. Rescheduling the standups to a time that suits all team members can ensure that everyone can attend and contribute effectively. This aligns with the principles of effective project management and business analysis, which emphasize the importance of clear communication, stakeholder engagement, and adaptability to change.

The PMBOK® Guide emphasizes the importance of team dynamics and conflict resolution. It suggests that project managers should foster an environment where team members can openly discuss and resolve conflicts. This includes encouraging innovative ideas and addressing any concerns about their practicality. By promoting further discussions, the project manager can help the team integrate diverse perspectives and find realistic ways to implement innovative solutions12. References: = Conflict Resolution Strategies In Project Management (PMP)1; 5 Conflict Resolution Techniques in Project Management2.

 In the context of PMP objectives and content, the project manager should advocate for a sustainable work environment that maintains a good work-life balance while ensuring high-quality deliverables. Overloading the team can lead to burnout and reduced quality, which contradicts the principles of effective project management. Instead, the project manager should engage with management to address resource constraints and seek solutions such as adding high-performing team members or adjusting project scope and timelines to ensure that the team can deliver quality products without being overworked.

Engaging with the community and keeping them informed is a key aspect of project management, especially for projects that directly affect local community members. Regular community meetings are an effective way to share updates, gather feedback, and ensure that the community’s needs and concerns are being addressed. This approach aligns with best practices in community engagement, which emphasize the importance of transparency, inclusivity, and active participation in the decision-making process.

The purpose of identifying, evaluating, and categorizing stakeholder relationships in an ERP initiative is to ensure that the needs and expectations of all stakeholders are understood and addressed within the communications management plan. This process is crucial for the success of the project as it helps in developing a structured approach to stakeholder engagement, which is essential for gaining support and buy-in from various business lines involved in the program. By incorporating the needs of all stakeholders, the project manager can tailor communication strategies to manage expectations effectively and facilitate smoother project execution.

 When a component is identified as deficient, and it is not referenced in the quality management plan, the project manager should collaborate with the customer to define the specifications for the component. This involves holding a technical meeting to discuss the component’s requirements and how it impacts the project’s quality objectives. Once an agreement is reached, the specifications should be documented in the quality management plan to ensure that the project aligns with the customer’s quality expectations and the project’s deliverables.

 In an agile project, daily standup meetings are crucial for maintaining open communication among team members. These meetings serve as a platform for team members to report on their progress, discuss any challenges they are facing, and understand the work being done by their peers. When these meetings are not consistently attended, it can lead to a lack of understanding of each other’s work, creating silos within the team. Regular attendance and active participation in daily standups are essential for fostering collaboration and ensuring that all team members are aligned and informed about the project’s progress.

When a project manager is faced with conflicting stakeholder requirements, it is essential to engage in negotiations to reach a common agreement. This involves understanding the underlying needs and expectations of the stakeholders and finding a solution that aligns with the project’s objectives. The process should be collaborative, aiming to satisfy the business needs and ensuring that the project remains on track with its intended purpose. Effective conflict resolution techniques such as discussion, compromise, and expert opinion can be employed to facilitate this negotiation1234.

 To avoid a situation where only a few team members contribute to defining the ground rules, it is essential for the project manager to set clear expectations for contributions ahead of the meeting. This approach encourages all team members to prepare and ensures that everyone has an opportunity to contribute, leading to more balanced and representative ground rules. By setting these expectations, the project manager can foster an inclusive environment where all voices are heard and considered.

In an agile project with a fixed budget and aggressive timeline, it is crucial to prioritize the backlog effectively. The project manager should review the backlog items and decide which ones are essential to meet the project goals and deliver value. This involves evaluating each item’s impact on the project’s success and its alignment with the project’s objectives. By focusing on the most valuable activities, the project manager can ensure that the team’s efforts are directed towards tasks that will contribute most significantly to the project’s outcomes, even with limited time and resources234.

When a key stakeholder introduces a new requirement, it is essential for the project manager to request further clarification. This ensures that the requirement is fully understood and its impact on the project schedule can be accurately assessed. The PMBOK Guide emphasizes the importance of clear communication and understanding stakeholders’ needs for successful project management1. Additionally, the PMI-PBA highlights the need for detailed requirement analysis to manage changes effectively and align them with business objectives2. References:

Stakeholder Analysis: Pivotal Practice to Project Success | PMI1

PMI Professional in Business Analysis (PMI-PBA)® Handbook2

 When a project is experiencing roadblocks, especially when similar issues have occurred in past projects, it is crucial to review and improve the processes being used. The PMBOK Guide emphasizes the importance of monitoring and controlling project work to meet performance objectives, and this includes making necessary changes to project processes to enhance efficiency and effectiveness1. In this scenario, since the team is following the processes exactly, it indicates that the processes themselves may be contributing to the delays. Therefore, the project manager should analyze the current processes, identify non-value-adding activities, and seek to eliminate or improve them to overcome the roadblocks and get the project back on track. This approach aligns with the principles of process improvement and value addition, which are central to both Project Management and Business Analysis practices2.

The success of virtual teams largely depends on regular communication and the establishment of a strong sense of community among team members. Planning regular virtual meetings is a best practice for managing virtual project teams, as it helps to motivate and support the team, fosters collaboration, and keeps team members engaged1. This approach aligns with the principles of both Project Management and Business Analysis, which emphasize the importance of stakeholder engagement and team dynamics for project success2. References:

Best practices for managing and developing virtual project teams1.

Managing Virtual Teams for High Performance2.

 The hybrid approach in project management is chosen because it allows for the management of uncertainties regarding product definitions and requirements while also adhering to a specific delivery date due to regulatory requirements. This approach combines elements of both predictive (waterfall) and adaptive (agile) methodologies, enabling the project to start activities promptly and continue to refine the product specifications as the project progresses. It provides the flexibility to adapt to changes and uncertainties while maintaining a focus on the fixed delivery date1234.