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

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 answer is supported by the PMBOK® Guide, which outlines the importance of stakeholder engagement and effective communication in managing project resources1. Additionally, the PMI Guide to Business Analysis emphasizes the need for collaboration and negotiation to resolve scheduling conflicts and ensure that project activities are adequately staffed2.

The root cause of the issue is related to communication techniques. When important information is not shared properly among team members, it often points to a breakdown in communication methods rather than the structure of the team or their training. Effective communication is crucial in project management to ensure that all team members are aligned and aware of the project’s requirements and progress. The pairing of team members is not inherently detrimental to team cohesiveness or the sharing of information, but the way in which communication is handled within these pairings can be. If the communication techniques are not correctly applied, it can lead to misunderstandings, misalignment, and information silos, which ultimately result in delivery delays and project failure.

Professional in Business Analysis Reference Materials source and documents

When a dispute arises about deliverable quality, the project manager should first review the contract and the defined acceptance criteria. Acceptance criteria are agreed-upon standards or requirements a deliverable must meet before it is accepted. If the vendor’s components fail to meet those criteria, the vendor may be in breach of contract.

Per the PMBOK® Guide – Seventh Edition, Control Procurements involves verifying if deliverables meet contract requirements, including acceptance criteria.

Option A is premature and assumes new terms are needed before confirming the breach.

Option C implies negotiation without verifying the original agreement.

Option D is an extreme measure and only valid after confirmation and escalation.

Kanban method offers a simple and effective way to manage your tasks and projects. It is based on two rules: visualization of workflow and limitation of the number of tasks being in progress at a time. By following these two principles, you save time which you'd normally spend on getting organized, and can perform your tasks much quicker.

When unforeseen events affect the usability of a project’s deliverables, the project manager should first assess the environmental changes. This involves understanding the impact of the new travel restrictions on the project’s objectives and deliverables. Based on this assessment, the project manager should then recommend a pivot for the project to align with the new reality and ensure that the project still delivers value. This approach is supported by the PMBOK® Guide, which emphasizes the importance of responding to changes and aligning project objectives with business needs.

A project benefits management plan should include the target benefits, which are the expected tangible and intangible outcomes that provide value to stakeholders. It should also detail the strategic alignment, showing how the project aligns with the organization’s objectives and strategy. Additionally, the plan should outline the time frame for realizing the benefits, indicating when and how the benefits will be delivered123.

 The Stakeholder Register is a critical document in project management that lists all stakeholders involved in a project, including their roles, requirements, expectations, and influence on the project. The fact that the leader of a user party was not included in the requirements collection communications suggests that the Stakeholder Register was either missed or outdated. This document should have been used to identify all parties with a vested interest in the project, ensuring their needs and expectations are considered during the requirements collection phase. An up-to-date Stakeholder Register is essential for effective communication and project success12.

In an agile approach, features and tasks are prioritized based on business value, which is a core principle of agile methodologies1. The project manager should explain to the CFO that the agile prioritization process aims to deliver the highest business value in the shortest time. This means that features are implemented not based on their order of submission but based on the value they add to the business and the customers2. It’s important to communicate that while the feature for the financial department is essential, it will be delivered at the right time in the project lifecycle to maximize value and ensure proper implementation.

The project manager should first revisit the project charter and assess if the project goals and objectives can be met with other alternatives. This could include re-evaluating the project requirements, researching other suppliers and/or re-designing the project in order to reduce the cost. If all other alternatives are exhausted, then the project manager should seek approval from the project sponsor or the CEO to proceed with the purchase order.

The project manager should establish a project governance model that aligns with the company’s strategic, investment, and compliance requirements. This involves creating a structure that provides oversight, decision-making processes, and performance measurement to guide the project in accordance with the company’s objectives. It is essential to tailor the governance model to the specific needs of the project while ensuring it supports the organization’s broader governance framework1.

The best course of action when a new risk is identified is to assess its impact with the help of an expert. This aligns with the PMP risk management principles, which emphasize the importance of understanding the nature of the risk, its potential impact on the project, and involving stakeholders in the decision-making process1. In this scenario, the project manager should work with an expert to evaluate the changes in tax regulation and how they might affect the project. After this assessment, the project manager should engage with the client to prioritize the project outcomes, ensuring that the client’s needs are met while also mitigating the risk. References: (Project Management Academy’s “Risk Management Process for PMP®”)1.

 Three-point estimating is a technique that can be particularly useful when there is uncertainty about the individual task estimates. It involves the development team providing optimistic, pessimistic, and most likely estimates for each task, which can then be used to calculate an expected duration for the entire project. This method is beneficial when the team lacks experience with similar projects, as it allows for a range of possible outcomes to be considered, which can lead to a more realistic and reliable estimate123.

The best practice in project management, as per the PMBOK® Guide, involves developing a comprehensive procurement management plan. This plan should detail all the necessary procurement activities, timelines, and resources required for the project. Having the client approve this plan ensures that both the project manager and the client have a mutual understanding of the procurement timeline and deliverables, which would prevent the scenario of an unexpected contract duration discrepancy.

= A Guide to the Project Management Body of Knowledge (PMBOK® Guide) - Sixth Edition1.

When a procurement risk is identified, the project manager should review the Risk Management Plan. This plan is essential for understanding the processes and procedures to be followed when addressing risks. It includes identifying, analyzing, prioritizing, and responding to risks, which in this case involves taking preventive action to mitigate the identified procurement risk1234.

The first step in addressing the concern of reducing labor costs without introducing risk to the project delivery is to perform a thorough analysis of the key cost drivers. This involves understanding the elements that contribute significantly to the project’s labor costs. By identifying these cost drivers, the project manager can explore various alternatives and strategies such as automation of repetitive tasks, outsourcing non-core activities, cross-training, and multi-skilling workers, or implementing lean production methods1. These alternatives can potentially reduce labor costs while maintaining the quality and timeline of the project delivery.

= Strategies for Reducing Labor Costs1.

 The agile team has sized the features for the release with a total of 45 story points. Given the team’s velocity of 10 story points per sprint, it would take 4.5 sprints to complete the release. Since a sprint is a discrete unit and cannot be halved, the team will need 5 sprints to complete all features. However, if the team can slightly increase their velocity or if there is any carry-over capacity, they might be able to fit the work into 4 sprints.

= This calculation is based on standard agile practices, which are not explicitly detailed in the PMBOK® Guide but are part of the agile methodologies that the guide acknowledges. The PMI-ACP (Agile Certified Practitioner) also covers these practices, which align with the principles of agile project management.

To avoid the risk of a project schedule delay due to the project and operation teams’ inability to operate the Building Management System (BMS), the project manager should have allocated proper resources for training on BMS within the project plan. This proactive approach would ensure that both teams are adequately prepared to operate the system effectively upon handover. Training is a critical component of project management, especially when new systems or technologies are implemented. It ensures that all stakeholders are competent in their roles and responsibilities related to the system, thereby minimizing the risk of operational disruptions and schedule delays.

(Professional in Business Analysis Reference Materials1, PMI2)

Information radiators are a key communication tool in Agile and adaptive environments. They are visual displays of project information (e.g., task boards, burn-down charts) that are constantly updated and visible to all stakeholders. They promote transparency, immediate access to project status, and facilitate self-organizing teams.

The Agile Practice Guide specifically recommends the use of information radiators as a best practice to facilitate rapid and visible communication.

Option A (pull communication) requires users to seek out information but doesn’t promote transparency.

Option B (push communication) is useful but not as effective in agile environments for real-time visibility.

Option C is incomplete—verbal techniques are informal and limited in accessibility.

 In the context of remote work, especially when unforeseen risks require a shift to remote operations, it is crucial for project managers to adapt their communication and resource management strategies. This ensures that all team members, including outsourced vendors, are aligned and can deliver effectively. Developing a new strategy may involve leveraging technology for virtual meetings, establishing clear communication protocols, and ensuring that all team members have access to necessary resources and information to perform their tasks remotely1.

= Project Management Strategies for Managing Remote Teams - LinkedIn1.

When discrepancies arise between documented scope and current deliverables, the first step is to understand why and how they occurred. The project manager should work with the team to review the change history and clarify whether these changes were officially approved. This enables informed conversations with stakeholders and potential corrective action.

According to the PMBOK® Guide – Seventh Edition (Measurement and Stakeholder Performance Domains), issue resolution starts with identification and root cause analysis before initiating change or communications actions.

Option A addresses communication frequency but not the root cause.

Option C is premature if a valid change was already made.

Option D may be done later but doesn’t resolve the current concern.

When a key executive expresses concerns about project success, especially regarding costs, the project manager must seek to understand the concern directly. A one-on-one meeting with the CFO enables the project manager to gather details, clarify any misunderstandings, and explore potential solutions or adjustments.

The PMBOK® Guide – Seventh Edition highlights stakeholder engagement and communication as critical success factors. Engaging stakeholders individually promotes trust and effective issue resolution.

Option B is premature without understanding the specifics of the CFO’s concern.

Option C is useful but may not address the CFO’s immediate concerns.

Option D could come across as dismissive if concerns are not first acknowledged.

The best course of action when facing a discrepancy between project schedules and necessary certification timelines is to assess and evaluate the certification process. This involves understanding the best-case and worst-case scenarios, which allows the project manager to make informed decisions and manage expectations with all stakeholders. It is essential to analyze the situation thoroughly before discussing timeline extensions or engaging consultants, as these actions may have significant implications on the project’s cost, scope, and quality.

= The answer aligns with the principles outlined in the PMBOK® Guide and the PMP certification requirements, which emphasize the importance of proper assessment and risk management in project management12. Additionally, the Professional in Business Analysis Reference Materials support the approach of thorough analysis and evaluation as part of business analysis practices34

Comprehensive and Detailed Explanation:

The first step is to assess the financial impact of adding the 30 team members. Quantifying the cost and checking budget availability ensures data-driven decision-making. Only after this step should the project manager proceed with staffing actions.

* A focuses on SPI forecasting but doesn’t address funding directly.

* C assumes funding is available without analysis.

* D is premature before confirming budget availability.

Comprehensive and Detailed Explanation:

The PMO typically maintains standard templates and documentation requirements, especially for steering committees. Engaging the PMO ensures alignment with organizational standards and expectations.

A may result in inconsistent or outdated artifacts.

C may provide insight but not ensure consistency.

D may waste time if templates already exist.

In project communications, messages must be tailored to the stakeholder's role, interest, and level of influence. The Communications Management Plan defines how information is formatted, delivered, and customized. It is standard practice to segment communication content by stakeholder groups to ensure relevance and engagement.

The PMBOK® Guide – Seventh Edition emphasizes tailoring communications “based on stakeholder needs and preferences” and aligning the format and detail with their interests. This ensures effective communication and reduces the risk of disengagement or misinterpretation.

Option A is close but implies arbitrary compliance, not intentional tailoring.

Option B describes an inefficient and impractical practice.

Option C describes organizational norms, not best practices per PMI standards.

Waiting until the product is nearly launched before involving customer validation is a known anti-pattern. To avoid late-stage surprises, validation should be integrated continuously throughout the lifecycle. This aligns with the Agile principle of customer collaboration and feedback loops.

According to PMBOK® Guide – Seventh Edition, early and continuous engagement of stakeholders (especially customers) helps in detecting issues early. Frequent validation allows incremental improvements and reduces risk of rework at later stages.

Option A is reactive and not preventive.

Option C is helpful but not sufficient without continuous validation.

Option D focuses on internal quality but not customer-centric validation.

This scenario represents the realization of an external risk. When an identified risk occurs, the appropriate action is to follow the response strategy as documented in the risk management plan. The PMBOK® Guide – Seventh Edition emphasizes the importance of using the risk response plan to guide actions when risks occur. This avoids delays and ensures a structured response rather than ad hoc decision-making.

Option A may be needed in some cases but is not the project manager’s responsibility unless required by law.

Option B ignores the actual disruption caused.

Option D introduces unnecessary delay by deferring action instead of using the pre-approved plan.

Estimating using historical data from past similar projects (analogous estimating) is a best practice to prevent errors and improve accuracy in cost planning. It helps identify items or tasks that may be overlooked if only current project documentation is used.

According to the PMBOK® Guide – Seventh Edition, past project records and lessons learned are valuable tools for improving cost and scope planning.

Option A is a governance step but doesn’t improve estimation accuracy.

Option B addresses when to update but not how to improve the original estimate.

Option C (padding) is not best practice and may not be acceptable in cost-constrained projects.

Comprehensive and Detailed Explanation:

Before taking corrective actions like adding resources (B) or applying schedule compression techniques (D), the project manager should first understand the root cause of the delay. RCA helps identify whether the issue is due to skill gaps, workload, ambiguity, or other factors. This step ensures that the right mitigation strategy is implemented.

Although the team member was absent, they possess expert knowledge that may impact project outcomes. The appropriate course of action is to schedule a meeting to hear their concerns and determine whether any adjustments are necessary. This aligns with stakeholder engagement best practices and the PMBOK® Guide’s principle of team collaboration and empowerment.

Option A discourages engagement and feedback.

Option C focuses on compliance rather than collaboration.

Option D misclassifies this situation as a risk when it is a communication and engagement issue.

The key Agile principle is early and continuous delivery of valuable software, coupled with constant customer collaboration and feedback. If deliverables are not meeting customer expectations, the root cause is likely a breakdown in feedback loops. Establishing a continuous feedback environment ensures stakeholder input is captured early and often, allowing teams to course-correct before features are completed and delivered.

According to the Agile Practice Guide: “Customer engagement and continuous feedback loops help ensure that the solution meets business needs and expectations.”

Option D (retrospective) is important but retrospective happens after the sprint; Option A (continuous feedback) is more proactive and prevents dissatisfaction before it grows.

In virtual and culturally diverse teams, inclusivity and engagement are best supported by agreed-upon team norms and working agreements. Ground rules that respect time zones, cultures, and communication styles foster equity and psychological safety.

PMBOK® Guide – Seventh Edition and the Agile Practice Guide both emphasize the importance of team agreements, team charters, and cultural awareness in virtual settings.

Option A is supportive but doesn’t address inclusion issues directly.

Option B adds bureaucracy and fragmentation.

Option D is one part of inclusion but not a complete solution.

Comprehensive and Detailed Explanation:

When stakeholders request additional scope during project execution, the project manager should not make unilateral changes. Instead, the proper course is to process the change request through the approved governance or change control process. This ensures alignment with scope, budget, and timeline.

When conflict arises due to communication preferences, the project manager should first seek to understand each individual's needs and preferences. Initiating individual conversations allows the project manager to assess the context behind each perspective and then mediate a resolution that supports team cohesion and project communication needs.

Option A promotes team-building but does not directly resolve the specific issue.

Option B risks inconsistent communication and confusion.

Option D is prescriptive and may lead to resistance rather than resolution.

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.

When working with external providers, especially in multinational or multilingual environments, establishing a common set of terms and communication language is essential for clarity, reducing misunderstandings, and increasing success in delivery.

Per the PMBOK® Guide – Seventh Edition, the Communication and Stakeholder Performance Domains emphasize mutual understanding and clear language, especially in procurement relationships.

Option A is supportive but not the first step.

Option B misplaces responsibility—project sponsor is not the communication lead.

Option C is general and doesn’t address the specific provider issue.