PMP® Practice Exam 2026: 25 Real Questions with Detailed Explanations

Meet with the developer and ask them to be respectful with the other team members and work together as a team

Meet with the team members and developer individually to understand the situation and build an action plan accordingly

Collect the team's feedback and send it to human resources (HR) to resolve the conflict

Arrange a team-building training session and require all of the team members to attend

Engage with the team member, let them know their strengths, and encourage them to contribute more.

Meet with the team member prior to meetings and share their thoughts with others so everyone can benefit.

Pair this team member with a more outspoken team member so their voice can be heard more.

Ensure the team member is assigned critical path tasks to meet the schedule.

Schedule a meeting with the project team member's functional manager and request the functional manager's support.

Arrange a meeting with the project team member and project sponsor to discuss the change and obtain consensus.

Explain to the sponsor why the change is required and get their support in forcing the project team member to accept the new change.

Discuss how to manage this conflict with the project management office (PMO) and let them decide how to resolve the issue.

Raise the issue in a team meeting and ask for more balanced participation.

Speak with each team member individually to better understand their perspective.

Meet privately with the dominant team member and ask them to be more inclusive.

Continue to observe the team's dynamics and only intervene if someone complains.

Discuss project requirements with the new stakeholder and update the communications management plan

Send evidence to the new stakeholder that the project's status was sent according to the schedule.

Suggest that the new stakeholder review the project status before the next board meeting.

Share the communications management plan with the new stakeholder.

Ask the neighbor to submit a formal complaint about their concerns.

Inform the neighbor that the complaint will be escalated to the project sponsor.

Inform the neighbor that all of the project documentation has been approved.

Ask the neighbor to leave the site immediately because the site is on private property.

Keep the stakeholder informed and consult with them based on their needs.

Involve the stakeholder in governance and decision making.

Consult with the stakeholder and increase their level of interest.

The stakeholder needs to be made aware of the project progress.

Accept the request because it came from the project sponsor.

Refuse the project sponsor’s request because it is out of scope.

Check if the budget can cover the enhancement.

Validate the proposed change's impact on the project.

Negotiate the estimation so it gets smaller

Break down the larger activities into smaller ones

Resize the story points

Execute the smaller estimated activities

Motivate the team to work more efficiently and approve overtime in order to meet the client's goal in 4 months

Seek additional resources from the subcontractors and other sources to parallelize the necessary work

Discuss with the client alternative approaches to deliver the minimal viable product (MVP) in 4 months and the rest later

Call a meeting with the client so they will understand that 4 months is not enough time to deliver the product

Discuss with the stakeholders about the possibility of accommodating the feature changes.

Submit the feature changes to the Change Control Board (CCB) so they can evaluate and approve.

Perform the change only if it has a higher or equivalent priority of the current remaining features.

Follow the plan by delivering the features and handle the change later in the project.

Avoid managing the issue as it was not registered as a risk for the project and there is no planned response to it.

Hold a meeting with the project team and relevant stakeholders to agree on the best way to manage the issue.

Delay the project until the issue is addressed and no longer presents as a risk to the project.

Inform the sponsor that the issue has arisen and that the project's success may be uncertain.

Perform stakeholder engagement.

Perform integrated change control.

Update the quality management plan.

Update the risk management plan.

Submit a change request.

Add additional resources to the project.

Update the scope of work.

Review the risk management plan.

Prepare a detailed presentation for stakeholders on earned value including how it is calculated and the project's current earned value results

Report that the project is behind schedule but that an additional experienced resource can be added to stay within schedule and maintain the budget

Perform a detailed root cause analysis utilizing a pareto chart and fishbone diagrams to demonstrate that the project is under control

Report that the project is not tracking as expected but is still under control since the next project milestone is over a month away

Increased burn rate

Increased cost

Increased technical debt

Decreased efficiency

Start an audit of the vendor's processes and procedures

Review lessons learned from previous projects with this vendor

Make a detailed analysis on vendor issues during the project

Execute a contingency plan to address the issue with the vendor

Make documentation a standard part of the definition of done (DoD).

Assign a dedicated resource to work on the documentation during the project.

Create a specific sprint to deliver the project documentation.

Focus on the documentation after the features are delivered.

Modify the baseline of the project for minor impact changes to the project scope.

Use a focus group and brainstorming sessions to gather more details about the project scope.

Register the changes in the configuration management plan and send it to the change control board (CCB).

Explain to the sponsor that these requests could endanger the schedule and cost of the project.

Delegated the responsibility of selecting the collaboration tools to the project's technical lead

Met with the project team to determine their collaboration needs and identified tools that will work best

Allowed the project team members to use the tools that will work best for them for this project

Asked the project sponsor for approval to purchase the newest collaboration tool on the market

Communicate with the industry’s regulatory authority to grant the company an exception.

Hire a third party who is an expert on the industry's regulations to work out the details.

Escalate the issue to the company’s CEO who has experience with the regulations.

Comply with the regulatory requirements and work to compress the project schedule.

Involved the business stakeholders in the sprint review.

Defined product backlog priorities with the sponsor and key stakeholders to deliver business benefits.

Implemented a closing survey for key stakeholders.

Confirmed that there is a communications management plan in place to make business stakeholders aware of the success.

Budget at Completion (BAC)

Payback period

Total value of ownership

Return on investment (ROI)

Calculate the budget at completion (BAC) based on the completed and planned features.

Determine the control accounts and use a top-down estimate.

Estimate user story points and forecast a budget for that deliverable.

Consider the cost performance index (CPI) based on earned value (EV) divided by costs.

Portion A

Portion B

Portion C

Portion D