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PMI Project Management Professional (PMP) - Full Practice Exam 1

Suggested duration: 240 minutes

By Oleksandr Andrushchenko — Published on

180 questions ยท Free

Prepare for PMI Project Management Professional (PMP) with 180 original questions, realistic scenarios, and explanations for every choice. Practice across the official topic domains with a suggested time of 240 minutes.

Study instructions

Select the single best answer unless a question explicitly asks for multiple answers. Multiple-answer questions require the exact set. Suggested time: 240 minutes.

Questions — 180

  1. A board shows testing work accumulating while development throughput remains high. What should the manager investigate?
  2. A budget includes a reserve for an identified supplier-delay risk and a separate reserve for unforeseen in-scope work. Which distinction is correct?
  3. A business team expects an AI feature to produce error-free decisions. The actual capability requires review. What should the manager do?
  4. A capable engineer has become quiet during planning after several suggestions were dismissed publicly. What is the most appropriate initial leadership response?
  5. A change-control board rejects a request after impact analysis. The requester continues telling the team it is approved. What should the manager do?
  6. A community group raises a credible concern that a construction project's delivery approach will obstruct access to essential services. What should the manager do?
  7. A compliance matrix lists requirements but has no owner or evidence for several critical items. What should the manager establish?
  8. A conflict is temporarily deferred because a safety incident needs immediate attention. What should the manager ensure?
  9. A contractor is leaving, and key design decisions exist only in chat messages. What should be prioritized?
  10. A critical activity can be shortened one day for $2,000. A noncritical activity can be shortened three days for $1,000 but has five days of float. What best supports a one-day earlier finish under these facts?
  11. A critical procedure is documented, but only its author can execute it successfully. What is the best next step?
  12. A critical supplier is on schedule but has not produced required quality evidence. What should the manager do?
  13. A cross-functional team supports the project in principle but prioritizes incompatible local targets. Which two actions best improve alignment? Select 2 answers.
  14. A customer accepts the main product, but an agreed data export for operations is unfinished. What should the manager do before closure?
  15. A customer asks for a capability not represented in the approved scope. What should the manager establish before planning implementation?
  16. A customer-facing change affects service staff, but release communications reach only developers. What should the manager do?
  17. A customer requests a change after a successful demonstration. What is the best response?
  18. A customer requests a significant feature directly from Developers during a Sprint. The team has an agreed Sprint Goal. What is the best response?
  19. A customer says the release is late, but the project team believes the agreed date refers to pilot availability. What should happen first?
  20. A delayed external approval is now blocking the team's critical work. The risk had been recorded earlier. What should the manager do?
  21. A demonstration reveals that users misunderstood a workflow despite the team implementing the written requirement. What should the manager do?
  22. A distributed team reports that critical decisions happen in meetings outside one region's working hours. Which adjustment best improves inclusion?
  23. A fixed-price supplier requests payment for work outside the agreed scope. What should the manager do first?
  24. A functional manager and product owner disagree about a specialist's allocation. The project manager does not control the specialist. What is the best response?
  25. A geopolitical event threatens an imported component that is not yet delayed. What should the manager do?
  26. A heated disagreement has become personal and violates the team's working agreement. What should the manager address first?
  27. A high-performing team is exhausted after repeated emergency releases. A sponsor requests another acceleration. What should the manager do?
  28. A hybrid project has no clear authority for accepting a major product-scope tradeoff. What should be established first?
  29. A hybrid project has repeatedly missed handoffs between its infrastructure and application teams. Each team blames the other, and both have met their internal targets. What should the project manager do first?
  30. A hybrid project has separate infrastructure and software plans that use inconsistent release assumptions. What should the manager do first?
  31. A hybrid team wants to change its coordination practice because the current process adds delay without useful decisions. What should the manager encourage?
  32. A late project has completed all its work, so EV equals PV at BAC. What limitation should the manager recognize when interpreting final SPI = 1?
  33. A low-probability event could make the project unlawful to operate. How should it be considered?
  34. A lower-cost design uses substantially more energy during ten years of operation. Sustainability is an agreed project objective. How should alternatives be compared?
  35. A major issue requires immediate cross-functional decisions. The normal monthly report is not due for three weeks. What should the manager do?
  36. A manager compares spending on testing with losses from defects after release. What should the analysis include?
  37. A mentor is assigned to a new team member, but both have full schedules and no defined learning goal. What should be established?
  38. A merger changes the operating model during delivery. What should the manager evaluate?
  39. A mitigation reduces likelihood but creates a new dependency on a single specialist. What should the manager record?
  40. A new competitor makes the original product proposition less attractive. The project is still within budget. What should the manager do?
  41. A new privacy rule will take effect before deployment. What should the manager do first?
  42. A new product is launched successfully, but few users adopt it and expected revenue is not materializing. Which indicator would have helped assess this risk earlier?
  43. A new safety requirement takes effect before the planned launch. What should the manager do first?
  44. A new stakeholder joins midway and challenges the project's purpose. The team regards the purpose as settled. What should the manager do?
  45. A new team faces an unfamiliar regulated task. Members need both clarity and skill development. What leadership approach fits best?
  46. A new workflow is ready, but managers still reward employees for using the old process. What should the project manager raise?
  47. A newly assembled team has unclear decision rights and repeatedly waits for the project manager to approve routine actions. What is the best response?
  48. A predictive project has a schedule baseline. A customer requests a new interface that would add three weeks and increase costs. What should the manager do next?
  49. A predictive project receives an approved change that affects scope, schedule, and procurement. What should the manager do next?
  50. A previously supportive regulator now raises concerns after a policy change. What should the manager do first?
  51. A procurement team needs to compare offers with different lifecycle costs and support terms. What is the strongest evaluation approach?
  52. A product backlog is large, and several items are too vague for near-term delivery. What should the manager support?
  53. A product has advanced functionality but violates its required reliability standard. Which statement is correct?
  54. A product increment is technically complete, but service desk staff cannot explain the new workflow to users. Which leadership action best supports adoption?
  55. A product owner rarely attends reviews, and Developers make assumptions about priority. What is the most appropriate first step?
  56. A product owner wants early evidence that a proposed workflow will improve conversion. Which delivery choice is strongest?
  57. A project affects community access to a public facility. Community representatives were omitted from the stakeholder register. What should the manager do?
  58. A project can exploit a favorable supplier discount only if procurement acts before a stated deadline. What response is most appropriate?
  59. A project charter emphasizes faster onboarding, but the operations team measures success as fewer support calls. The teams are making conflicting design choices. What should the manager do first?
  60. A project creates an AI-assisted decision workflow. Which two governance measures best support accountable use? Select 2 answers.
  61. A project creates value for one division but shifts substantial operating costs onto another. What should the manager bring to governance?
  62. A project dashboard shows all tasks green, yet the end-to-end service fails during integration. What is the best improvement?
  63. A project estimates a 25% chance of a $40,000 loss and a 10% chance of a $20,000 gain. Ignoring other effects, what is net expected monetary value?
  64. A project forecast uses last quarter's throughput, but half the team has changed and the next work is unfamiliar. What should the manager communicate?
  65. A project has a high-impact dependency on an external team's release. What should the manager establish?
  66. A project has EV of $120,000, AC of $150,000, and BAC of $400,000. If current cost efficiency continues, what is the approximate EAC?
  67. A project has EV of $180,000, AC of $200,000, and PV of $190,000. What are its cost and schedule variances?
  68. A project has PV of $90,000, EV of $81,000, and AC of $75,000. Which statement correctly describes its performance?
  69. A project has SPI = 1.10 and CPI = 0.85. Which two interpretations are supported? Select 2 answers.
  70. A project is on time and within budget, but the market need it served has substantially declined. What should the manager do?
  71. A project is terminated after its business case is invalidated. What closure work remains appropriate?
  72. A project manager notices that a team member's performance has declined after a new assignment. The cause is unknown. What is the most appropriate first step?
  73. A project meets its technical acceptance criteria, but the sponsor expected a measurable reduction in processing time. What should the manager address?
  74. A project plan includes a regulatory milestone and iterative feature releases. Which two practices best support integrated delivery? Select 2 answers.
  75. A project receives several conflicting requirement changes from different business units. What should guide their evaluation?
  76. A project requires a decision beyond the manager's delegated budget limit. The sponsor is unavailable, but the governance plan names an alternate authority. What should the manager do?
  77. A project team includes contractors and employees whose responsibilities overlap. Decisions are repeatedly reversed because each group assumes the other owns approval. What should be clarified?
  78. A project transfers a system to operations. Which two activities best demonstrate meaningful knowledge transfer? Select 2 answers.
  79. A project uses predictive governance for regulatory milestones and agile delivery for application features. How should the manager integrate planning?
  80. A project uses scarce specialists inefficiently because incomplete inputs repeatedly interrupt their work. What should the manager improve?
  81. A project vision is displayed prominently, but team members cannot explain how their work supports it. What should the manager do?
  82. A project's benefits will be measured six months after the team disbands. What should be established at transition?
  83. A proposed integration date depends on an external release whose owner has not committed. What should the manager do?
  84. A proposed story combines payment, shipping, and reporting changes that cannot fit one iteration. What is the best next step?
  85. A quality audit finds that teams follow an outdated procedure despite a current approved standard. What should be addressed?
  86. A regulated component passes a demonstration but lacks required traceable test records. What should the manager do?
  87. A regulated project must preserve formal decisions, while the team prefers rapid verbal discussion. What communication design is best?
  88. A regulated release must preserve evidence linking business requirements, design decisions, and acceptance tests. Which practice best supports this?
  89. A release contains many completed features, but none enables the customer's highest-value workflow end to end. What should the manager facilitate?
  90. A release meets local requirements but will also process records from another jurisdiction. What should the manager do?
  91. A retrospective identifies the same action repeatedly, but it is never implemented. What should the manager facilitate?
  92. A risk estimate depends heavily on a supplier's unverified claim about capacity. What should the manager do?
  93. A risk register contains many risks but no owners or response dates. What should the manager improve?
  94. A scarce test environment is required by two activities that were planned concurrently. What should the manager assess?
  95. A schedule links painting to plaster completion with a two-day drying period after plaster finishes. How is that waiting period best represented?
  96. A specialist is allocated at 120% across two projects. What should the manager do?
  97. A sponsor asks for an earlier release. Team members say the proposed workload is unsustainable and will increase defects. What should the manager do?
  98. A sponsor asks to overlap design and construction to shorten a critical path. What should the manager explain?
  99. A sponsor asks whether the project is healthy. Which two evidence types best complement schedule and cost indices? Select 2 answers.
  100. A sponsor assumes a pilot includes global rollout, while the approved scope covers one region. What should the manager do?
  101. A sponsor complains that reports are too detailed to identify required decisions. What is the best improvement?
  102. A sponsor revises the target customer segment, but team members continue using the original personas. What is the most useful leadership action?
  103. A sponsor wants to know whether an automated claims system delivers its promised savings after handover. What should be established during planning?
  104. A sponsor wants weekly detail, while a steering committee needs a monthly decision summary. What communication design is best?
  105. A staged rollout can deliver value early but requires extra transition effort. What should the manager compare?
  106. A stakeholder has little formal authority but manages the frontline workflow that will change. How should the manager engage them?
  107. A stakeholder opposes a change because a previous rollout caused severe operational disruption. What should the manager do first?
  108. A stakeholder's influence increases after a reorganization. What should the manager update?
  109. A status report reaches decision-makers after the decision deadline. What should the communication approach change?
  110. A steering committee asks for a green status despite unresolved acceptance conditions. What should the manager do?
  111. A steering committee asks whether to continue a project after a major supplier failure. What information best supports its decision?
  112. A steering committee receives positive status, while frontline users report severe disruption. What should the manager do?
  113. A supplier contract ends with a disputed final charge. What should the manager coordinate?
  114. A supplier-delivery risk has a defined trigger and funded contingency. The trigger occurs. What should the manager do?
  115. A supplier proposes a component that meets performance targets but lacks mandatory environmental certification. What should guide the decision?
  116. A supplier reports a likely delay. The contract includes remedies and notification requirements. What should the manager do before invoking a remedy?
  117. A supplier reports that a required component will be discontinued before support handover. What should the manager assess?
  118. A supplier's representative promises a capability beyond the signed agreement. The customer expects it at launch. What should the manager do?
  119. A support team reports that a release's new terminology confuses customers. What should the manager do?
  120. A task requires a licensed professional, but the assigned resource lacks the credential. What is the best response?
  121. A team adds an attractive feature without stakeholder prioritization because spare capacity appears available. What should the manager address?
  122. A team buys insurance for a project risk. What should the manager still evaluate?
  123. A team finds a way to reduce recurring deployment errors. What is the best continuous-improvement response?
  124. A team has an approved high-level plan, but detailed work six months away remains uncertain. What should the manager use?
  125. A team has completed low-priority work while the most important dependency remains unresolved. What should the manager facilitate?
  126. A team has detailed manuals but cannot find the relevant procedure during an outage. What knowledge-management improvement is most useful?
  127. A team identifies a possible import restriction that could delay equipment. A specialist is assigned to monitor legislation and activate an alternate sourcing plan if a trigger occurs. What does this illustrate?
  128. A team includes a specialist with a different cultural communication style. Some members mistake quiet reflection for disengagement. What should the manager do?
  129. A team interprets a requirement differently across modules. Which approach best supports consistent delivery?
  130. A team is experienced and reliable but waits for approval of minor decisions. Which leadership adjustment best supports delivery?
  131. A team measures output in story points, while stakeholders need evidence of faster claims processing. What should the manager add?
  132. A team member privately reports that a senior colleague takes credit for shared work. What should the manager do first?
  133. A team member with unique skills is unavailable for a planned activity. What should the manager evaluate first?
  134. A team prepares to archive project records containing personal and contractual data. What should guide the decision?
  135. A team repeatedly repairs the same defect after final inspection. Which improvement best addresses prevention?
  136. A team reports higher velocity after changing its estimation scale. What should the manager avoid concluding without more evidence?
  137. A team uses an AI assistant to draft migration scripts. What project control best addresses the risk of incorrect generated code?
  138. A team wants to accelerate a release by omitting its operating handover. What should the manager evaluate?
  139. A team's impediment requires another department to change a process beyond the team's authority. Which two actions are appropriate? Select 2 answers.
  140. A technically strong team member struggles to explain work to business users. What is the best development response?
  141. A vendor offers a lower price if the project removes acceptance testing. What should guide the response?
  142. A virtual team acknowledges messages but implements conflicting interpretations. What should the manager add?
  143. A WBS includes development and testing but omits a required migration deliverable. What should the manager do?
  144. Activity A lasts 4 days. B lasts 6 days after A. C lasts 3 days after A. D lasts 5 days after B and C. With unlimited resources, which action shortens the project by two days?
  145. Activity A takes 4 days. B takes 8 days after A. C takes 5 days after A. D takes 3 days after both B and C. With no resource constraints, what is the shortest project duration?
  146. All tasks are reported complete, but users cannot execute the core transaction across integrated components. What should status reporting emphasize?
  147. An activity has early start day 9 and late start day 12 under the same scheduling convention. What is its total float?
  148. An agile product forecast is based on eight Sprints of stable throughput, but an upcoming integration is new and uncertain. What should the manager communicate?
  149. An agile team is blocked by a slow internal environment approval process. What servant-leadership action should the project manager take?
  150. An agile team learns a useful integration technique. How should the manager support knowledge sharing?
  151. An agile team repeatedly compromises on architecture to end arguments, producing incompatible components. What should the manager facilitate?
  152. An agile team wants to release an increment that does not meet the agreed Definition of Done. What is the best response?
  153. An estimate contains uncertain task durations and several converging dependencies. Leadership needs a probability-based completion range. Which technique is most suitable?
  154. An experienced team member will leave in six weeks, and only that person knows the recovery procedure for a critical integration. What should the manager prioritize?
  155. An increment has passed tests, but releasing it now would disrupt a customer's annual processing window. What should the manager do?
  156. An issue owner reports repeated temporary fixes, but the same environment failure returns each week. What should the manager do?
  157. An organization plans to deploy an AI-enabled customer support system. Staff fear job changes and customers need a clear escalation path. What should accompany technical delivery?
  158. An organization plans to retire a manual service after an AI-assisted replacement launches. Which two transition measures are most relevant? Select 2 answers.
  159. An urgent security change is required during a deployment freeze. The organization has an emergency-change process. What should the manager use?
  160. Another project has a useful lesson about supplier onboarding. What should the manager do before adopting it?
  161. BAC is $500,000, EV is $300,000, and AC is $350,000. What TCPI is required to finish within BAC?
  162. BAC is $600,000, EV is $200,000, and AC is $250,000. Earlier overruns are isolated, and remaining work is expected to perform at the original budget rate. What is EAC?
  163. BAC is $600,000, EV is $200,000, and AC is $250,000. If current cost efficiency continues for the remaining work, what is EAC?
  164. Defects recur after each handoff even though final inspections catch them. Which action best addresses prevention?
  165. Different stakeholders use 'minimum viable product' to mean either a learning experiment or a complete market launch. Which two actions help most? Select 2 answers.
  166. During a supplier selection, a project manager learns that a close relative has a financial interest in one bidder. What is the most appropriate action?
  167. Leadership changes the strategic priority from rapid expansion to resilience. What should the project manager evaluate?
  168. Lessons from an earlier release are stored, but the next team repeats the same failure. What should the manager improve?
  169. Requirements are highly uncertain, and the buyer wants to pay for actual effort while actively managing the work. Which contract characteristic best fits this need?
  170. Requirements for a new product are uncertain, but a mandatory external interface is stable. What planning approach is most suitable?
  171. Resource leveling moves a noncritical activity and causes a new longest path. What should the manager update?
  172. Several impediments compete for limited management attention. What should guide prioritization?
  173. The operations team has the manuals but has not demonstrated recovery or support readiness. What is the best closure criterion?
  174. The team has delivered all approved features. Before formal closure, what should the manager verify?
  175. Two activities can run concurrently only if a second test rig is rented. What should support the decision?
  176. Two customer groups need different onboarding experiences. The contract does not establish which has priority. What should the manager facilitate?
  177. Two distributed teams agree on a project goal in meetings but interpret 'ready for release' differently. What should the manager facilitate?
  178. Two experts disagree about an implementation approach. Both have valid evidence, and a decision is needed this week. What should the manager do?
  179. Two specialists propose incompatible designs. Both satisfy minimum requirements, but their tradeoffs affect reliability and operating cost. What should the manager facilitate?
  180. Users were satisfied with the prototype but reject the deployed workflow because it adds approval steps. What should the manager investigate first?

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