PMI · Free Practice Questions · Last reviewed May 2026
24real exam-style questions organised by domain, each with the correct answer highlighted and a plain-English explanation of why it's right — and why the others are wrong.
42% of exam · 6 sample questions below
A project manager notices that two senior developers have conflicting work styles, causing delays. What is the best approach to resolve this?
Escalate to the functional manager for reassignment.
Ask the team to vote on which style to adopt.
Assign them to separate tasks to avoid interaction.
Facilitate a meeting to discuss and resolve differences.
Direct conflict resolution is a key PM skill.
A project team member is consistently late with deliverables, affecting the critical path. The project manager has had informal conversations, but performance hasn't improved. What should the project manager do next?
Initiate a formal performance improvement plan.
Initiating a formal performance improvement plan (PIP) is the most appropriate first step for a project manager addressing consistent underperformance. A PIP clearly documents the specific performance gap, establishes measurable expectations for improvement, defines a realistic timeline, and outlines the support available to the team member, as well as the potential consequences of continued non-compliance. This structured approach demonstrates professional leadership and provides a clear path for resolution, aligning with the PMP's emphasis on proactive team management and development.
Reassign the task to another team member.
Ask the team member's manager to intervene.
Remove the team member from the project.
During a sprint retrospective, the team expresses frustration about unclear requirements from the product owner. The project manager wants to improve the situation. Which action aligns with the Agile principle of self-organizing teams?
Define a new process for requirement clarification and enforce it.
Tell the team to adapt as best they can with the current requirements.
Facilitate a meeting between the team and product owner to co-create a solution.
This option exemplifies the Scrum Master's role as a servant leader and facilitator. By bringing together the development team and the Product Owner, it directly addresses the identified frustration through collaborative problem-solving, fostering shared understanding, and empowering both parties to co-create a sustainable solution that improves requirement clarity and team satisfaction.
Ask the product owner to provide more detailed user stories.
A new project manager is assigned to a project where the team is geographically distributed across three time zones. Which communication method is most effective for ensuring alignment?
Send a weekly status email to all team members.
Record video updates and share them asynchronously.
Use a group chat for all project communication.
Hold a daily video call at a time that rotates across time zones.
Daily synchronous video calls are highly effective for a new project manager to rapidly establish team cohesion, foster immediate alignment, and address emergent issues proactively. Rotating the meeting time across different time zones demonstrates inclusivity and fairness, ensuring all team members have equitable opportunities to participate actively, contribute to discussions, and feel valued, which is crucial for building a strong team foundation and shared understanding.
A project manager is leading a team with diverse cultural backgrounds. Some members are reluctant to speak up in meetings. What is the best strategy to promote inclusive participation?
Schedule one-on-one meetings with only the quiet members.
Ask the most senior team member to represent others.
Use anonymous polling tools to gather opinions before decisions.
Utilizing anonymous polling tools to gather opinions before critical decisions is a highly effective strategy for fostering inclusive participation in culturally diverse teams. This method provides a psychologically safe environment, enabling all team members, regardless of their cultural background, communication style, or hierarchical position, to share honest feedback and unique insights without fear of judgment or reprisal. It directly addresses potential barriers like language proficiency, introversion, or cultural norms that might otherwise inhibit verbal contributions in open forums, ensuring a broader range of perspectives informs the decision.
Implement a round-robin where everyone must speak.
A project manager is building a new team from scratch. To maximize team performance, which THREE actions should the project manager take during the forming stage?
Plan team-building activities to build relationships.
Team-building fosters trust and cohesion.
Empower the team to make all project decisions.
Encourage open conflict to surface issues.
Define individual roles and responsibilities.
Clarity reduces confusion.
Establish clear team norms and ground rules.
Setting norms early guides behavior.
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Practice this domain50% of exam · 6 sample questions below
During a project's execution phase, a key stakeholder requests a change that would add a new feature. The project manager estimates the impact: 2 additional weeks to schedule and $15,000 to budget. The project currently has 0 schedule reserve and $5,000 contingency reserve. What should the project manager do first?
Approve the change using contingency reserve and inform the stakeholder
Implement the change immediately since the stakeholder is key
Reject the change because there is insufficient reserve
Document the change request and conduct a formal impact analysis
This is the correct first step in managing any stakeholder-initiated change request within a formal project environment. Documenting the request ensures it is formally captured and tracked, while conducting a comprehensive impact analysis assesses its potential effects on scope, schedule, cost, quality, resources, and risks. This systematic approach provides the Change Control Board (CCB) with the necessary information to make an informed decision regarding approval or rejection, adhering to the Integrated Change Control process.
A project manager is leading a software development project using agile methodology. The team has completed 3 sprints, but the product owner is dissatisfied because the delivered features do not meet the expected business value. The team claims they followed the prioritized backlog. What should the project manager do?
Facilitate a retrospective with the product owner and team to review the definition of done and acceptance criteria
Facilitating a retrospective is a crucial agile practice for continuous improvement, enabling the project team and product owner to collaboratively inspect and adapt their processes. By specifically reviewing the Definition of Done and acceptance criteria, they can identify any discrepancies between what is being delivered and what truly represents business value, ensuring future work aligns precisely with stakeholder expectations and project goals. This collaborative approach fosters shared understanding and commitment to delivering the right product.
Create a detailed report showing the team's velocity and completed stories
Replace the product owner with someone who has better domain knowledge
Ask the team to add more features to the next sprint to increase value
A project manager is developing the project schedule. After defining activities and sequencing them, what is the next step in the schedule development process?
Estimate activity resources
Estimating activity resources is the correct next step after sequencing activities within the project schedule. This process involves identifying the types and quantities of resources (e.g., people, equipment, materials) required for each activity. Knowing the available resources and their characteristics is a fundamental prerequisite for accurately determining how long each activity will take, making it a logical progression in the Project Schedule Management knowledge area.
Estimate activity durations
Estimate costs
Develop the schedule baseline
A project has a critical path of 120 days with a standard deviation of 5 days. The project sponsor wants to know the probability of completing the project within 130 days. Using the normal distribution, what is the approximate probability?
97.5%
This option correctly represents the cumulative probability of completing the project at or before a duration that is two standard deviations above the mean. In a standard normal distribution, approximately 95% of data falls within ±2 standard deviations from the mean. This leaves 2.5% of outcomes in the lower tail (below -2 SD) and 2.5% in the upper tail (above +2 SD). Therefore, the probability of completing at or below +2 standard deviations is 100% minus the upper 2.5% tail, resulting in 97.5%.
95%
84%
68%
A project manager is using earned value management. At month 6 of a 12-month project, the EV is $50,000, PV is $60,000, and AC is $55,000. What is the cost performance index (CPI)?
0.83
1.20
0.91
This value correctly represents the Cost Performance Index (CPI), which is calculated as Earned Value (EV) divided by Actual Cost (AC). With EV of 50,000 and AC of 55,000, the CPI is 50,000 / 55,000 ≈ 0.91. A CPI of 0.91 indicates that for every dollar actually spent, only $0.91 worth of work has been earned, signifying that the project is currently over budget and operating inefficiently.
1.10
A project team is implementing a new software feature. During testing, a critical defect is found that could delay the release. The project manager needs to determine the root cause. Which tool or technique should be used?
Scatter diagram
Control chart
Delphi technique
Cause-and-effect diagram
A cause-and-effect diagram, also known as an Ishikawa or fishbone diagram, is a visual tool used for systematically exploring all potential factors that could contribute to a specific problem or defect. It categorizes potential causes into major branches (e.g., Man, Machine, Material, Method, Measurement, Environment) to facilitate a comprehensive root cause analysis. This structured approach helps teams identify and investigate the underlying reasons for an issue, making it ideal for defect analysis and problem-solving.
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Practice this domain4% of exam · 6 sample questions below
A company is implementing a new customer relationship management (CRM) system. The project manager wants to ensure that the project delivers value aligned with the organization's strategic goals. Which document should the project manager reference to confirm the alignment?
Project management plan
Scope statement
Business case
The business case is the foundational document that provides the necessary information from a business standpoint to determine if a project is worth the required investment. It comprehensively outlines the strategic objectives, the problem or opportunity being addressed, a detailed financial analysis, and the overall justification for the project. Crucially, it demonstrates how the project aligns with and contributes to the organization's strategic goals and objectives, making it the primary tool for strategic justification.
Project charter
A project manager is leading a digital transformation initiative. Midway through the project, a new regulation is introduced that affects the product's compliance requirements. The project sponsor is concerned about potential scope creep and delays. What should the project manager do first?
Escalate the issue to the project sponsor for direction
Update the risk register with the new regulation as a threat
Submit a change request to modify the project scope
Conduct an impact analysis of the regulation on the project
Conducting an impact analysis of the new regulation on the project is the most appropriate and foundational first step. This involves systematically evaluating how the regulation might affect the project's scope, schedule, budget, resources, quality requirements, and existing risks. This comprehensive understanding provides the necessary data to make informed decisions, develop appropriate response strategies, and then proceed with subsequent actions like updating registers, submitting change requests, or escalating with well-defined recommendations.
A project manager is reviewing lessons learned from a completed project. The project delivered on time and on budget but did not achieve the expected market share increase. Which document would most likely explain this discrepancy?
Benefits realization plan
The Benefits Realization Plan is a crucial document that outlines how and when the project's intended benefits will be measured, monitored, and sustained after project completion. It defines the metrics, timing, and responsibilities for achieving these benefits, making it the primary tool for evaluating the actual achievement of value against initial expectations during a lessons learned review.
Work breakdown structure
Project charter
Risk register
An organization is transitioning from a traditional waterfall approach to agile. The project manager is tasked with leading a pilot agile project. During sprint planning, the product owner prioritizes features based on stakeholder feedback. However, the team is concerned that the prioritized features do not align with the organization's strategic goals. What should the project manager do?
Request a change to the project charter
Facilitate a meeting with the product owner and key stakeholders to realign priorities
This is the most effective approach because it directly addresses the perceived misalignment by engaging the primary decision-maker (Product Owner) and those affected by the strategic goals (key stakeholders). Facilitating a collaborative discussion allows for transparent review of the backlog against strategic objectives, fostering shared understanding and enabling informed adjustments to prioritization. This ensures the team's efforts are focused on delivering maximum value aligned with organizational strategy.
Tell the team to trust the product owner's decisions
Escalate the issue to the project sponsor
Which TWO of the following are typically included in a business case? (Choose two.)
Risk register
Cost-benefit analysis
Cost-benefit analysis is a key component of a business case.
Alignment to strategic objectives
Strategic alignment is a core part of the business case.
Detailed project schedule
Communication plan
Which THREE of the following are key considerations when evaluating the strategic value of a proposed project during portfolio selection? (Choose three.)
Strategic alignment
Strategic alignment is a paramount criterion for project selection, ensuring that the proposed project directly contributes to the organization's overarching strategic goals, vision, and mission. Projects lacking clear alignment with strategic imperatives are unlikely to receive funding or executive sponsorship, as they would divert valuable resources from core business priorities. This evaluation ensures the project's outputs and outcomes will advance the organization towards its desired future state.
Return on investment (ROI)
Return on Investment (ROI) is a critical financial metric used to evaluate the economic efficiency and financial value of a potential project during the selection process. It quantifies the expected financial benefit or loss relative to the project's total cost, often expressed as a percentage. A positive and sufficiently high ROI indicates that the project is projected to generate more financial value than its expenditure, making it an attractive proposition for investment.
Organizational culture
Resource availability
Risk exposure
Risk exposure involves comprehensively identifying, analyzing, and evaluating the potential threats and opportunities associated with undertaking a project. High-risk projects, especially those with significant potential negative impacts or a low probability of success, may be deemed too speculative or costly to pursue, even if they offer high potential returns. Understanding the overall risk profile is essential for making informed project selection decisions, balancing potential rewards against the likelihood and impact of adverse events.
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Practice this domain4% of exam · 6 sample questions below
A project manager is leading a software development project. The sponsor insists on using a waterfall approach, but the team has experience with agile and believes it would be more effective. What should the project manager do first?
Facilitate a meeting with the sponsor and team to discuss trade-offs.
This is the most appropriate action as it demonstrates the project manager's role in proactive stakeholder engagement and collaborative problem-solving. By facilitating a meeting, the project manager brings together key parties to openly discuss the implications of different approaches, such as agile versus waterfall, and their respective trade-offs regarding scope, schedule, cost, and quality. This approach ensures that the final decision aligns with organizational objectives while leveraging the team's expertise and capabilities.
Adopt agile without informing the sponsor.
Follow the sponsor's directive and use waterfall.
Escalate to the PMO to resolve the conflict.
During project execution, a key stakeholder requests a feature that is not in the scope. The project manager analyzes the request and determines it would add significant business value but also increase risk. What should the project manager do?
Reject the request to avoid scope creep.
Accept the request and manage the risk with a contingency plan.
Initiate a change request and present the trade-offs to the change control board.
Following the change management process ensures alignment with project goals.
Ignore the request because it is out of scope.
A project manager is developing the business case for a new product. Which of the following is the primary purpose of the business case?
To define how the project will be executed, monitored, and controlled.
To provide justification for undertaking the project based on expected business value.
This statement is correct. The business case is a critical pre-project document that provides the necessary information to determine if a proposed project is strategically aligned and financially viable. It articulates the problem or opportunity, analyzes various options, and presents a detailed justification for undertaking the project based on its expected business value, return on investment, and contribution to organizational objectives. This document is fundamental for decision-makers to authorize the project.
To outline how the project's benefits will be delivered and measured.
To authorize the project manager to use organizational resources.
A project manager is leading a project that is aligned with the organization's strategic goal to increase market share. However, during execution, a competitor releases a similar product, reducing the expected benefits. What should the project manager do?
Immediately stop the project to avoid further losses.
Continue the project as planned because the strategic goal has not changed.
Update the business case and present the revised benefits to the steering committee for a go/no-go decision.
Updating the business case is the most appropriate action because it provides a formal mechanism to re-evaluate the project's financial viability and strategic alignment in light of new information. Presenting these revised benefits to the steering committee, which holds the ultimate authority for project governance, enables an informed go/no-go decision based on current data and organizational priorities. This ensures accountability and optimizes resource utilization.
Add more features to differentiate the product from the competitor's.
A project manager is defining the benefits management plan. Which TWO of the following are key components of a benefits management plan?
Metrics for measuring benefits and the timing of measurement.
The Benefits Management Plan explicitly defines the quantitative and qualitative metrics that will be used to assess the successful realization of the project's intended benefits. This includes specifying the baseline values, target values, and the precise methods for data collection and analysis. Furthermore, it details the timing and frequency of these measurements, ensuring a structured approach to tracking benefit achievement throughout and often beyond the project lifecycle.
Work breakdown structure (WBS) for benefit delivery.
Target benefits and their alignment with organizational strategy.
A core element of the Benefits Management Plan is the clear articulation of the specific target benefits the project is designed to achieve, such as increased revenue, reduced costs, or improved customer satisfaction. This section also meticulously details how these identified benefits directly align with and contribute to the organization's overarching strategic goals and objectives. This strategic linkage ensures that the project's outcomes are not just delivered, but also contribute measurable value to the enterprise.
Business case assumptions and constraints.
Project charter approval signatures.
You are the project manager for a large infrastructure project funded by a government grant that requires the project to deliver specific social benefits within three years. The project is currently in its second year, and a recent audit reveals that the project is on track to exceed its budget by 20% due to unexpected material cost increases. The grant terms stipulate that any cost overrun must be absorbed by the organization, not the grant. Additionally, the project benefits are measured based on the number of beneficiaries served, which is currently 70% of the target. The project sponsor is concerned that cutting costs may reduce the number of beneficiaries and jeopardize the grant conditions. The project team has identified two options: (1) reduce the scope of the project to stay within budget, which would lower the beneficiary count to 60% of target; or (2) request additional funding from the organization, but the CFO is reluctant because the project's return on investment is already marginal. What should the project manager do?
Conduct a benefits analysis to determine the minimum viable beneficiary count and then propose a revised plan that optimizes cost and benefits.
As a project manager, the primary responsibility is to analyze problems and propose solutions. Conducting a benefits analysis to determine the minimum viable beneficiary count directly addresses the grant constraint while seeking to optimize the project's value proposition. This proactive approach allows for a data-driven revised plan that balances cost efficiency with achieving the core objectives and stakeholder expectations, avoiding premature escalation or unilateral decisions.
Escalate the issue to the steering committee for a decision.
Implement option 1 to control costs and then inform the sponsor of the reduced benefits.
Request additional funding from the CFO, emphasizing the risk of non-compliance.
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Practice this domainThe PMP exam has 180 questions and must be completed in 230 minutes. PMI rates performance as Proficient, Needs Improvement, or Below Proficient — not a numerical score out of 1000. A passing result requires Proficient in most domain areas.
Scenario-based project questions covering stakeholders, risk, scope, schedule, agile, hybrid, and predictive delivery concepts.
The exam covers 4 domains: People — Leading Projects, Process — Managing Technical Aspects, Business Environment — Strategy and Value, Business Environment: strategy and project benefits. Questions are weighted by domain — higher-weight domains appear more on your actual exam.
No. These are original exam-style practice questions written against the official PMI PMP exam objectives. They are not copied from the real exam. Courseiva focuses on genuine understanding, not memorisation of braindumps.
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