PMI PMP - Project Management Professional (2026) - PMP Exam Practice Test
Question 1
During the first sprint review, the project sponsor requests an update to the product backlog. The team realizes that this may cause short-term resource constraints, but no additional budget is available.
What should the project team do?
What should the project team do?
Correct Answer: D
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Question 2
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific
"champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
How should the project manager handle the IT department's resource constraints while at the same time maintaining project momentum?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific
"champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
How should the project manager handle the IT department's resource constraints while at the same time maintaining project momentum?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)
Correct Answer: C
Explanation: Only visible for Actualtests4sure members. You can sign-up / login (it's free).
Question 3
A project manager is leading a global project involving third-party contractors, internal stakeholders, and regulators. During a project board meeting, stakeholders are informed of a regional compliance issue that could delay a critical milestone. One stakeholder demands immediate resolution, while another stakeholder thinks it is not a priority.
What should the project manager do?
What should the project manager do?
Correct Answer: A
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Question 4
A project manager is leading a construction project for a retail store. The project manager is using a Gantt chart to present the workflow. One part of the project includes custom software development to manage the store ' s lighting system, which uses solar energy.
How should the project manager accommodate software development in the project?
How should the project manager accommodate software development in the project?
Correct Answer: C
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Question 5
Due to competing priorities in a project, team members have been working overtime. However, the deadline is still being delayed because of the amount of work required. The business owner begins questioning the project health and asks for reports on milestones on a weekly basis.
What should the project manager do?
What should the project manager do?
Correct Answer: B
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Question 6
A project manager is assigned to lead a project team with two subteams located in different locations. From reviewing the lessons learned repository, the project manager learned that similar past projects experienced delays in handling change requests, as the project documents from each team did not match each other.
What should the project manager do to deal with the possible issue?
What should the project manager do to deal with the possible issue?
Correct Answer: B
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Question 7
Asmall, fast-growing engineering consultancy recently completed a high-profile infrastructure project. With high staff turnover and frequent new hires, the project manager wants to ensure that critical knowledge gained from projects is available for future projects.
What should the project manager do?
What should the project manager do?
Correct Answer: D
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Question 8
The product owner spends 20% of their time on a project. The product owner complains to the project manager that team members are asking questions via emails and refusing to provide effort estimates until all of their questions are clarified. This is delaying the final work estimate.
What should the project manager do?
What should the project manager do?
Correct Answer: A
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Question 9
The project manager is preparing for the kickoff meeting of a project that follows a 'plan the work and work the plan' style. Upon studying the project charter, the project manager realizes that the project objectives will have to undergo frequent changes throughout the project.
What should the project manager to do?
What should the project manager to do?
Correct Answer: D
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Question 10
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific
"champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
How should the project manager address the administrative staff's data security concerns related to project scope implementation?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific
"champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
How should the project manager address the administrative staff's data security concerns related to project scope implementation?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)
Correct Answer: D
Explanation: Only visible for Actualtests4sure members. You can sign-up / login (it's free).
Question 11
Amigration deployment is scheduled in 2 weeks, and a stakeholder is requesting a code change. The code change requires two developers, and testing the code will require two quality engineers. Further, the change will push the planned deployment date back by 1 week and delay the start of the next migration.
What action should the project manager take?
What action should the project manager take?
Correct Answer: B
Explanation: Only visible for Actualtests4sure members. You can sign-up / login (it's free).
Question 12
A project manager is leading a hybrid manufacturing project. The company is in crisis mode, and the project sponsor has high expectations for the project team, expecting them to deliver the project outcome even if they must struggle to do it. However, the project team is demotivated about the company ' s situation and are not performing as expected.
What should the project manager do?
What should the project manager do?
Correct Answer: B
Explanation: Only visible for Actualtests4sure members. You can sign-up / login (it's free).
Question 13
A project manager is leading an ongoing project for a highly reputable international client. A few hours before the final review meeting, during which the client is expected to accept the project and authorize a substantial payment, the project manager's company suffers a cyberattack. The client is very strict and maintains that any missed deadlines will result in a considerable penalty.
What should the project manager do?
What should the project manager do?
Correct Answer: D
Explanation: Only visible for Actualtests4sure members. You can sign-up / login (it's free).
Question 14
A project manager is leading a team using agile practices. During a sprint, a stakeholder approaches a team member with a request for a minor functional change.
What should the team member do?
What should the team member do?
Correct Answer: C
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