Practice Questions
PMP Practice Questions
Scenario-based questions aligned with the 2026 PMP Exam Content Outline. All questions reviewed by a certified PMP before publishing.
220 questions found · page 1 of 9
You are facilitating a sprint retrospective for a team that has just completed a challenging sprint where they missed their sprint goal. During the retrospective, two team members begin blaming each other for technical decisions that led to delays. Other team members become defensive, and the conversation is deteriorating into personal criticism rather than focusing on process improvement. The team has worked well together in the past, but the pressure of the missed goal is creating tension. As the facilitator, what should you do?
September 29, 2026
Your Kanban team has been tracking their flow metrics, and you notice the average cycle time has increased from 4 days to 7 days over the past month. The team's WIP limits haven't changed, and the work item types are consistent with previous months. During a team discussion, you discover that items are spending significantly more time in the 'Code Review' column, often waiting 2-3 days before being reviewed. Team members mention they're focused on completing their own work before reviewing others' contributions. What should the team do to address this issue?
September 29, 2026
Your agile team is three sprints into developing a mobile application. During the latest sprint review, stakeholders provide feedback that the user interface doesn't match their expectations, even though the implemented features match the acceptance criteria in the user stories. The Product Owner explains they wrote the acceptance criteria based on their understanding but didn't include UI specifications. The team is frustrated because they'll need to rework completed features. How should this situation be addressed going forward?
September 29, 2026
During sprint planning, your development team is struggling to break down a large user story estimated at 21 story points. The Product Owner insists this story must be completed in the upcoming two-week sprint because it's critical for an upcoming trade show demonstration. The team expresses concern that they typically complete 25-30 story points per sprint, but this single story would consume most of their capacity and carries significant technical risk. The story cannot be demonstrated partially. What is the best approach?
September 29, 2026
Your Scrum team has completed their third sprint, and the Product Owner notices that the team's velocity has been inconsistent: 21 story points in Sprint 1, 15 in Sprint 2, and 18 in Sprint 3. The Product Owner is concerned about meeting the release deadline and asks you, as the Scrum Master, to commit to a specific velocity for the remaining sprints so stakeholders can plan accordingly. The team is still learning to work together and refining their estimation practices. What should you do?
September 29, 2026
You are coaching a newly formed agile team that includes three junior developers and two senior developers. During the first two sprints, you notice the senior developers are completing most of the complex stories while junior developers are assigned only simple tasks. The senior developers say they are trying to help the team meet commitments, but the junior developers express frustration in private that they are not learning new skills. Sprint goals are being met, but you are concerned about long-term team capability and sustainability. What is the best approach?
September 29, 2026
Your agile team has two developers who consistently clash during daily standups and sprint planning. One developer prefers thoroughly discussing technical approaches before committing to work, while the other prefers to start coding quickly and iterate. Their disagreements are starting to affect team dynamics, with other team members avoiding engaging in technical discussions. Both developers are highly skilled and their work quality is excellent. Yesterday, their disagreement during refinement caused the session to run 30 minutes over time. What should you do?
September 29, 2026
During a sprint review, a key stakeholder becomes visibly upset when seeing the increment, stating that the features demonstrated are not what they expected, even though the stories were approved during sprint planning. The product owner defends the work, saying the team delivered exactly what was written in the user stories. The stakeholder insists the team must redo the work. Team morale drops immediately as they feel their hard work is being dismissed. How should you address this conflict?
September 29, 2026
Your agile development team includes members from four different countries across three time zones. During sprint planning, you notice that team members in the Asia-Pacific region rarely speak up, while team members in North America dominate the conversation. The sprint retrospectives show similar patterns. The team's velocity has been declining over the past two sprints, and some stories are being carried over because requirements were misunderstood. What is the most effective action to improve team collaboration?
September 29, 2026
You are leading an agile project team that has been working together for three sprints. During the latest retrospective, several team members express frustration that decisions are often delayed because they feel they need to wait for your approval on minor implementation details. The team has strong technical skills and has consistently met their sprint commitments. Team velocity is stable, but you notice team members seem hesitant to self-organize. What should you do to address this situation?
September 29, 2026
A financial technology startup is using Kanban to manage development of their investment portfolio management application. The company's venture capital investors have indicated they expect to see significant user growth metrics within the next quarter to justify the next funding round. The product manager proposes prioritizing several features aimed at user acquisition and viral growth, even though current users have been requesting enhanced portfolio analytics and reporting capabilities. The development team notes that the growth features are technically simpler to implement than the analytics features. How should the team prioritize their work?
September 21, 2026
An agile team is developing a healthcare appointment scheduling system for a mid-sized hospital network. During a sprint retrospective, the team discovers that a recent industry merger between two major healthcare providers has created a new dominant competitor with significantly more resources and market reach. The hospital's chief strategy officer is concerned about the organization's ability to compete and is questioning continued investment in the custom solution versus purchasing an enterprise system from the merged competitor. The product is 40% complete with positive user feedback from pilot groups. What should the project manager recommend?
September 21, 2026
A product development team is using Scrum to build an e-commerce platform. After six sprints, the organization's executive leadership announces a strategic pivot toward sustainability and carbon neutrality, requiring all products to demonstrate measurable environmental impact reduction. The product owner realizes that the current architecture and cloud infrastructure choices do not align with these new organizational values. The team has invested significantly in the current technical direction and changing course would require refactoring. What is the most appropriate action for the product owner?
September 21, 2026
An agile project team is working on a SaaS platform for a financial services company operating in multiple countries. During sprint review, the compliance officer raises concerns that new data privacy regulations in the European Union will take effect in two months, potentially impacting the product's data handling capabilities. The team's current velocity suggests they can complete the planned features for this release, but incorporating compliance requirements would extend the timeline by at least three sprints. Senior management is pressuring for an on-time release to capture market share. How should the project team proceed?
September 21, 2026
Your agile team is developing a mobile banking application when a competitor releases a similar product with advanced biometric features. The product owner is concerned that your current roadmap does not include comparable security features. Customer feedback surveys indicate growing demand for enhanced authentication methods. The team has completed three sprints of the current release, and the security features would require significant development effort. What should the product owner do to address this competitive threat?
September 21, 2026
Your agile project team has been using two-week sprints successfully for six months. A new regulatory requirement has been introduced that mandates monthly compliance reports with detailed documentation of all work completed. The compliance officer suggests moving to four-week sprints to align with the reporting cycle, arguing it will reduce administrative overhead. The team is concerned this will reduce their ability to adapt quickly to changing market conditions. How should you address this situation?
September 21, 2026
During a sprint, your development team discovers that implementing a user story as currently defined would require significant technical debt due to integration with a legacy system. The story is high priority for the product owner and represents 8 story points of the 40-point sprint commitment. Refactoring to avoid technical debt would increase the effort to 13 story points. The team is currently on day 3 of a 10-day sprint. What should happen next?
September 21, 2026
Your agile team is developing a customer portal and has received feedback from the product owner that the last three increments did not meet customer expectations, despite meeting acceptance criteria. The team followed all documented requirements and the product owner approved each user story before development. Customers are frustrated that features don't solve their actual problems. What should the team do to prevent this in future sprints?
September 21, 2026
You are managing an agile software development project with a distributed team across three time zones. During sprint planning, the team commits to 45 story points, which is significantly higher than their historical average of 32 story points per sprint. When you question this, the team explains they want to impress the new executive sponsor who will attend the sprint review. The product owner supports the ambitious commitment. What is the BEST action to take?
September 21, 2026
Your agile team has completed three sprints on a mobile application project. During the sprint retrospective, several team members mention that the Definition of Done (DoD) has become unclear, as some user stories are being marked complete without proper testing documentation. The product owner suggests loosening the DoD to improve velocity metrics. Team members are divided on this approach. What should you do as the Scrum Master?
September 21, 2026
You are leading an agile project to develop a web portal. During the sixth sprint, a major competitor launches a similar product with features that make your planned functionality less competitive. The Product Owner wants to immediately pivot and add new differentiating features, which would require abandoning nearly half of the current sprint backlog. The development team is concerned about the disruption and waste of partially completed work. There are four days remaining in the ten-day sprint. What is the best course of action?
September 9, 2026
Your agile team is working on a financial services application with strict regulatory compliance requirements. The compliance officer insists on reviewing and approving all completed work before it can be released, which takes 3-5 days. This has created a bottleneck, causing completed stories to pile up and not be truly 'done' by sprint end. Team morale is declining because their sprint goals are technically met, but nothing is actually reaching production. How should you address this situation?
September 9, 2026
During sprint planning for a software development project, your team is estimating user stories for the upcoming two-week sprint. One critical story that the Product Owner wants included has significant technical uncertainty. Three developers provide estimates ranging from 3 to 13 story points, indicating vastly different understandings of the work involved. The team has already committed to 32 story points of well-understood stories, and their average velocity is 40 story points. What should the team do with this uncertain story?
September 9, 2026
You are managing an agile project for developing a customer relationship management (CRM) system. After four iterations, the team has consistently delivered all committed story points, but customer feedback indicates that the features delivered are not addressing their most critical pain points. The Product Owner has been creating user stories based on what they think customers need rather than direct customer input. Velocity is stable, but customer satisfaction is declining. What is the most appropriate action to take?
September 9, 2026
Your agile team has completed three sprints of a mobile app development project. During the retrospective, several team members mention that the Definition of Done (DoD) is unclear, leading to inconsistent quality across user stories. Some developers consider a story done after coding, while others include unit testing and code review. The Product Owner is frustrated that stories marked 'done' often require rework in subsequent sprints. What should the Scrum Master do first to address this issue?
September 9, 2026