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.
45 questions found · page 2 of 2
A Scrum Master notices that during the past four sprints, team members have been working significant overtime to complete their sprint commitments. While they are meeting their sprint goals, team morale surveys indicate increasing stress and work-life balance concerns. Three team members have recently mentioned feeling burned out. The Product Owner is pleased with the team's output and wants to maintain the current pace. When the Scrum Master raises concerns, the Product Owner argues that the team voluntarily commits to the work during sprint planning. How should the Scrum Master address this situation?
June 6, 2026
A cross-functional agile team is preparing for their next sprint. During sprint planning, the QA specialist expresses concern that the team has been committing to user stories without adequately considering testing effort. She feels that her input is often sought too late in the process, after developers have already estimated and committed to stories. This has resulted in quality issues and testing becoming a bottleneck in the last two sprints. The team wants to improve but is unsure how to better integrate QA perspective earlier. What should the team do?
June 6, 2026
During a sprint retrospective, a senior developer consistently dominates the conversation, speaking for 80% of the meeting time. Several junior team members have stopped participating and appear disengaged. The Scrum Master notices this pattern has occurred in the last three retrospectives. The team's velocity has been declining, and post-retrospective surveys show decreased satisfaction among junior members. What should the Scrum Master do to address this situation?
June 6, 2026
An agile team of eight members has been working together for three months. The Product Owner notices that two developers, who are both highly skilled but have different technical philosophies, frequently disagree during daily standups and refinement sessions. These disagreements sometimes delay decisions and create tension. Other team members have started avoiding technical discussions when both developers are present. Yesterday, a refinement session ended early because the disagreement escalated into a heated argument. What is the most appropriate action for addressing this conflict?
June 6, 2026
An agile team has two new members who joined three weeks ago. The existing team members have been working together for over a year and have well-established working relationships and informal communication patterns. The new members are competent but seem hesitant to speak up in team meetings. During the last sprint review, neither new member presented any of their completed work, even though they contributed significantly to the increment. One existing team member mentioned that the new developers 'just need more time to adjust.' What should the team lead do to better integrate the new members?
June 6, 2026
During a sprint retrospective, your agile team identifies that knowledge silos have formed around specific technical components. Only one person understands the payment integration module, and only another person understands the reporting engine. This has caused delays when those individuals are unavailable and has created bottlenecks during code reviews. The team agrees this is a problem but is unsure how to address it given their current sprint commitments and competing priorities. What should you recommend as the most effective solution?
June 5, 2026
Your distributed agile team spans three time zones across North America, Europe, and Asia. Team members have complained that the current sprint ceremonies (planning, review, retrospective, and daily stand-ups) don't work well for everyone. Some team members attend meetings very early in their morning or late at night, leading to reduced participation and energy. The team has delivered successfully for two sprints, but engagement is declining. What approach would best support the team's continued collaboration and performance?
June 5, 2026
You are coaching a product owner who is new to agile approaches. She has been attending all daily stand-ups and frequently interrupts team members to ask detailed questions about their work, provide suggestions, and redirect their efforts based on new information she receives from stakeholders. Team members have started arriving late to stand-ups, and the meetings now regularly run 30 minutes instead of the intended 15 minutes. The development team has privately expressed frustration to you about the product owner's behavior. What is the best way to address this situation?
June 5, 2026
Your agile team has been working together for three months and has established a good rhythm. During sprint planning, two developers disagree about the technical approach for a critical user story. The disagreement becomes heated, with each developer defending their position strongly. The rest of the team appears uncomfortable, and the planning session has stalled for 20 minutes. Both proposed approaches are technically viable but represent different trade-offs between speed and maintainability. How should you facilitate resolution?
June 5, 2026
You are leading an agile project with a newly formed team. During the first two sprints, you notice that one team member, Sarah, consistently remains quiet during daily stand-ups and retrospectives. When she does speak, her contributions are valuable, but she appears uncomfortable in group settings. Other team members have started making decisions without her input. The team's velocity is acceptable, but you sense Sarah's potential is not being fully utilized. What should you do first to address this situation?
June 5, 2026
An agile development team is creating a supply chain optimization platform for a logistics company. During a sprint retrospective, team members express concern that they're building features based on assumptions rather than validated customer needs. The product owner has been setting priorities based on executive requests rather than direct customer feedback. The company has 50 potential enterprise customers who have expressed interest but haven't been involved in the development process. What should the project manager recommend?
May 31, 2026
A cross-functional agile team is developing an e-commerce platform for a manufacturing company expanding into direct-to-consumer sales. The finance department has requested detailed project cost tracking and variance reporting similar to traditional project management approaches. The team uses story points for estimation and has been delivering consistent velocity across sprints. The CFO is concerned about the lack of detailed budget forecasts and burn rate metrics. How should the project manager address this concern?
May 31, 2026
An agile team is developing a customer relationship management system for a retail company. During the sprint review, the marketing director expresses frustration that the team hasn't incorporated artificial intelligence features that competitors recently launched. The product owner explains that AI capabilities were not in the original product vision and would require significant technical investment. The marketing director insists this is now a competitive necessity and questions the team's market awareness. What is the most appropriate response?
May 31, 2026
A software development team is working in two-week sprints for a healthcare technology startup. The company has just secured Series B funding, and the CEO announces a strategic pivot to focus on telehealth services instead of the current electronic health records product. The team has completed 60% of the EHR product, and three sprints remain in the current release. Customers have been promised the EHR features in six weeks. How should the project manager navigate this strategic change?
May 31, 2026
Your agile team is developing a mobile banking application for a financial services company. During sprint planning, the compliance officer informs the team that new regulatory requirements will be enforced in three months, requiring additional security features. The product owner wants to continue with the current roadmap focused on customer-requested features. The new regulations will affect 30% of the planned functionality. What should the project manager do first?
May 31, 2026
Your development team has been consistently achieving their sprint goals for the past four sprints with a stable velocity of 30 story points. In sprint planning for the next iteration, the team commits to 30 points of work. However, by mid-sprint during the daily standup, it becomes clear that three critical stories are blocked due to an unexpected production outage requiring immediate team attention. The team estimates they can only complete 18 points this sprint. What should the scrum master do?
May 29, 2026
Your scrum team is working on a healthcare application where regulatory compliance is critical. During the sprint, a team member discovers that a completed story from the previous sprint doesn't meet new HIPAA requirements that were recently clarified by the compliance department. The feature is already in the staging environment and was demonstrated to stakeholders. The Definition of Done includes 'meets all regulatory requirements,' but this specific requirement wasn't known during development. What should the scrum master facilitate?
May 29, 2026
During a sprint review, stakeholders see the completed user stories but express disappointment that the features don't match their expectations. The team followed the acceptance criteria precisely, and all stories meet the Definition of Done. The product owner approved the stories during backlog refinement two weeks ago. Stakeholders now request significant changes that would require reworking most of the sprint's output. What is the most appropriate next step?
May 29, 2026
You are facilitating sprint planning for a new feature that involves complex data migration. The development team estimates the work at 34 story points, but the sprint capacity is only 28 story points based on historical velocity. One developer suggests reducing quality checks to fit everything into the sprint, while another proposes splitting the migration into smaller, independently deliverable chunks. The product owner is concerned about delaying the feature launch. How should you proceed with sprint planning?
May 29, 2026
Your agile team has completed three sprints of a mobile application development project. During the retrospective, team members report that they consistently struggle to complete stories because dependencies on a third-party API team cause delays. The API team works in a different department and follows a waterfall approach with monthly release cycles. Several stories have been carried over to subsequent sprints, affecting the team's velocity. What should the product owner do to address this impediment?
May 29, 2026