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.
65 questions found · page 1 of 3
Your agile team has been consistently meeting sprint commitments, but during a recent retrospective, team members admitted they have been padding estimates significantly to ensure they never miss a commitment. The team's capacity allows them to complete stories early, but they wait until late in the sprint to pull in additional work to avoid looking like they overcommitted. The product owner is frustrated because the team could be delivering more value. What should you do to address this behavior?
August 13, 2026
During a sprint review, your product owner presents a new feature idea that excites stakeholders, and they immediately begin discussing implementation details. Three team members become animated and start volunteering to work on it, while two others remain silent and look uncomfortable. After the meeting, one of the quiet team members tells you privately that they feel their opinions are never heard because the more vocal members always dominate discussions. How should you address this to promote inclusive team participation?
August 13, 2026
Your agile team consists of members distributed across three time zones with only a two-hour overlap in working hours. Team members have reported feeling disconnected and unaware of what others are working on. The daily standup has become a status report where people simply read updates without meaningful interaction. Sprint planning meetings are running long because decisions take time with limited real-time collaboration. What is the most effective approach to improve team collaboration?
August 13, 2026
You are leading an agile team that has been working together for three sprints. During the last retrospective, two team members had a heated disagreement about the definition of done for user stories. The conflict escalated, and other team members became uncomfortable. One developer now refuses to pair program with the other. The team's velocity has dropped by 30% since the conflict began. What should you do first to address this situation?
August 13, 2026
You are coaching a new scrum master who is struggling with their role. During sprint planning, you observe them directing the team on which tasks each member should work on and how long each should take. In the daily standup, they spend time problem-solving individual blockers rather than facilitating team self-organization. When you provide feedback, they explain that they are trying to be helpful because they have the most technical experience and want to ensure the team succeeds. What coaching approach would best help this scrum master develop?
August 13, 2026
Your distributed agile team spans three time zones across North America, Europe, and Asia. Team members have been complaining that the daily stand-up time (9 AM EST) requires the Asia-based developers to join at midnight their time, and they often appear disengaged. Sprint productivity has been declining, and the Asia-based team members recently missed several critical integration issues that could have been caught earlier. The European team members have also expressed concerns about work-life balance. What is the best way to address this challenge?
August 11, 2026
Your agile team has consistently met sprint commitments for the past four iterations, and team morale appears high. However, during a one-on-one conversation, a junior developer confides that they feel overwhelmed and have been working 50-60 hours per week to complete their tasks. They haven't mentioned this in retrospectives because they don't want to let the team down. When you review the sprint metrics, you notice this developer's velocity is significantly higher than other team members. What should you do?
August 11, 2026
During sprint planning, two senior developers on your agile team have a significant disagreement about the technical approach for a critical user story. One advocates for refactoring existing code to improve long-term maintainability, while the other insists on building a new module to meet the immediate sprint goal. The discussion is becoming heated, and other team members are growing uncomfortable. Both approaches are technically valid but require different levels of effort. What is the most appropriate action for you as the project manager?
August 11, 2026
Your agile team has recently added three new developers who are experienced in traditional waterfall methodologies but new to agile practices. During the first sprint, you notice they are hesitant to speak up in daily stand-ups, wait for explicit task assignments rather than self-organizing, and ask for detailed upfront requirements documents. The existing team members are becoming frustrated with the slower pace. How should you best support the new team members' transition?
August 11, 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 taking too long because the product owner is often unavailable for clarification. The team has been waiting 2-3 days for answers to blocking questions, which is impacting sprint goals. The product owner works remotely and supports multiple projects. What should you do first to address this situation?
August 11, 2026
During sprint planning, your cross-functional agile team is struggling with significant disagreement about story point estimates. Your senior architect insists a complex integration story is 5 points based on his experience, while two developers argue it's at least 13 points because they'll be doing the actual implementation and foresee multiple technical challenges. The product owner is pressuring for the lower estimate to fit more stories in the sprint. The tension is escalating, with team members becoming defensive and the meeting has already run 30 minutes over. How should you handle this situation?
August 3, 2026
You're managing an agile project for a healthcare application where the development team has been consistently high-performing with a velocity of 45-50 points per sprint. During the current sprint, you discover that two team members, both senior developers, have been involved in a personal conflict that has been escalating over the past month. The conflict began with disagreement over architectural decisions but has become personal, with both individuals now refusing to pair program together and making passive-aggressive comments in team channels. Other team members are starting to take sides, and you notice work items requiring both developers' expertise are being delayed. In yesterday's standup, one developer made a sarcastic comment about the other's code quality in front of the entire team. What should you do?
August 3, 2026
Your distributed agile team spans three time zones (US West Coast, US East Coast, and India). Team members in India have been increasingly quiet during sprint ceremonies and retrospectives. Your scrum master in India privately shares that the Indian team members feel their opinions aren't valued because decisions seem to be made during US hours, and they're frustrated with being woken up for 'urgent' calls at 2 AM their time. Meanwhile, US team members complain about slow response times and feel the India team isn't collaborative. Team morale is declining and your last sprint failed to meet its goals. What should be your priority action?
August 3, 2026
You are coaching a newly formed agile team that includes Maria, a product owner who came from a traditional project management background. She has been writing detailed requirement documents (15-20 pages) for each feature, specifying exact UI layouts, error messages, and technical implementation approaches before bringing them to the team. The team is overwhelmed and sprint planning takes 6-8 hours because they must read through extensive documentation. Developers are becoming disengaged, and one told you privately that 'we're just code monkeys implementing Maria's designs.' Maria believes she's helping the team by being thorough. What is your best approach?
August 3, 2026
You are leading an agile transformation for a traditional organization. Your team of 9 members includes 3 developers who consistently resist attending daily standups, claiming they are 'a waste of time' and that they work better independently. These developers are highly skilled and deliver quality code, but their absence is creating information silos and frustrating other team members who rely on their updates. Team velocity has dropped 15% over the last two sprints, and you notice integration issues emerging late in sprints. What should you do first?
August 3, 2026
Your agile team has consistently achieved their sprint goals for the past four sprints. However, during a stakeholder demo, you receive feedback that while features are being delivered, they don't seem to align well with user needs. The product owner has been making prioritization decisions independently without consulting users or stakeholders between sprint reviews. Team morale is starting to decline as developers feel their hard work isn't creating real value. What should you do as the agile project leader?
July 27, 2026
Your agile team has a new member, Sarah, who joined two weeks ago. Sarah has strong technical skills but comes from a traditional waterfall background. During the current sprint, you notice Sarah working in isolation, not updating the task board, and not asking for help despite her story being blocked. In the standup, she reports 'everything is fine' even though you can see she's struggling. Other team members have offered help, but she politely declines. What is the most effective way to help Sarah adapt to the agile team environment?
July 27, 2026
During sprint planning, your development team commits to 45 story points based on historical velocity. However, your product owner insists they must complete 60 story points this sprint because of a commitment made to a key stakeholder. The product owner argues that the team 'just needs to work harder' and threatens to escalate to senior management if the team doesn't comply. The team looks to you, the Scrum Master, for guidance. How should you respond?
July 27, 2026
Your agile team is distributed across three time zones. During daily standups, team members in the earliest time zone often seem disengaged and provide minimal updates. You've discovered these team members start their workday two hours before the scheduled standup and lose momentum waiting for the meeting. The team agreed to the current time as a compromise. Productivity metrics show these early-timezone members have 20% lower story completion rates than others. What is the best approach to address this situation?
July 27, 2026
You are leading an agile team that has been working together for three sprints. During the latest retrospective, two senior developers dominate the discussion while three junior team members remain silent. You notice the junior members attempted to speak but were interrupted. The retrospective facilitator did not intervene. Team velocity has plateaued, and you suspect untapped ideas from quieter members could help. What should you do to improve team engagement in future retrospectives?
July 27, 2026
Your agile team has two members who have different communication styles that are creating tension. One team member prefers detailed written documentation and asynchronous communication, while the other prefers quick verbal discussions and face-to-face interaction. Their different approaches have led to misunderstandings about requirements and growing frustration between them. Other team members are starting to take sides. What should you do first?
July 22, 2026
During sprint planning, your development team commits to 25 story points based on their historical velocity. However, the product owner insists that 35 story points must be completed this sprint to meet a critical market window. The product owner escalates to senior management, who pressure you to have the team commit to the higher number. The team is frustrated and feels their professional judgment is being dismissed. What is the best way to handle this situation?
July 22, 2026
Your agile team includes a highly skilled developer who consistently completes stories faster than estimated. However, other team members have privately expressed concern that this developer rarely participates in pair programming sessions, doesn't share knowledge during daily standups, and works in isolation. While individual productivity is high, the team's overall capability isn't improving, and there's a growing knowledge silo. How should you address this situation?
July 22, 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 taking too long because everyone wants to provide input on every issue. The team's velocity has decreased by 20% over the past two sprints, and sprint goals are being missed. Team morale is declining as members feel meetings are consuming too much productive time. What should you do to address this situation?
July 22, 2026
You are coaching a newly formed agile team for a financial services project. Three team members have deep expertise in the legacy systems but no agile experience, while two members are experienced agile practitioners but new to the domain. During the first sprint, you notice the legacy experts are reluctant to break work into small increments and prefer to complete entire features before showing anything. The agile practitioners are frustrated by this approach. The team is struggling to complete even simple stories. How should you address this?
July 22, 2026