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.
35 questions found · page 1 of 2
During sprint planning, your agile team commits to 30 story points based on their historical velocity. Midway through the sprint, a critical production bug requires immediate attention, consuming 40% of the team's capacity. The product owner insists that all originally planned stories must still be completed and suggests the team work overtime. Several team members express concern about burnout. What is the most appropriate action?
June 29, 2026
Your distributed agile team spans three time zones across North America, Europe, and Asia. Team members have complained that the daily standup time rotates to accommodate everyone, but this means each region experiences inconvenient times regularly. Additionally, team bonding has suffered because members rarely interact outside of formal ceremonies. Sprint retrospectives reveal low team morale despite delivering features successfully. What should you prioritize to improve team cohesion?
June 29, 2026
A new team member joined your agile team two weeks ago. She has strong technical skills but comes from a traditional waterfall background. During the daily standup, she provides detailed status reports to you rather than discussing impediments with the team. She also waits for task assignments instead of pulling work from the board. Other team members are becoming frustrated with her approach. How should you handle this situation?
June 29, 2026
Your agile development team is struggling to complete stories within sprints. During planning, developers frequently say they cannot estimate stories because requirements are unclear. The product owner insists the stories are sufficiently detailed and becomes defensive when the team asks questions. This pattern has repeated for four sprints, causing incomplete work and team frustration. As the project manager, what is your best course of action?
June 29, 2026
You are leading an agile team that has been working together for three sprints. During the latest retrospective, you notice that two team members consistently dominate the conversation while three others remain silent. The silent members later confide in you that they feel their ideas are not valued. Team velocity has been declining, and you suspect the lack of diverse input is affecting quality. What should you do first to address this situation?
June 29, 2026
Your agile team has been consistently delivering working software every sprint, but stakeholders are becoming frustrated because the features delivered don't always match their expectations. The product owner has been writing user stories and prioritizing the backlog, but rarely engages with stakeholders between sprint reviews. Team morale is starting to decline because they feel their hard work isn't valued. What should you recommend to improve this situation?
June 10, 2026
Your agile team has a new developer who joined two weeks ago. During the latest sprint review, you notice the new team member did not demonstrate any completed work and appears confused about their responsibilities. Other team members mention that the new developer has been asking the same questions repeatedly. The sprint goal was partially met, but the team's velocity has decreased. What is the most appropriate first step to address this situation?
June 10, 2026
During sprint planning, your development team is struggling to understand the acceptance criteria for several user stories. The product owner is explaining the requirements, but team members keep asking for more technical specifications and detailed design documents before they feel comfortable committing to the work. The team has experience with traditional waterfall projects but is new to agile. How should you help the team move forward?
June 10, 2026
Your agile development team has been working together for three months. You notice that team members frequently interrupt each other during daily stand-ups and some developers work in isolation rather than collaborating. The product owner has mentioned concerns about team cohesion affecting their ability to deliver value. As the project manager, you want to strengthen team relationships and improve collaboration. What is the best action to take?
June 10, 2026
You are leading an agile project team that has just completed their second sprint. During the retrospective, one team member dominated the conversation while others remained silent. You notice that some team members appear uncomfortable speaking up in front of the more vocal participant. The team needs to improve their collaboration and ensure all voices are heard. What should you do to improve team participation in future retrospectives?
June 10, 2026
You are facilitating an agile team that recently integrated three new members with strong waterfall backgrounds after an organizational restructuring. The existing five agile-experienced team members have become increasingly frustrated because the new members keep asking for detailed upfront requirements, resist participating in estimation, and want to work on tasks individually rather than swarm on stories. During yesterday's sprint review, one new member publicly criticized the 'lack of planning' in front of stakeholders, creating an awkward situation. The team's performance metrics show their cycle time has doubled and work in progress has increased significantly. The next retrospective is in two days. How should you prepare for and facilitate this retrospective?
June 10, 2026
Your agile team has been consistently exceeding velocity targets for four sprints. However, during a recent organizational audit, it was discovered that the team's automated test coverage has dropped from 80% to 45%, and the technical debt backlog has grown significantly. When you raise this concern with the team, the development lead reveals that the product owner has been pressuring them to deprioritize quality practices to deliver more features, saying 'we can fix technical debt later.' The development team has been complying to avoid conflict. Now two senior developers are threatening to leave the project, citing ethical concerns about the mounting technical debt that will impact future teams. What should you do?
June 10, 2026
You are coaching a newly formed agile team that includes members from four different countries and three time zones. During the first three sprints, the team struggled with coordination, and their definition of done has been inconsistently applied, leading to technical debt. In the latest retrospective, tensions emerged when team members from the Asian region felt their concerns about work-life balance were dismissed by European members who scheduled meetings during Asian evening hours. Meanwhile, North American members expressed frustration that decisions were being made without their input during their night hours. The product owner is pressuring the team to increase velocity. How should you address this situation?
June 10, 2026
Your agile team of eight members has been working together for six months and consistently delivers high-quality increments. However, you've observed that during sprint planning and backlog refinement sessions, only three vocal team members actively participate in estimates and technical discussions. The other five members, who are equally skilled, rarely speak up even when directly asked for input. One of the quieter members privately tells you they feel intimidated by the vocal members' confidence and fear looking incompetent if they disagree. This dynamic is starting to impact the accuracy of estimates and technical decisions. What is the most effective approach to resolve this?
June 10, 2026
You are leading an agile transformation for a large organization. During the third sprint, you notice that one team member, Sarah, has been consistently missing daily stand-ups and delivering incomplete work. When you speak with her privately, she reveals she's struggling with the new agile practices because her previous project manager gave her detailed instructions for every task, and now she feels lost without that guidance. Other team members are becoming frustrated with having to pick up her incomplete work. The team's velocity has dropped 30% over the past two sprints. What should you do first to address this situation?
June 10, 2026
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