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.
105 questions found · page 2 of 5
Your agile team has completed a two-week sprint and is preparing for the sprint retrospective. This is the team's first retrospective, and some team members are unclear about the purpose of the meeting. One developer asks why they need to have a retrospective when they already completed a sprint review with stakeholders. How should you explain the PRIMARY purpose of the sprint retrospective?
August 28, 2026
Your team is working on an e-commerce platform using Kanban. The team has a board with columns: To Do, In Progress, Code Review, Testing, and Done. The team notices that work items are piling up in the Code Review column, and the flow of work has slowed significantly. What is the BEST action the team should take to address this bottleneck?
August 28, 2026
You are facilitating a daily standup for your agile development team. One team member begins explaining in detail the technical solution they are implementing and starts discussing code architecture with another developer. The conversation extends beyond 15 minutes, and other team members appear disengaged. As the Scrum Master, what should you do?
August 28, 2026
Your agile team has just completed their third sprint of a mobile app development project. During the sprint review, stakeholders provide feedback and request several changes to features that were demonstrated. The product owner wants to incorporate this feedback. What should the product owner do NEXT with the feedback received during the sprint review?
August 28, 2026
You are managing a software development project using Scrum. During the sprint planning meeting, the development team is estimating user stories for the upcoming sprint. One team member suggests using story points to estimate the relative effort required for each user story. Another team member asks why the team doesn't just estimate in hours instead. What is the PRIMARY benefit of using story points over hours for estimation in an agile project?
August 28, 2026
You are leading an agile project to modernize a legacy insurance claims processing system. The team has completed 6 sprints with an average velocity of 28 story points. During backlog refinement for Sprint 7, the team is reviewing a complex user story estimated at 21 story points. The product owner wants this story included in the next sprint along with other stories totaling 15 points. Several team members express concern that the 21-point story is too large and poorly understood. What should you recommend?
August 28, 2026
Your development team is working on Sprint 7 of a customer relationship management (CRM) system. On day 8 of the 10-day sprint, the team discovers that a critical third-party API they planned to integrate has been deprecated by the vendor, making three of the six committed user stories impossible to complete as planned. The team's burndown chart shows they are otherwise on track. The product owner is concerned about meeting the sprint goal. What should you do?
August 28, 2026
You are managing an agile project for developing an e-commerce platform. At the end of Sprint 5, the team demonstrates the completed user stories to stakeholders. A major stakeholder sees the shopping cart functionality and requests significant changes to the user interface, saying it doesn't match their vision despite the original acceptance criteria being met. The product owner is uncertain because this stakeholder has significant influence. The requested changes would require approximately 2 sprints of rework. What is the best course of action?
August 28, 2026
Your agile team has completed their fourth sprint on a financial software project. During the retrospective, several team members mention that the daily standups have become status report meetings where everyone just talks to you, the project manager, rather than coordinating with each other. Team members seem disengaged, and blockers mentioned during standup often don't get resolved until the next day. The team says they don't find the standups valuable anymore. How should you address this situation?
August 28, 2026
You are leading an agile project to develop a mobile application for a retail client. During sprint planning, the product owner presents 15 user stories, but the development team estimates they can only complete 8 stories based on their historical velocity of 32 story points per sprint. The product owner insists all 15 stories are critical for the upcoming product demo in three weeks. The total estimate for all 15 stories is 60 story points. What should you do first?
August 28, 2026
Your agile team is building a healthcare platform that must comply with HIPAA regulations. The compliance officer insists on reviewing and approving all designs before development begins and all code before deployment, which creates a bottleneck taking 5-7 days per review. The team's sprint cycle is two weeks, and this delay means most stories cannot be completed within a sprint. The compliance officer is unwilling to attend daily standups or sprint ceremonies, stating they are too busy. Team morale is declining as they cannot meet sprint goals. What is the MOST effective approach to resolve this situation?
August 24, 2026
Your agile team has been working on a financial services application for three sprints. During the sprint review, the product owner asks the team to demonstrate a complex regulatory reporting feature that was not part of the sprint backlog. The team lead explains they focused on the agreed sprint goal instead. The product owner becomes frustrated, stating this feature is critical for an upcoming audit and should have been obvious to include. Stakeholders at the meeting appear concerned about the team's ability to deliver. What should the Scrum Master do to address this situation?
August 24, 2026
You are leading a distributed agile team working on an IoT platform across three time zones. The team uses Kanban with WIP limits, and throughput has been consistent at 12 items per week. Recently, a major enterprise client requested a committed delivery date for a specific feature set, which your sales team communicated would take four weeks. The product owner asks you to guarantee this timeline and wants daily status reports to track progress. Your team has historically avoided commitments because of the variability in item complexity. How should you respond to this request while maintaining agile principles?
August 24, 2026
An agile team is delivering a customer-facing mobile application using two-week sprints. After six sprints, velocity has been stable at 40 story points per sprint, but customer satisfaction scores are declining. Analysis shows that while features are being delivered on schedule, they often require significant rework in subsequent sprints after user feedback. The product owner has been accepting all stories that meet the acceptance criteria at sprint reviews. Technical debt is accumulating, and the team's Definition of Done includes unit testing and code review but no user validation. What is the BEST approach to improve customer satisfaction?
August 24, 2026
An agile team working on a cloud migration project has been using story points for estimation with planning poker. After 10 sprints, a new senior developer joins who strongly advocates for switching to ideal hours instead of story points, arguing that hours are more precise and easier for stakeholders to understand. The team is divided—some members agree with the new developer, while others want to keep story points because their historical velocity data would become irrelevant. The upcoming sprint planning is in two days, and the product owner is concerned about any changes that might impact the team's predictability during a critical release cycle. What should you do?
August 24, 2026
During a sprint review, stakeholders see the completed user stories demonstrated but express concern that the features don't align with current market conditions, which have shifted significantly in the past month. The product owner acknowledges the market has changed but states that the product backlog was carefully prioritized at the project start and changing it now would be disruptive. The stakeholders request immediate changes to the roadmap. How should the team respond?
August 24, 2026
An agile project team has been using story points and velocity for sprint planning. After six sprints, a new team member joins who is much more experienced than the rest of the team and significantly increases productivity. The team's velocity jumps from an average of 32 points per sprint to 48 points. The product owner sees this increase and immediately adds more items to the upcoming sprint based on the new velocity. However, two weeks later, the experienced team member accepts a position at another company. What should the team have done differently?
August 24, 2026
A cross-functional agile team is developing a customer portal. After four sprints, the cumulative flow diagram shows that items are moving from 'In Development' to 'In Testing' quickly, but there is a growing bottleneck in the testing column, with an average of 12 items waiting for test completion while only 3-4 items are in development at any time. The testers report they are working at full capacity. What should the team do?
August 24, 2026
Your agile team has completed three sprints of a mobile application project. During the sprint retrospective, team members report that they consistently cannot complete all planned story points because unexpected production support issues from a legacy system consume 30-40% of their capacity each sprint. The product owner is frustrated with the reduced velocity and wants the team to commit to more story points. What should the scrum master do first?
August 24, 2026
Your Scrum team has a definition of done that includes code review, unit testing, and deployment to the staging environment. During sprint planning, the team realizes that one of the high-priority user stories will require changes to the production database schema, which according to organizational policy requires a change control board (CCB) approval that typically takes 5-7 business days. The sprint is only 10 business days long. What is the best approach?
August 24, 2026
You are the project manager for an agile marketing campaign development team. During sprint planning, the team has identified 15 user stories they believe they can complete based on their average velocity of 40 story points per sprint. However, two team members will be on vacation for one week during this three-week sprint. The total story points for the 15 stories equal 40. What should the team do?
August 16, 2026
Your organization is transitioning to agile and you are leading your first Scrum project. At the end of the first sprint, the team has completed 80% of the committed user stories, but none of them fully meet the Definition of Done due to incomplete testing. The product owner is pressuring you to accept the stories as done so they can be demonstrated to stakeholders. What should you do?
August 16, 2026
You are facilitating a daily standup for your agile development team. One team member mentions they are blocked because they are waiting for access to a testing environment that requires approval from the IT security team. This is the third day this issue has been raised. The team member asks what they should work on while waiting. What should you do as the Scrum Master or agile project leader?
August 16, 2026
Your agile team is planning their next iteration. During the planning session, team members are estimating user stories using story points. A new developer on the team asks why the team uses story points instead of estimating in hours or days. The team lead explains that story points help with relative sizing. What is the primary benefit of using story points for estimation in agile projects?
August 16, 2026
You are managing a software development project using Scrum. The team has just completed their second sprint and the product owner wants to see what has been developed. Several features have been coded and unit tested, but integration testing is still pending. The product owner asks when they can review the completed work. What should you do?
August 16, 2026