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 3 of 5
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
Your company is pursuing a market expansion strategy into three new geographic regions simultaneously. An agile product team has been working for four sprints on features designed for the North American market. Recent customer discovery sessions in the European and Asian markets reveal significantly different regulatory constraints, user preferences, and competitive dynamics that would require substantial rework of the current product direction. The team has completed 60% of the planned features for the North American release. The VP of Product wants to finish the North American features before addressing other markets to avoid 'scope creep,' while the VP of Sales insists all three markets must launch simultaneously in six months to meet investor commitments. What should you recommend?
June 10, 2026
Your organization's compliance department has historically required detailed documentation, extensive approval gates, and full traceability for all product changes due to regulatory requirements in the financial services industry. You are coaching three agile teams that are experiencing 2-3 week delays for each feature due to compliance review processes. The teams have started cutting corners on compliance steps to meet sprint commitments, creating audit risk. The compliance director insists all current controls are legally mandated and cannot be changed. After investigating the regulations, you find that many controls are internally imposed interpretations rather than explicit legal requirements. How should you address this situation?
June 10, 2026
Your company has adopted OKRs (Objectives and Key Results) as part of its agile transformation. The product portfolio includes five agile teams, each working on different components of a customer engagement platform. At the quarterly OKR review, you discover that all teams achieved 100% of their individual Key Results, but overall customer satisfaction scores declined and market share decreased. The teams used velocity and story points completed as their primary Key Results. Leadership is questioning whether the OKR framework is appropriate for agile environments. What is the UNDERLYING problem that needs to be addressed?
June 10, 2026
You are leading an agile transformation for a manufacturing company that has successfully delivered three products using Scrum. Senior leadership now wants to scale agile practices across 15 teams working on an integrated platform. The company culture historically rewards individual department performance and has strong functional silos. During sprint reviews, you notice teams are meeting their individual sprint goals, but integration issues are causing significant rework and delays in delivering end-to-end customer value. The VP of Engineering suggests implementing a standardized scaling framework immediately. What is the MOST effective approach to address this systemic issue?
June 10, 2026
Your organization is undergoing a digital transformation initiative involving multiple agile teams working on interconnected products. The CFO has mandated a shift from project-based budgeting to product-based funding models to better align with agile ways of working. However, several portfolio managers are resistant, arguing that they cannot forecast ROI without detailed project business cases and fixed scope commitments. The transformation leader has asked you to facilitate a workshop to address these concerns. What should be your PRIMARY focus during this workshop?
June 10, 2026
Your distributed agile team spans three time zones with only a two-hour daily overlap. Sprint planning consistently runs over time, with the India-based developers joining at 6 AM their time and the US-based product owner available only until 11 AM EST. Retrospectives reveal that 40% of stories require significant rework because developers interpreted requirements differently than intended. The team has tried detailed acceptance criteria, but misunderstandings persist. Team velocity is 30% below similar co-located teams. What structural change would most effectively address this challenge?
June 10, 2026
During a release planning session for a regulated healthcare product, your compliance officer insists that all user stories must be fully documented with detailed requirements specifications before development begins, citing audit requirements. Your agile team argues this contradicts their working agreements and will create massive waste, as they've successfully used acceptance criteria and collaborative elaboration for 15 sprints. The compliance officer shows you audit findings from another division that was penalized for insufficient documentation. Your organization has no precedent for agile projects in regulated environments. How do you proceed?
June 10, 2026
Your product has been using two-week sprints successfully for eight months. Recently, market dynamics have accelerated, with competitors releasing features weekly. Your executive sponsor wants the team to switch to one-week sprints to 'move faster and be more agile.' The team is concerned this will increase ceremony overhead and reduce their actual development time. When you analyze the data, you find the team averages 1.5 days of ceremonies per sprint and typically doesn't have testable increments until day 9-10 of the current sprint. What recommendation best addresses the sponsor's concern while maintaining team effectiveness?
June 10, 2026
You're managing a complex product with three agile teams working on interdependent features. During sprint planning, Team A commits to a critical API that Teams B and C need by sprint day 7 to meet their commitments. On day 5, Team A discovers the API requires a third-party security review that takes 10 business days. Team A's scrum master suggests they'll finish other stories and carry the API to next sprint. Teams B and C will miss their sprint goals without this dependency. How should you handle this situation?
June 10, 2026
Your agile team has been delivering features every two weeks for six months. During the latest sprint review, a key stakeholder expresses frustration that the product increment doesn't align with their vision, despite approving stories throughout development. The product owner admits they've been accepting stories based on technical completion rather than business value validation. Technical debt has accumulated, and the team's velocity has dropped 30% over the last three sprints. What should you do first to address this systemic issue?
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
You are facilitating a project using a hybrid approach where requirements are gathered upfront but development occurs in two-week iterations. After four iterations, the team's velocity has been inconsistent: 28, 15, 32, and 18 story points respectively. The team reports that some iterations include significant work on technical infrastructure that doesn't directly relate to user stories but is necessary for the architecture. The project sponsor is concerned about the unpredictable pace and asks why the team cannot maintain consistent velocity. How should you address this situation?
June 7, 2026
During the eighth sprint of a twelve-sprint project to build an e-learning platform, your team completes a sprint review. The product owner and key stakeholders attend the demonstration, and while they acknowledge the functionality works as specified in the acceptance criteria, they express concern that the user interface is more complex than they expected. They mention that teachers, the primary users, may struggle to navigate the system without extensive training. The team followed the user stories and acceptance criteria exactly as written. What should happen next?
June 7, 2026
Your Kanban team is experiencing flow problems on a data migration project. The team's board shows 15 items in the 'In Progress' column, 8 items in 'Code Review', and only 3 items in 'Done' over the past two weeks. Team members report feeling overwhelmed and context-switching frequently between multiple work items. Lead time for items has increased from an average of 5 days to 12 days. The team lead suggests adding more people to help clear the backlog. What is the most appropriate action to improve flow?
June 7, 2026
You are leading a Scrum team developing a customer relationship management (CRM) system. During sprint planning, the product owner presents a high-priority user story estimated at 21 story points, which exceeds the team's average velocity of 35 points per two-week sprint. The product owner insists this feature is critical for an upcoming sales conference in three weeks and must be completed in the next sprint. Several team members suggest breaking down the story, but the product owner argues that all components must be delivered together to be valuable. How should you proceed?
June 7, 2026
Your agile team has completed three sprints of a mobile application development project. During the sprint retrospective, team members express frustration that they frequently discover integration issues late in the sprint when merging code. These issues require significant rework and have caused the team to miss their sprint goals in two of the last three sprints. The team asks for your guidance on how to address this recurring problem. What should you recommend?
June 7, 2026