PMP Practice Questions

You are managing a product development project using a stage-gate approach. The project is approaching the gate review for Phase 2 completion. During quality inspections, you discover that three of the fifteen deliverables have minor defects that do not prevent functionality but fall slightly below the quality standards documented in the quality management plan. Correcting these defects would take two weeks and consume the remaining schedule buffer. The gate review is scheduled for next week, and senior management is eager to proceed to Phase 3. What should you do?

July 10, 2026

You are managing an infrastructure project with a detailed WBS and network diagram. A key stakeholder requests the addition of a new feature that was not included in the original scope baseline. The change would provide significant value to end users and has strong executive support. After analysis, you determine the change would add three weeks to the schedule and increase costs by 8%. The change control board (CCB) has approved the change request. What should you do next?

July 10, 2026

Your manufacturing project has a Cost Performance Index (CPI) of 0.85 and a Schedule Performance Index (SPI) of 1.10. The project is 60% complete with six months remaining until the planned completion date. During the monthly steering committee meeting, the CFO expresses concern about the budget overrun and asks whether the project can be completed within the approved budget. What should you present to the steering committee?

July 10, 2026

You are leading a software development project using a waterfall methodology. During the testing phase, the QA team discovers that 15% of the delivered functionality does not meet the acceptance criteria defined in the requirements document. The development team claims the requirements were ambiguous and their interpretation was reasonable. The testing phase is scheduled to end in one week, and any rework will delay the go-live date. What is the most appropriate action?

July 10, 2026

You are managing a construction project using a predictive approach. During the execution phase, a supplier informs you that a critical material will be delayed by three weeks due to manufacturing issues. This delay will impact the critical path and push the project completion date beyond the contractual deadline. You have already exhausted schedule reserves on previous delays. The project sponsor is highly concerned about contractual penalties. What should you do first?

July 10, 2026

You are managing a government IT project following predictive methodologies. During a phase gate review at the end of the design phase, the project governance board expresses concern that several technical risks identified in the risk register have not been actively managed, though none have materialized yet. The board notes that risk response plans were documented during planning but asks for evidence of ongoing risk monitoring activities. Your risk register has not been updated in six weeks. How should you address this situation moving forward?

May 28, 2026

You are managing a 12-month infrastructure project using a predictive approach. At the end of month 4, you review the project dashboard and notice that planned value (PV) is $400,000, earned value (EV) is $350,000, and actual cost (AC) is $380,000. Several team members report that they have been working on activities that were not originally scheduled for this period because they had available time. What is the PRIMARY issue this situation reveals about project management processes?

May 28, 2026

You are leading a pharmaceutical software implementation project following a predictive approach. The project has completed the planning phase, and you have a detailed WBS, activity list, and resource assignments. During the first month of execution, three team members inform you they will be pulled away for two weeks to support an urgent regulatory audit. This was not anticipated during planning and affects activities on the critical path. What should be your FIRST action as the project manager?

May 28, 2026

Your manufacturing equipment upgrade project is in the executing phase. A key vendor has submitted deliverables for the third milestone, but during the inspection process, your quality assurance team identifies that 15% of the components do not meet the specifications outlined in the procurement contract. The vendor claims the specifications were ambiguous and requests additional payment to remake the components. This is causing a potential two-week delay. What is the BEST course of action?

May 28, 2026

You are managing a construction project with a fixed budget of $2.5 million and a 14-month timeline. During month 6, you conduct an earned value analysis and discover that the Cost Performance Index (CPI) is 0.85 and the Schedule Performance Index (SPI) is 0.92. The project sponsor asks you to forecast the final project cost and determine what actions are needed. Using the current performance trends, what is the most appropriate estimate at completion (EAC) if you believe current variances are atypical and future work will be performed at the planned rate?

May 28, 2026