PMP Practice Questions

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

A hybrid project has completed three sprints for its software component while the predictive infrastructure component is progressing through its execution phase. The project sponsor asks for a progress report to present to the steering committee. The sponsor wants to understand overall project status in a clear, unified way. What should the project manager provide?

August 13, 2026

A project manager is overseeing a hybrid project where regulatory compliance work follows a waterfall approach and customer-facing features follow Scrum. During a sprint review, stakeholders request adding a new compliance requirement that affects both components. The compliance work requires detailed documentation and formal approval, while the Scrum team prefers to add items directly to their backlog. What is the best approach to manage this change?

August 13, 2026

A product owner for a hybrid project needs to create requirements documentation. The project includes both a predictive hardware development phase and an agile software development phase. The hardware specifications must be finalized before manufacturing begins, while the software features will evolve based on user feedback. How should the project manager guide the product owner in documenting requirements?

August 13, 2026

A project manager is leading a hybrid project where the infrastructure component follows a predictive approach and the software development follows an agile approach. The infrastructure team has just completed their foundation work ahead of schedule, which was a prerequisite for the software team to begin their first iteration. The software team lead asks how they should proceed with planning their upcoming sprint. What should the project manager recommend?

August 13, 2026

A project team is planning a hybrid project where hardware procurement will follow a predictive approach with fixed contracts, and software configuration will follow Scrum with two-week sprints. The project manager needs to plan how the two components will integrate. The hardware delivery is scheduled for month 3, and software sprints will begin in month 1. What integration approach should the project manager establish?

August 13, 2026

You are leading a project that combines agile development sprints with a traditional stage-gate approval process for major releases. The development team has completed all sprint work for the current release, but a quality gate review is scheduled for two weeks from now. The team is asking what they should work on next. What should you recommend?

July 22, 2026

Your project uses Scrum for software development and a waterfall approach for regulatory compliance activities. During sprint planning, the team identifies they need a compliance review completed before they can implement a new feature. The compliance review is scheduled for next month according to the predictive plan. What is the best way to handle this situation?

July 22, 2026

You are managing a hybrid project where the development team works in two-week sprints while the infrastructure team follows a predictive approach. The development team has completed their sprint and is ready to deploy, but the infrastructure team needs two more weeks to complete their planned activities. Stakeholders are asking when the feature will be available. What should you do first?

July 22, 2026

You are managing a project where the design phase follows a predictive approach with detailed upfront planning, but the implementation phase uses Scrum. The design phase has just completed, and you are transitioning to implementation. Several team members who worked on design are asking how they will track progress now. What should you explain to them?

July 22, 2026

Your hybrid project has a product backlog for agile work and a work breakdown structure (WBS) for predictive components. A new stakeholder requirement emerges that could impact both the agile and predictive portions of the project. The business value is clear, but implementation approach is uncertain. How should you handle adding this requirement?

July 22, 2026

You are facilitating sprint planning for a web development team. The product owner has prioritized 15 user stories for the upcoming sprint, but based on the team's velocity from the past three sprints (averaging 34 story points), this represents 52 story points of work. Several team members express concern about overcommitment. The product owner insists all stories are important and should be included. How should you proceed?

July 20, 2026

Your agile team is working on a healthcare application project. A critical regulatory requirement emerges mid-sprint that must be implemented before the product can be released. The team has already committed to several user stories for the current two-week sprint and is on track to complete them. The new requirement will take approximately one week of effort. What is the best approach to handle this situation?

July 20, 2026

You are the product owner for an e-commerce platform development project. The development team has completed several user stories related to the shopping cart functionality. During the sprint review, you notice that while the features work technically, they don't fully align with the customer experience you envisioned based on recent user feedback. The team is asking you to accept the stories as done. What should you do?

July 20, 2026

Your agile team has just completed their third sprint of a mobile app development project. During the sprint retrospective, team members express frustration that they keep discovering new technical dependencies mid-sprint, causing them to miss their sprint commitments. The team wants to improve their planning process. What should the team do first to address this issue?

July 20, 2026

You are managing a software development project using Scrum. During the daily standup, one team member mentions they are blocked because they are waiting for clarification from the product owner on a user story acceptance criterion. The product owner is not present at the standup meeting. Another team member suggests moving forward with their best interpretation of the requirement. What should you do as the Scrum Master?

July 20, 2026

You are leading a pharmaceutical research project to develop a new drug formulation. During risk identification workshops, your team identifies a risk that a key regulatory approval might be delayed by up to 6 months due to recent policy changes. The probability is assessed at 40% and the impact on project completion would be significant. What should you do with this information?

July 13, 2026

You are managing a product development project with a fixed budget of $500,000. At the end of month 3, your earned value analysis shows: Planned Value (PV) = $150,000, Earned Value (EV) = $120,000, and Actual Cost (AC) = $130,000. The project sponsor asks for a status update. What should you report about the project performance?

July 13, 2026

Your team is developing a project schedule for a manufacturing facility upgrade. You have identified all activities, sequenced them, and estimated their durations. Several team members have been assigned to multiple concurrent activities. What should you do next to complete the schedule development process?

July 13, 2026

You are managing a software implementation project using a waterfall approach. The testing phase has just begun, and the QA team reports that 15% of test cases are failing due to missing requirements that were not included in the requirements specification document approved three months ago. The client insists these requirements are essential. What is the best course of action?

July 13, 2026

You are managing a construction project to build a new office building. During the planning phase, you identify that specialized steel beams must be ordered from an overseas supplier with a 12-week lead time. The beams are needed in week 20 of the project schedule. Your team is currently in week 2 of the project. What should you do first?

July 13, 2026