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.
100 questions found · page 1 of 4
A manufacturing company is executing a predictive project to expand production capacity. Midway through the project, economic indicators show that the industry is entering a downturn, with projected demand decreasing by 15% over the next two years. The CFO has asked all departments to reduce discretionary spending. The project is currently on schedule and 5% under budget. The project sponsor believes the expansion is still strategically important for long-term competitiveness but asks the project manager to evaluate options for reducing project costs. What should the project manager do FIRST?
October 4, 2026
A project manager is executing a predictive software implementation project for a financial services firm. During a governance review, the compliance officer identifies that new data privacy regulations will take effect in two months, requiring all customer data to be encrypted both in transit and at rest. The current project scope includes basic security measures but not the level of encryption now required by regulation. The additional security requirements will add three weeks to the schedule and $75,000 to the budget. How should the project manager proceed?
October 4, 2026
A project manager is leading a predictive infrastructure project for a utility company. During project planning, the finance department informs the project manager that the organization is transitioning to a new enterprise resource planning (ERP) system in three months, which will change all financial reporting and procurement processes. The project has a 12-month duration and requires significant procurement activities throughout execution. What should the project manager do to address this organizational change?
October 4, 2026
A pharmaceutical company is executing a predictive project to develop a new manufacturing facility. Six months into the project, a competitor announces they are building a similar facility with advanced automation technology that will significantly reduce their production costs. The project sponsor is concerned about the project's strategic value and asks the project manager to evaluate whether the current project approach remains viable. The project is 40% complete and on track with the approved baseline. What is the MOST appropriate action for the project manager to take?
October 4, 2026
A project manager is leading a predictive construction project for a government agency when new environmental regulations are enacted that directly impact the project's waste management processes. The project is currently in the execution phase, and compliance with these regulations will require additional permits and equipment modifications. The project manager has identified the impact on cost and schedule. What should the project manager do FIRST?
October 4, 2026
A financial technology startup is using Kanban to manage development of their investment portfolio management application. The company's venture capital investors have indicated they expect to see significant user growth metrics within the next quarter to justify the next funding round. The product manager proposes prioritizing several features aimed at user acquisition and viral growth, even though current users have been requesting enhanced portfolio analytics and reporting capabilities. The development team notes that the growth features are technically simpler to implement than the analytics features. How should the team prioritize their work?
September 21, 2026
An agile team is developing a healthcare appointment scheduling system for a mid-sized hospital network. During a sprint retrospective, the team discovers that a recent industry merger between two major healthcare providers has created a new dominant competitor with significantly more resources and market reach. The hospital's chief strategy officer is concerned about the organization's ability to compete and is questioning continued investment in the custom solution versus purchasing an enterprise system from the merged competitor. The product is 40% complete with positive user feedback from pilot groups. What should the project manager recommend?
September 21, 2026
A product development team is using Scrum to build an e-commerce platform. After six sprints, the organization's executive leadership announces a strategic pivot toward sustainability and carbon neutrality, requiring all products to demonstrate measurable environmental impact reduction. The product owner realizes that the current architecture and cloud infrastructure choices do not align with these new organizational values. The team has invested significantly in the current technical direction and changing course would require refactoring. What is the most appropriate action for the product owner?
September 21, 2026
An agile project team is working on a SaaS platform for a financial services company operating in multiple countries. During sprint review, the compliance officer raises concerns that new data privacy regulations in the European Union will take effect in two months, potentially impacting the product's data handling capabilities. The team's current velocity suggests they can complete the planned features for this release, but incorporating compliance requirements would extend the timeline by at least three sprints. Senior management is pressuring for an on-time release to capture market share. How should the project team proceed?
September 21, 2026
Your agile team is developing a mobile banking application when a competitor releases a similar product with advanced biometric features. The product owner is concerned that your current roadmap does not include comparable security features. Customer feedback surveys indicate growing demand for enhanced authentication methods. The team has completed three sprints of the current release, and the security features would require significant development effort. What should the product owner do to address this competitive threat?
September 21, 2026
A project manager is leading a predictive ERP implementation project for a financial services company. During execution, a major cybersecurity breach occurs at a competitor, resulting in significant regulatory scrutiny across the industry. The regulatory body issues new data security requirements that affect how customer information must be encrypted and stored. These requirements were not part of the original project scope or compliance assessment. The changes would add 2 months and $500,000 to the project. What is the most appropriate course of action?
September 18, 2026
A manufacturing company is executing a predictive project to build a new production facility. The project is 40% complete when the organization announces a merger with another company. The merged entity's executive team requests a review of all capital projects to ensure alignment with the new corporate strategy, which emphasizes sustainability and carbon neutrality by 2030. The current facility design meets all contracted requirements but uses conventional energy systems. What should the project manager do?
September 18, 2026
A project manager is overseeing a predictive construction project to build a new corporate headquarters. The local economy has been experiencing significant inflation, and the central bank has raised interest rates three times in the past six months. The project has a fixed-price contract with the general contractor, but several subcontractors are requesting price increases citing increased material costs and higher borrowing costs for equipment. The project is 30% complete with 18 months remaining. The contingency reserve is 8% and has not yet been used. What should the project manager do?
September 18, 2026
A project manager is overseeing a government infrastructure project using a predictive approach. Six months into the 24-month project, a new political administration takes office and announces a comprehensive review of all ongoing infrastructure projects. The review is expected to take 3 months, during which all project expenditures must be approved on a weekly basis rather than monthly. The project has sufficient budget allocated, but the change in approval frequency could impact the critical path. How should the project manager respond to this external environmental change?
September 18, 2026
A project manager is leading a predictive project to develop a new medical device. During the planning phase, the sponsor informs the project manager that a competitor has just announced a similar product launch in 12 months. The original project schedule was 18 months, with significant regulatory approval milestones at months 6, 12, and 15. The sponsor wants to know if the project can be accelerated to match the competitor's timeline without compromising regulatory compliance. What should the project manager do first?
September 18, 2026
Your organization is executing a predictive software implementation project across five international offices. The project is 40% complete when the organization announces a merger with another company. The merged entity will have overlapping systems, and there is uncertainty about which technology platforms will be retained. Your executive sponsor has been reassigned to merger integration activities, and no replacement has been named. Team morale is declining due to uncertainty about job security and project continuation. What should be your priority action?
September 16, 2026
You are managing a predictive government infrastructure project with a 24-month timeline and fixed budget. Six months into execution, a new environmental regulation is enacted that requires additional environmental impact assessments for all projects in your sector. The regulation will add 3 months to your schedule and increase costs by 15%. Your sponsor is concerned about the project's viability. What should you do first?
September 16, 2026
You are leading a predictive construction project to build a new office facility. During the execution phase, a competing company announces plans to build a larger, more modern facility in the same business district, expected to complete 6 months before your project. Your sponsor is concerned this may affect the organization's ability to attract tenants and achieve the projected occupancy rates that justified the project. The sponsor asks for your recommendation on how to proceed. What should you recommend?
September 16, 2026
You are managing a 18-month product development project for a manufacturing company. The project is tracking on schedule and budget at month 9. Your organization's CFO announces that due to market downturn, all project budgets will be reduced by 20% effective next quarter, and the executive team is reviewing the project portfolio for potential cancellations. Your project's business case showed a 3-year ROI with NPV of $2.5M. Market conditions suggest the ROI period may now extend to 5 years. What is your best course of action?
September 16, 2026
Your organization is executing a predictive ERP implementation project. During the planning phase, you identified a key vendor as critical to success. Now, three months before a major milestone, you learn through industry news that this vendor is being acquired by a competitor. The vendor assures you there will be no service disruption, but you have concerns about potential changes to pricing, support levels, and strategic direction. The vendor represents 30% of your project budget. How should you address this situation?
September 16, 2026
A project manager is leading a predictive construction project for a manufacturing facility. During the planning phase, the sponsor requests that the project incorporate sustainable building practices to align with the organization's new environmental strategy announced last quarter. The project baseline has been approved, and construction is scheduled to begin in two weeks. The sponsor emphasizes that this alignment is critical for the company's public commitments. What should the project manager do first?
August 31, 2026
A project manager is overseeing a predictive ERP implementation project for a multinational corporation. During execution, the organization announces a merger with another company that uses a different ERP system. Senior leadership has not yet decided which ERP system will be used for the combined organization, but the decision is expected within three months. The current project is 40% complete and scheduled to finish in eight months. What should the project manager do?
August 31, 2026
A project manager is leading a government infrastructure project using a predictive approach. A new regulation is passed requiring all public infrastructure projects to conduct additional environmental impact assessments that were not part of the original compliance requirements. The regulation becomes effective immediately and applies to all ongoing projects. The project team has already completed the design phase, and procurement activities are underway. What is the most appropriate action?
August 31, 2026
A pharmaceutical project manager is overseeing the development of a new drug delivery system using a waterfall approach. Midway through the execution phase, a competitor releases a similar product with superior features that is gaining significant market share. The executive team is concerned about the project's business value and market viability. The project is currently on schedule and within budget, with 60% of deliverables completed. What should the project manager recommend?
August 31, 2026
A project manager is leading a predictive software development project for a financial services client. The project team has identified an opportunity to implement a new technology that would significantly reduce operational costs for the client after project completion. However, adopting this technology would require additional development time and increase the project budget by 15%. The current project is meeting all baseline requirements, and the client has not requested this enhancement. What should the project manager do?
August 31, 2026