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.
45 questions found · page 2 of 2
A Scrum Master notices that during the past four sprints, team members have been working significant overtime to complete their sprint commitments. While they are meeting their sprint goals, team morale surveys indicate increasing stress and work-life balance concerns. Three team members have recently mentioned feeling burned out. The Product Owner is pleased with the team's output and wants to maintain the current pace. When the Scrum Master raises concerns, the Product Owner argues that the team voluntarily commits to the work during sprint planning. How should the Scrum Master address this situation?
June 6, 2026
A cross-functional agile team is preparing for their next sprint. During sprint planning, the QA specialist expresses concern that the team has been committing to user stories without adequately considering testing effort. She feels that her input is often sought too late in the process, after developers have already estimated and committed to stories. This has resulted in quality issues and testing becoming a bottleneck in the last two sprints. The team wants to improve but is unsure how to better integrate QA perspective earlier. What should the team do?
June 6, 2026
During a sprint retrospective, a senior developer consistently dominates the conversation, speaking for 80% of the meeting time. Several junior team members have stopped participating and appear disengaged. The Scrum Master notices this pattern has occurred in the last three retrospectives. The team's velocity has been declining, and post-retrospective surveys show decreased satisfaction among junior members. What should the Scrum Master do to address this situation?
June 6, 2026
An agile team of eight members has been working together for three months. The Product Owner notices that two developers, who are both highly skilled but have different technical philosophies, frequently disagree during daily standups and refinement sessions. These disagreements sometimes delay decisions and create tension. Other team members have started avoiding technical discussions when both developers are present. Yesterday, a refinement session ended early because the disagreement escalated into a heated argument. What is the most appropriate action for addressing this conflict?
June 6, 2026
An agile team has two new members who joined three weeks ago. The existing team members have been working together for over a year and have well-established working relationships and informal communication patterns. The new members are competent but seem hesitant to speak up in team meetings. During the last sprint review, neither new member presented any of their completed work, even though they contributed significantly to the increment. One existing team member mentioned that the new developers 'just need more time to adjust.' What should the team lead do to better integrate the new members?
June 6, 2026
During a sprint retrospective, your agile team identifies that knowledge silos have formed around specific technical components. Only one person understands the payment integration module, and only another person understands the reporting engine. This has caused delays when those individuals are unavailable and has created bottlenecks during code reviews. The team agrees this is a problem but is unsure how to address it given their current sprint commitments and competing priorities. What should you recommend as the most effective solution?
June 5, 2026
Your distributed agile team spans three time zones across North America, Europe, and Asia. Team members have complained that the current sprint ceremonies (planning, review, retrospective, and daily stand-ups) don't work well for everyone. Some team members attend meetings very early in their morning or late at night, leading to reduced participation and energy. The team has delivered successfully for two sprints, but engagement is declining. What approach would best support the team's continued collaboration and performance?
June 5, 2026
You are coaching a product owner who is new to agile approaches. She has been attending all daily stand-ups and frequently interrupts team members to ask detailed questions about their work, provide suggestions, and redirect their efforts based on new information she receives from stakeholders. Team members have started arriving late to stand-ups, and the meetings now regularly run 30 minutes instead of the intended 15 minutes. The development team has privately expressed frustration to you about the product owner's behavior. What is the best way to address this situation?
June 5, 2026
Your agile team has been working together for three months and has established a good rhythm. During sprint planning, two developers disagree about the technical approach for a critical user story. The disagreement becomes heated, with each developer defending their position strongly. The rest of the team appears uncomfortable, and the planning session has stalled for 20 minutes. Both proposed approaches are technically viable but represent different trade-offs between speed and maintainability. How should you facilitate resolution?
June 5, 2026
You are leading an agile project with a newly formed team. During the first two sprints, you notice that one team member, Sarah, consistently remains quiet during daily stand-ups and retrospectives. When she does speak, her contributions are valuable, but she appears uncomfortable in group settings. Other team members have started making decisions without her input. The team's velocity is acceptable, but you sense Sarah's potential is not being fully utilized. What should you do first to address this situation?
June 5, 2026
You're leading a hybrid project in a matrix organization where team members report to functional managers while working on your project. A high-performing business analyst has been contributing to agile ceremonies and producing excellent work. Her functional manager now wants to reassign her to another priority project, which would significantly impact your project's analysis capability during a critical phase. When you discuss this with the business analyst, she mentions feeling burned out from working long hours to satisfy both your expectations and her functional manager's demands. How should you address this situation?
June 1, 2026
Your hybrid project team consists of five co-located members following agile practices and three remote members managing waterfall-based procurement and vendor contracts. The remote members rarely participate in daily standups, citing time zone differences and claiming the meetings aren't relevant to their work. Co-located team members complain they're unaware of vendor delays until major issues arise. The remote members feel excluded from project celebrations and recognition. What strategy would best build cohesion across this distributed hybrid team?
June 1, 2026
You are managing a hybrid software project where features are developed using Scrum, but regulatory compliance reviews follow a stage-gate process. A critical sprint deliverable has been completed and tested, but it cannot be released until passing a compliance review scheduled in three weeks. The product owner wants to continue building dependent features in the next sprint. Team members are concerned this creates risk if compliance findings require rework. The compliance team cannot accelerate their review schedule. What approach best balances team empowerment with risk management?
June 1, 2026
Your organization is transitioning to hybrid project delivery. You're leading a project where experienced waterfall team members are now required to work alongside a newly formed agile team. During the first iteration planning meeting, you notice the waterfall-experienced members remain silent while agile team members dominate the conversation. After the meeting, two senior waterfall practitioners privately tell you they don't understand the agile terminology and feel their expertise is being dismissed. How should you best support these team members?
June 1, 2026
You are managing a hybrid project where the development team follows Scrum while the infrastructure team uses a waterfall approach. During a retrospective, several developers express frustration that infrastructure delays are blocking their sprint goals. The infrastructure lead explains their team must follow a strict change control process that takes 2-3 weeks for approvals. Team morale is declining as developers feel their efforts are wasted. What should you do first to address this conflict?
June 1, 2026
You are managing a large infrastructure project using a waterfall approach. During the execution phase, you notice that two senior engineers from different departments are having ongoing disagreements about technical specifications, causing delays in critical path activities. Both engineers are subject matter experts and report to different functional managers, not to you. The disagreements are escalating and beginning to affect team morale. What should you do first?
May 29, 2026
You are managing a construction project using a traditional waterfall approach. The project is in the execution phase, and you have a geographically distributed team with members across three different time zones. You notice that team members in the remote locations seem less engaged during virtual meetings and are often unaware of important decisions made by the core team at headquarters. Productivity metrics show that deliverables from remote team members are occasionally misaligned with project requirements. How should you address this situation?
May 29, 2026
You are managing a multi-year government infrastructure project using a predictive approach. Six months into execution, a key technical lead who has been with the project since initiation submits their resignation, citing a better opportunity elsewhere. This individual possesses critical knowledge about design decisions and has established relationships with several government stakeholders. Their departure is scheduled for three weeks from now. The project is currently on track, but several complex deliverables are planned for the next quarter. What is your best course of action?
May 29, 2026
You are leading a manufacturing facility construction project following a predictive lifecycle. The project team consists of 15 members, including contractors and internal staff. After three months of work, you receive feedback from several team members that the weekly status meetings are too long and not productive. Team members feel they spend too much time listening to updates irrelevant to their work. The meetings currently last 90 minutes and cover all work packages. What is the best approach to address this concern?
May 29, 2026
You are managing a software implementation project using a waterfall methodology for a financial services client. During the design phase, you discover that one of your key business analysts, who is responsible for defining critical system requirements, lacks experience with the specific regulatory compliance requirements of the financial industry. This knowledge gap was not apparent during resource assignment. The design phase is scheduled to complete in six weeks, and this analyst is already assigned full-time to your project. What should you do?
May 29, 2026