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.
185 questions found · page 2 of 8
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
A project manager is assigned to deliver a new customer relationship management (CRM) system for a retail company. During the planning phase, the project manager learns that a major competitor has just launched a similar system with innovative features that customers are responding to positively. The sponsor is concerned about market positioning. The project requirements have been approved and baselined. What should the project manager recommend?
September 18, 2026
A project manager is leading a government infrastructure project with a fixed contract of $5 million and a timeline of 18 months. Three months into the project, new environmental regulations are passed that will require additional permitting and compliance documentation. The sponsor asks the project manager how this will affect the project. What should the project manager do first?
September 18, 2026
A pharmaceutical company is executing a project to upgrade its laboratory information management system using a waterfall methodology. Six months into the 18-month project, a new data privacy law is enacted that requires additional security controls and audit capabilities. The compliance deadline is 10 months away. The project manager has verified that the new requirements were not anticipated in the original scope. What is the first step the project manager should take?
September 18, 2026
A project manager is leading a construction project for a new office building using a predictive approach. The local government announces plans to build a new subway station near the project site, which will begin construction in 12 months. This development is expected to significantly increase property values in the area. Several stakeholders suggest the project manager should redesign the building to add more floors to capitalize on this opportunity. The project is currently in the execution phase with 40% completion. What should the project manager do?
September 18, 2026
A manufacturing company is implementing a new enterprise resource planning (ERP) system using a waterfall approach. The CFO informs the project manager that the company's quarterly financial results show declining revenue, and there may be budget cuts across all departments next quarter. The project is currently in the design phase and is on track with its baseline. What is the most appropriate action for the project manager?
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
Your hybrid project is developing a manufacturing execution system for a global company. The predictive track covers hardware installation across 12 facilities (using earned value management), while the adaptive track develops the software platform (5 teams using SAFe). During a portfolio review, the CFO announces that due to acquisition opportunities, capital expenditure approvals will now require portfolio committee review with 4-week lead time, and all projects must demonstrate ROI within 24 months instead of 36. Your hardware installations are performing well (SPI 1.05, CPI 0.98), but the software teams have been building foundation layers with limited visible functionality. The product owner has been deferring user-facing features to later program increments. What should you do FIRST to address the new portfolio constraints?
September 9, 2026
Your organization is executing a hybrid transformation program where your project is one of five interdependent initiatives. Your project uses a predictive approach for infrastructure upgrades and an adaptive approach for workflow redesign. Two other program projects have shifted to fully remote teams due to a merger, causing 6-week delays in their delivery of required interfaces. Your infrastructure work is on schedule, but your adaptive teams cannot fully test workflow iterations without these interfaces. The program manager suggests using mocked interfaces, but your technical lead warns this creates rework risk. Meanwhile, stakeholders are pressuring you to demonstrate progress in next month's governance review. What is the BEST way to manage this situation?
September 9, 2026
You are managing a hybrid project to develop a new financial services platform. The core architecture (predictive, 9-month timeline) must meet strict regulatory compliance requirements, while customer-facing features are being developed iteratively. During a compliance audit, regulators identify a new requirement that necessitates significant architectural changes. Your architecture team estimates 4 months of additional work, which would delay the predictive track and block all adaptive sprints that depend on the platform. The product owner wants to continue adaptive development on other features, but the architecture team insists everything must pause. How should you proceed?
September 9, 2026
Your organization is implementing a hybrid project to digitally transform its supply chain operations across three regions. During sprint planning, the CFO informs you that due to an unexpected market downturn, the project budget will be reduced by 30% starting next quarter. The predictive portion involves legacy system integration (60% complete), while the adaptive portion focuses on developing a customer-facing mobile application (3 sprints completed of 8 planned). Several vendors have already been contracted for the predictive work, and two agile teams are fully staffed. What should be your FIRST action to address this budget constraint?
September 9, 2026
You are leading a hybrid project for a healthcare organization to implement a new patient management system. The vendor-provided core system follows a waterfall implementation methodology (18 months), while internal teams are building custom integrations and patient portal features using Scrum. Three months into the project, a competitor launches a similar system with AI-powered features that are generating significant market buzz. Your executive sponsor asks you to assess whether to incorporate AI capabilities, noting that the organization's digital strategy is being revised to emphasize innovation. The vendor cannot add AI to their solution, and your agile teams lack AI expertise. How should you approach this situation?
September 9, 2026