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.
175 questions found · page 2 of 7
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
Your hybrid project delivers software features iteratively while following a predictive schedule for regulatory compliance milestones. You're three months into the six-month project when a new competitor launches a product with features your stakeholders now want to prioritize. The product owner wants to immediately reprioritize the backlog to include these competitive features, but doing so would likely cause the team to miss a regulatory filing deadline scheduled for next month. The regulatory work cannot be delayed without significant business consequences. What should be your next step?
August 11, 2026
You're managing a marketing campaign project using a hybrid approach where creative development is agile and media buying follows predictive contracts. During a retrospective, the creative team expresses frustration that their iterative work is often wasted because media placements are locked in months ahead based on initial concepts. The media team counters that they need creative specifications early to negotiate the best rates and placements. This tension is affecting team morale and collaboration. What is the most effective way to address this underlying conflict?
August 11, 2026
You are leading a construction project with a hybrid approach where design work follows agile iterations while procurement and construction follow predictive methods due to regulatory requirements. Your team has just completed an iteration that resulted in significant design changes based on user feedback. However, these changes conflict with materials already procured based on earlier design decisions. The procurement lead insists on using the existing materials to avoid waste and delays, while the design team believes the new approach better serves the end users. How should you proceed?
August 11, 2026
Your product development project uses a hybrid approach with quarterly predictive planning cycles and two-week agile sprints for execution. During sprint planning for sprint 5, the development team identifies technical debt accumulated over the past four sprints that is slowing their velocity by approximately 30%. The team wants to dedicate the next two sprints entirely to addressing technical debt, but this would impact committed deliverables for the quarterly milestone. The business stakeholders are expecting specific features at the end of the quarter. What is the best approach to address this situation?
August 11, 2026
You are managing a digital transformation project using a hybrid approach where infrastructure components follow a predictive lifecycle while software features are developed iteratively. The infrastructure team has completed their foundation work ahead of schedule, and some team members are now idle. The software team is struggling with their current sprint and could use additional resources. Your project sponsor suggests moving infrastructure team members to help the software team immediately. What should you do first?
August 11, 2026
A cross-functional agile team is developing a new customer portal. After the third sprint review, the product owner realizes that while the delivered features meet the acceptance criteria, the overall user experience is fragmented and doesn't align with the original product vision. Individual stories were completed successfully, but they don't work together cohesively. The team followed all agile ceremonies and the definition of done. What is the most likely root cause of this issue?
August 11, 2026
A product development team is working in two-week sprints. During sprint planning for Sprint 5, the product owner presents 15 user stories that they want completed. The development team's historical velocity is 35 story points, but the 15 stories total 52 story points. The product owner insists all stories are critical for an upcoming trade show demo in four weeks. Team members are concerned about committing to work they cannot complete. What is the best course of action?
August 11, 2026
During a sprint, your development team discovers that a technical dependency on a third-party API integration is more complex than originally estimated. The story was estimated at 5 points but will actually require approximately 13 points of effort. This story is critical to the sprint goal, but completing it will require the team to remove other committed work from the sprint. The daily stand-up is happening in one hour. What should the team do?
August 11, 2026
Your agile team has been delivering consistent increments every two weeks for six months. A new senior stakeholder joins the project and requests a detailed Gantt chart showing all remaining features with specific completion dates for the next six months. The product owner is concerned this stakeholder may not understand the agile approach. The stakeholder has significant influence over project funding. How should you respond to this request?
August 11, 2026
Your agile team has completed three sprints of a mobile application development project. During the sprint retrospective, several team members express frustration that they are frequently interrupted by stakeholders asking for status updates and clarifications on features. The product owner mentions that stakeholders feel disconnected from the project progress. The team's velocity has dropped by 15% over the last two sprints. What should the Scrum Master do to address this situation?
August 11, 2026
Your agile team is developing a mobile healthcare application in a regulated environment. During sprint planning for sprint 8, the product owner presents user stories for a new patient data-sharing feature. The team identifies that implementing this feature requires integrating with a legacy hospital system that has unreliable APIs and poor documentation. Past experience shows that such integrations typically reveal unknown dependencies mid-sprint. The product owner insists this feature is critical for a partnership announcement in four sprints and must begin now. The team is concerned about committing to a sprint goal they may not achieve. What approach best balances the business urgency with empirical process control?
August 4, 2026
You are coaching an agile team that has achieved high performance, consistently delivering 55-60 story points per sprint with minimal defects. The organization's PMO has mandated that all teams adopt a new estimation approach using ideal hours instead of story points, claiming this will enable better cross-team resource planning and executive reporting. Your team objects strongly, arguing that story points reflect their shared understanding and that converting to hours will reduce their estimation accuracy. The PMO has set a deadline of two sprints to transition. Senior management supports the PMO initiative as part of portfolio-level standardization. What should you do?
August 4, 2026
Your product team is in sprint 6 of developing an AI-powered analytics platform. The product backlog contains 180 stories, and the product owner has been prioritizing based on business value scoring. During backlog refinement, the technical lead warns that continuing to build features on the current data architecture will create massive refactoring work later, potentially requiring 4-6 sprints to address. However, stakeholders are eager to see new analytics capabilities demonstrated at an industry conference in five sprints. The technical lead proposes dedicating the next two sprints entirely to architectural improvements with no visible features. How should you guide the product owner's decision?
August 4, 2026
You are leading an agile transformation for a distributed team building a customer portal. After three sprints, you notice that the team's velocity has dropped from 45 to 28 story points, and sprint goals are consistently not met. During daily standups, team members report blockers related to waiting for architectural decisions from a centralized enterprise architecture group that reviews designs every two weeks. The product owner is frustrated with slow progress and wants to add more developers. Team morale is declining as members feel they cannot control their outcomes. What is the most effective approach to restore the team's ability to deliver value?
August 4, 2026
Your agile team has been delivering increments for a regulatory compliance product over the past four sprints. During the sprint review, the compliance officer raises concerns that while individual features work well, the product lacks end-to-end workflow validation required for regulatory approval. The product owner argues that all acceptance criteria were met and signed off. Stakeholders are now questioning whether the product will pass the mandatory audit in two sprints. The team has velocity data showing consistent delivery, but no integrated compliance testing has been performed. What should you do first to address this situation?
August 4, 2026
A project team is developing a customer portal using a hybrid approach. The infrastructure and security components are managed using predictive methods with detailed upfront planning, while the user interface features are developed iteratively using Scrum. During sprint planning, the development team realizes that a new security requirement from the infrastructure team will impact three user stories planned for the current sprint. The product owner wants to proceed with the original sprint plan. What should the project manager do first?
August 3, 2026
An engineering project is using a hybrid delivery approach where hardware development follows a stage-gate process while software features are developed using Kanban. The project is preparing for the gate 3 review which requires demonstrable integration between hardware and software. The software team's Kanban board shows several features in progress, but only 40% of planned integration points have been completed. The hardware team is ready for the gate review and cannot proceed to the next stage without approval. Senior management is pressuring for the gate review to proceed as scheduled. What is the MOST appropriate action?
August 3, 2026
A project team is implementing a new enterprise system using a hybrid approach. The data migration and infrastructure deployment are managed predictively with a detailed work breakdown structure, while the user training and change management activities are handled adaptively based on user feedback loops. The infrastructure team has completed their deployment two weeks ahead of schedule. The change management team is currently in their second iteration and has three more iterations planned. What should the project manager do to optimize value delivery?
August 3, 2026
A software development project uses Scrum for application development while regulatory compliance and documentation follow a plan-driven approach with formal reviews and approvals. The compliance team has scheduled their milestone review for the end of the month, which coincides with the team's sprint 8 review. The Scrum team has discovered that two features scheduled for sprint 8 require additional compliance documentation that typically takes three weeks to prepare and approve. The product owner wants to keep both features in the sprint to meet customer commitments. How should the project manager address this situation?
August 3, 2026
A manufacturing project is using a hybrid approach where the facility construction follows a waterfall methodology while the equipment installation and testing uses iterative cycles. The project is currently 60% complete based on the construction milestones. However, during the third iteration of equipment testing, the team discovers that several pieces of equipment require modifications to the facility layout that was already constructed. This discovery threatens both the budget and timeline. What is the BEST course of action?
August 3, 2026