Free PMP Practice Exam (2026)

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Question 1Process⚑ Flag

An executive wants a new mobile banking product delivered in six months with a fixed budget and every feature on a 60-item list. The product is innovative and many items are poorly understood. What should the project manager propose?

AFix the date and budget, and let scope flex with items ordered by business value BAccept all three constraints and add a large contingency reserve to the budget CFix the full scope and budget, and let the delivery date move as work progresses DDecline to commit to anything until every feature has been fully specified first

Correct answer: A. Fix the date and budget, and let scope flex with items ordered by business value
When uncertainty is high, fixing time and cost while letting scope flex by value protects the most important features. Adding contingency hides the risk without addressing it, and the unclear items may still not fit.

Question 2People⚑ Flag

Your sponsor asks you to write the product vision for a new agile initiative on your own and present it to the team next week so they can start building. What is the BEST approach?

ADelay the vision until after the first sprint so it can be based on what the team learns BAsk the product owner to write the vision instead, since the product owner owns the product CFacilitate a session where the team, product owner, and key stakeholders shape the vision for sponsor approval DWrite the vision as the sponsor asked, then invite the team's questions and concerns at the presentation next week

Correct answer: C. Facilitate a session where the team, product owner, and key stakeholders shape the vision for sponsor approval
A vision that the team and stakeholders help shape earns far more commitment, and the sponsor still gives final approval. Writing it alone meets the request but produces a vision the team may only accept on paper.

Question 3Business Environment⚑ Flag

A company is scaling from two to eight agile teams working on one product. Executives want stronger oversight but fear that heavy approval layers will slow delivery. Cross-team dependencies are already causing missed sprint goals. Which governance approach is BEST?

ALet every team govern itself and resolve dependencies only when they cause delays BAppoint one manager to approve all backlog changes across the eight teams CRequire each team to submit a detailed plan for executive approval every sprint DAdd a lightweight cadence of cross-team syncs and clear portfolio decision rights

Correct answer: D. Add a lightweight cadence of cross-team syncs and clear portfolio decision rights
Lightweight, cadence-based coordination with clear decision rights gives oversight and dependency management without heavy approvals. Full team self-governance sounds agile, but it leaves dependencies unmanaged, which is already causing failures.

Question 4Process⚑ Flag

A newly formed agile team keeps waiting for the project manager to assign tasks at the start of each sprint. Work starts late, and team members say they are unsure who should take which story. What is the BEST action for the project manager?

AAssign tasks for a few more sprints and then hand the work over gradually to the team leads BCreate a task assignment matrix for each sprint so that everyone knows exactly what to work on next CAsk the product owner to assign stories to team members during sprint planning from now on DCoach the team to pull work from the sprint backlog themselves and agree how they will do this

Correct answer: D. Coach the team to pull work from the sprint backlog themselves and agree how they will do this
Agile teams are self-organizing and should pull work rather than receive assignments. The project manager acts as a servant leader who coaches the team to take this on. Assigning work, even for a while, builds dependence.

Question 5People⚑ Flag

On an agile project, the QA lead considers a story done only after full regression testing, while the business sponsor considers it done once it is demonstrated. This causes arguments at every sprint review. What should the project manager do?

AAdopt the QA lead's view, since quality should never be traded away for faster delivery BFacilitate agreement on a shared definition of done and make it visible to everyone involved CAdopt the sponsor's view, since the sponsor is funding the work and decides on acceptance DLet the product owner decide each story's status during the sprint review based on what was shown

Correct answer: B. Facilitate agreement on a shared definition of done and make it visible to everyone involved
A shared, visible definition of done aligns expectations about what complete means. Choosing either side's view without agreement leaves the other party frustrated and the conflict unresolved.

Question 6Business Environment⚑ Flag

On a hybrid project, the team must choose how to deliver a reporting module. Building it in-house costs $120,000, with a 40% chance of a $30,000 overrun. Buying a package costs $135,000, with a 10% chance of $20,000 in extra integration work. Based on expected monetary value, which option should the project manager recommend?

ABuy the package, because its risk exposure is only $2,000 BBuild in-house, because its expected cost is $132,000 CBuy the package, because its expected cost is $137,000 DBuild in-house, because its expected cost is $150,000

Correct answer: B. Build in-house, because its expected cost is $132,000
Expected cost is the base cost plus the expected value of the risk. Build: $120,000 + (0.40 x $30,000) = $132,000. Buy: $135,000 + (0.10 x $20,000) = $137,000, so building is cheaper by $5,000.

Question 7Process⚑ Flag

A predictive project produces circuit boards. One recent measurement is above the upper control limit but still within the customer's specification limits. The supervisor says no action is needed because the board meets the spec. What should the project manager do?

AAccept the board because it is within the customer's specification BWiden the control limits to match the specification limits CReject every board produced since the last good measurement DInvestigate the process for an assignable cause of the variation

Correct answer: D. Investigate the process for an assignable cause of the variation
A point outside the control limits means the process is out of control, even if the product meets the spec. The project manager should investigate the cause before it creates defects. Control limits reflect the process, while spec limits reflect the customer's requirements.

Question 8Process⚑ Flag

A predictive project will build a hospital wing in two phases. Phase 2 design depends on a permit decision expected in eight months, but the budget for both phases must be approved now. How should the project manager structure the WBS?

AEstimate every Phase 2 activity in full detail now using industry averages BLeave Phase 2 out of the WBS until the permit decision is formally received CDetail Phase 1 into work packages and hold Phase 2 as planning packages DCombine both phases into one work package to keep the control simple

Correct answer: C. Detail Phase 1 into work packages and hold Phase 2 as planning packages
Rolling wave planning details near-term work and keeps later, uncertain work as planning packages under control accounts. Detailed estimates for Phase 2 now would be guesswork that needs heavy rework once the permit decision arrives.

Question 9People⚑ Flag

Halfway through a hybrid project, a competitor launches a similar product, and the market research team says some of your planned features are no longer valuable. What should the project manager do FIRST?

AAsk the team to speed up delivery so the product reaches the market as soon as possible BWork with the product owner and sponsor to reassess the vision and priorities against the new market facts CRaise a change request to remove the features named by the market research team and rebaseline the schedule DContinue with the current plan, since the scope baseline has already been approved

Correct answer: B. Work with the product owner and sponsor to reassess the vision and priorities against the new market facts
A major market change means the vision itself needs checking with those who own value before plans are adjusted. Raising a change request first acts on part of the information before the overall direction is confirmed.

Question 10Business Environment⚑ Flag

An organization has had repeated failures on strategic projects run by business units. Executives decide that a central office will assign its own project managers to these projects and be accountable for their delivery. Which type of PMO are the executives establishing?

AA supportive PMO that supplies templates and coaching to the business unit project teams BA controlling PMO that requires business units to follow its methods and audits CA directive PMO that takes direct control by providing and managing project managers DA portfolio PMO that only selects and funds projects without managing delivery

Correct answer: C. A directive PMO that takes direct control by providing and managing project managers
A directive PMO has high control and directly manages projects by supplying the project managers. A controlling PMO also exerts control, but it enforces compliance rather than taking ownership of delivery.

Question 11Process⚑ Flag

A predictive project manager must show functional managers how many electricians the project needs each week for the next six months, and where that demand exceeds the electricians available. Which tool is BEST for this purpose?

AA resource histogram compared with the electricians' resource calendars BA resource breakdown structure listing electricians by skill category CA Gantt chart showing all electrical activities with their planned dates DA RACI chart listing the electricians' roles against each work package

Correct answer: A. A resource histogram compared with the electricians' resource calendars
A resource histogram shows resource demand over time, and comparing it with resource calendars makes overallocation visible. A RACI shows responsibility, an RBS shows categories, and a Gantt chart shows timing without demand totals.

Question 12People⚑ Flag

After the charter is approved on a predictive medical device project, the project manager finds that a regulatory agency, not listed anywhere, must approve the final product. What should the project manager do FIRST?

AAdjust the schedule straight away to add time for the agency's approval at the end of the project BAdd the agency to the stakeholder register and analyze its requirements and expectations CContact the agency directly to request an early review of the current product design documents DAsk the sponsor to update the charter so that it names the regulatory agency as a stakeholder

Correct answer: B. Add the agency to the stakeholder register and analyze its requirements and expectations
Identifying and analyzing a new stakeholder comes before changing plans or engaging them. Changing the schedule now is premature because the agency's requirements are not yet understood.

Question 13Business Environment⚑ Flag

A predictive project faces a 20% chance that a key machine fails during commissioning, which would cost $200,000. A preventive maintenance contract costs $15,000 and would cut the probability of failure to 5%. The sponsor asks whether the contract is worth buying. What should the project manager advise?

ABuy the contract, because expected cost drops from $40,000 to $25,000 BBuy the contract, because expected cost drops from $40,000 to $10,000 CSkip the contract, because its $15,000 price is not justified by the risk DSkip the contract, because a 20% chance of failure is within tolerance

Correct answer: A. Buy the contract, because expected cost drops from $40,000 to $25,000
Without the contract, expected cost is 0.20 x $200,000 = $40,000. With it, expected cost is (0.05 x $200,000) + $15,000 = $25,000. The contract saves $15,000 in expected terms, so it is worth buying.

Question 14Process⚑ Flag

A hybrid team has had integration failures in four of the last five sprints. In meetings, people blame the test environment, unclear interfaces, and a third-party library. No one agrees. What should the project manager do?

AAdd an extra integration test stage at the end of each sprint before the review BReplace the third-party library, since it was mentioned most CRun a cause-and-effect analysis with the team to find the root cause DAssign a senior developer to own all future integrations

Correct answer: C. Run a cause-and-effect analysis with the team to find the root cause
A cause-and-effect (fishbone) analysis, often with 5 whys, helps the team sort possible causes and find the real root cause. That replaces opinion with structured analysis. The other options act before the cause is known.

Question 15Process⚑ Flag

An agile team at a bank must produce audit evidence for each change to meet regulations. The team wants to skip documentation, saying working software matters more. Auditors warn the release may be blocked. What should the project manager do?

AHire a separate writer to rebuild the audit records from the code at the end BAllow the team to skip documentation, since agile values working software CPlan a documentation phase after the final sprint to produce all audit records DAdd the required audit evidence to the definition of done for every story

Correct answer: D. Add the required audit evidence to the definition of done for every story
Tailoring the definition of done to include compliance evidence produces it incrementally and keeps each increment releasable. A documentation phase at the end delays risk discovery and makes the records less accurate.

Question 16People⚑ Flag

A predictive project team has been formed from three departments. In the first weeks, members have different expectations about decision making, meeting behavior, and response times. What should the project manager do?

APublish a set of team rules based on the organization's standard practices and ask everyone to follow them BAsk the functional managers to agree on common rules and pass them to their staff CLet each department follow its own norms, since forcing change would cause resistance DFacilitate the team in creating a team charter that sets out shared values and ground rules

Correct answer: D. Facilitate the team in creating a team charter that sets out shared values and ground rules
A team charter that the team creates gives everyone shared norms they own and will follow. Publishing rules may be faster, but imposed rules get less commitment than ones the team agrees together.

Question 17Business Environment⚑ Flag

A pharmaceutical company requires formal phase gates for regulatory reasons, but its development teams now work in short agile iterations. Gate reviewers keep asking for large documents that the teams no longer produce. What is the BEST approach?

AAlign gate criteria with evidence from working increments while meeting regulations BDrop the phase gates because they conflict with the agile delivery approach CAsk the teams to produce the full documents before each gate review meeting DRun the gates only at the end of the project so iterations are not interrupted

Correct answer: A. Align gate criteria with evidence from working increments while meeting regulations
Tailoring gate criteria to use evidence from working increments keeps regulatory governance while respecting the agile approach. Producing full documents satisfies reviewers but adds waste and fights the delivery model the teams have chosen.

Question 18Process⚑ Flag

A seller won a contract partly because its proposal named two senior engineers as key personnel. One month in, the seller's functional manager moves one of them to another client without telling the buyer. The project manager works for the seller. What should the project manager do FIRST?

AEscalate to the sponsor and ask that the functional manager be overruled on the reassignment BReview the key personnel clause and work with the manager to restore the engineer or agree a substitute CBring in the most experienced available engineer and tell the buyer at the next status meeting DAccept the change because the functional manager controls staffing decisions in the organization

Correct answer: B. Review the key personnel clause and work with the manager to restore the engineer or agree a substitute
Named key personnel are a contract commitment, and the contract usually says how substitutions are approved. The project manager should check that clause and work with the functional manager to meet it. Changing staff without buyer approval can breach the contract.

Question 19People⚑ Flag

On a hybrid program, the steering committee expects the new system to cut operating costs. The delivery team believes its main value is a better customer experience, and is prioritizing accordingly. What should the project manager do?

ALet the team continue, since a better customer experience will probably reduce costs over time BTell the team to switch priorities to cost savings, because the steering committee approves funding CReport both views in the next status report and let the steering committee notice the difference DRevisit the benefits management plan with the sponsor to align on the expected value and measures

Correct answer: D. Revisit the benefits management plan with the sponsor to align on the expected value and measures
Expected benefits and how they will be measured must be agreed, or the project will deliver value nobody asked for. Switching the team's priorities without alignment may solve the wrong problem.

Question 20Business Environment⚑ Flag

During a risk workshop on a predictive project, the engineering lead rates a risk as high impact while the finance lead rates the same risk as low impact. Similar disagreements happen on most risks, and the team cannot agree on priorities. What should the project manager do?

AAsk the sponsor to make the final decision on every rating that the team disputes BMove straight to quantitative analysis to replace all the subjective ratings CAgree on defined probability and impact scales with clear thresholds for each level DUse the higher of the two ratings in each case so that no risk is ever underestimated

Correct answer: C. Agree on defined probability and impact scales with clear thresholds for each level
Inconsistent ratings usually mean the team lacks shared definitions. Agreed probability and impact scales, set out in the risk management plan, let everyone score risks the same way. Quantitative analysis is costly and is not needed to fix this.

Question 21Process⚑ Flag

Near the end of a sprint, an agile team says it will meet the sprint goal only if it skips writing automated tests for two stories. The definition of done requires automated tests. The product owner is willing to accept the stories anyway. What should the project manager do?

ARemind the team that stories without tests are not done and should not be shown as complete BExtend the sprint by two days so the tests can be written CAllow it and record the missing tests as technical debt to be paid down in the next sprint or two DAsk the product owner to update the definition of done for this sprint

Correct answer: A. Remind the team that stories without tests are not done and should not be shown as complete
Work that does not meet the definition of done is not done, and showing it as complete hides real progress. The unfinished stories go back to the backlog. Changing the definition of done or the sprint length erodes quality and predictability.

Question 22Process⚑ Flag

A PMO requires every project to pass formal phase gates with signed documents. A product team uses Scrum and releases every quarter. The PMO says the team is not following governance. What is the BEST approach?

AKeep two sets of plans, one agile for the team and one predictive for the PMO BStop using Scrum and adopt the PMO's predictive life cycle for this product CMap the gate criteria to release reviews and show evidence from increments DAsk the sponsor to exempt the product team from all PMO governance checks

Correct answer: C. Map the gate criteria to release reviews and show evidence from increments
Tailoring governance so gates use real evidence from working increments meets the PMO's need without abandoning a working approach. Running two sets of plans wastes effort and makes the reporting less honest.

Question 23People⚑ Flag

On an agile team, the UX designer focuses on design polish while backend developers focus on technical refinement. Each sprint ends with good work in both areas but no usable feature for customers. What is the BEST action for the project manager?

AHelp the product owner and team set a shared sprint goal tied to the product vision that everyone works toward BAsk the product owner to review each specialist's work more often during the sprint CAssign a lead to coordinate UX and backend tasks so they are completed in the right order DCreate separate backlogs for UX and backend work so that each specialist can work at full speed without waiting

Correct answer: A. Help the product owner and team set a shared sprint goal tied to the product vision that everyone works toward
A shared sprint goal connected to the vision pulls specialists together toward one usable outcome. Separate backlogs make the problem worse by splitting the team further.

Question 24Business Environment⚑ Flag

On a predictive project, the steering committee meets quarterly, but a vendor decision affecting the critical path must be made within two weeks. The project manager does not have authority to make it. What should the project manager do?

AMake the decision now and explain it to the steering committee at the next meeting BWork with the sponsor to use the governance exception process for a timely decision CWait for the quarterly meeting and record the resulting delay as a project issue DAsk the vendor to extend its offer until the steering committee can meet again

Correct answer: B. Work with the sponsor to use the governance exception process for a timely decision
Governance should have a path for urgent decisions, so the PM works with the sponsor to reach the right authority in time. Deciding alone is quick, but it exceeds the PM's authority and weakens the governance structure.

Question 25Process⚑ Flag

An agile team depends on a central UX group for every screen design. Stories often wait four to six days for designs, and the team regularly misses sprint goals as a result. What is the BEST long-term approach?

ABring a UX designer into the team, or build UX skills within it, so the team is cross-functional BRemove UX-heavy stories from upcoming sprints until the UX group has more designers available CAsk the UX group to give the team's requests top priority over the other teams they support DPlan design work two sprints ahead so the UX group always has enough lead time to respond

Correct answer: A. Bring a UX designer into the team, or build UX skills within it, so the team is cross-functional
Agile teams work best when they have all the skills needed to deliver value without handoffs. Adding a UX designer or growing T-shaped skills removes the wait at its source. Planning further ahead only reduces the delay.

Question 26People⚑ Flag

A customer on an agile project insists that every feature on a list of forty must be in the first release. The team estimates that only about twelve can be delivered by the target date. What is the BEST approach?

ALet the product owner choose twelve features and present the final list to the customer BExtend the release date until all forty features can be completed by the current team CUse story mapping with the customer to define an MVP around key outcomes DInclude all forty features and ask the team to find ways to increase its delivery speed

Correct answer: C. Use story mapping with the customer to define an MVP around key outcomes
Story mapping with the customer builds shared understanding of what delivers the most value first. Having the product owner choose alone may be faster but loses the customer's buy-in.

Question 27Business Environment⚑ Flag

A predictive project building a riverside warehouse identified a flood risk. The team raised the site foundation, which lowered the probability of flooding but did not remove it. The risk owner reports that the mitigation work is finished. What should the project manager do NEXT?

ATransfer the remaining flood risk by insuring the building for its full replacement value BRecord the residual risk, confirm it is within threshold, and keep a fallback plan CRaise the foundation further until the chance of flooding is completely eliminated DClose the flood risk in the register, since the planned response has been completed

Correct answer: B. Record the residual risk, confirm it is within threshold, and keep a fallback plan
The risk that remains after a response is residual risk. It should be recorded, checked against the agreed threshold, and covered by contingency or fallback plans if needed. Closing it would ignore a real exposure.

Question 28Process⚑ Flag

Midway through a predictive project, the team finds that a key deliverable has no measurable acceptance criteria. The customer describes the requirement only as 'fast and easy to use.' What should the project manager do?

AHave the team set its own targets based on similar projects BRaise a change request to remove the requirement from scope CContinue the work as planned and let the customer judge the result at the final review DWork with the customer to define measurable criteria and update the quality plan

Correct answer: D. Work with the customer to define measurable criteria and update the quality plan
Quality can only be verified against measurable criteria agreed with the customer. Defining them now and updating the quality management plan avoids a dispute at acceptance. Guessing or delaying the decision raises that risk.

Question 29Process⚑ Flag

A release burnup chart shows total scope grew from 200 to 260 points over four sprints. The team has completed 100 points and holds a steady velocity of 25 points per sprint. If scope stops growing now, about how many more sprints are needed?

A7 sprints, based on 160 remaining points at 25 points per sprint B4 sprints, based on the 100 points the team has already completed C6 sprints, based on the original 200 points less the completed work D11 sprints, based on the total scope of 260 points at this velocity

Correct answer: A. 7 sprints, based on 160 remaining points at 25 points per sprint
The remaining work is 260 minus 100, or 160 points, and 160 divided by 25 is 6.4, which rounds up to 7 sprints. Using the original 200 points ignores the scope that has already been added.

Question 30People⚑ Flag

Your hybrid project team is spread across three countries. Several weeks in, you find that the vision statement has been understood differently in each location, partly because of language differences. What should the project manager do?

AAsk each location's lead to explain the vision to their own team in the local language and report back any questions BHold interactive sessions in each location using visuals and examples, and ask members to explain the vision back CShorten the vision statement so there is less room for misunderstanding DSend the vision statement again with a translated version for each location

Correct answer: B. Hold interactive sessions in each location using visuals and examples, and ask members to explain the vision back
Interactive sessions with visuals and teach-back confirm real understanding across languages and cultures. A translation helps with words but does not show whether people understand the vision the same way.

Question 31Business Environment⚑ Flag

On an agile project, the product owner must take every backlog priority decision to a management committee that meets every two weeks. The team often waits days for answers and sprint planning is regularly delayed. What should the project manager do?

AWork with the sponsor to give the product owner clear authority over the backlog BAsk the team to estimate more stories so they have extra work ready while waiting CMake the priority decisions for the team when the committee is not available DShorten sprints so they line up with the committee's two-week meeting schedule

Correct answer: A. Work with the sponsor to give the product owner clear authority over the backlog
Agile depends on an empowered product owner, so the PM addresses the root cause by helping clarify that role's decision rights with the sponsor. Making the decisions personally removes the delay but takes over a role that is not the PM's.

Question 32Process⚑ Flag

Two projects in the same program need the only certified network architect during the same week. Both project managers say their work has priority, and the architect is unsure whom to support. What should the project manager do FIRST?

AAsk the architect to work extra hours that week so that both projects get the support they need BAsk the resource manager to hire a contract architect so that each project has its own specialist CEscalate to the program manager and ask for an immediate decision about which project gets the architect DMeet the other project manager to explore resequencing or splitting the architect's time between them

Correct answer: D. Meet the other project manager to explore resequencing or splitting the architect's time between them
Project managers should first try to resolve resource conflicts directly, looking for options such as resequencing or sharing. If they cannot agree, they escalate with options prepared. Overtime and hiring are not first steps.

Question 33People⚑ Flag

On a predictive construction project, a local residents' group says it expected work to stop by 6 p.m. each day. The plan, which meets all legal limits, schedules work until 8 p.m. What should the project manager do FIRST?

AMeet the residents' representatives to understand concerns and review the plan BAsk the sponsor to decide whether to change the working hours for the rest of the project CContinue as planned, since the schedule complies with every legal working-hour requirement DRefer the residents to the company's legal department to handle any further complaints

Correct answer: A. Meet the residents' representatives to understand concerns and review the plan
Listening to the community first lets the project manager understand the concern and explore options. Relying on legal compliance alone can lead to protests, delays and reputational damage.

Question 34Business Environment⚑ Flag

The sponsor of an agile project says she cannot tell whether the team is reducing risk over time. The team keeps a risk list on its wiki but shares no trend data. She wants a simple way to see progress at each iteration review. What should the project manager do?

APrepare a detailed monthly risk report with each risk's analysis and history BSend the sponsor the full risk list after every iteration for her to review CCreate a risk burndown chart showing total risk exposure across iterations DInvite the sponsor to the daily standups so she can hear about risks firsthand

Correct answer: C. Create a risk burndown chart showing total risk exposure across iterations
A risk burndown chart plots total risk exposure over iterations, so stakeholders can see at a glance whether risk is falling. It is simple and fits naturally into iteration reviews. Raw lists or long reports do not show the trend.

Question 35Process⚑ Flag

To recover time, a developer on a hybrid project proposes dropping peer code reviews for the rest of the release. The team lead points out that reviews take about 10 percent of development time. What is the BEST response from the project manager?

AUse defect data to compare review time with the expected cost of failures BAsk the product owner whether quality or speed matters more CApprove the proposal, since 10 percent is a large share of the team's remaining capacity DDrop the reviews only for low-risk parts of the code base

Correct answer: A. Use defect data to compare review time with the expected cost of failures
Peer reviews are an appraisal cost that usually prevents much larger failure costs later. Comparing review effort with defect data lets the team decide on facts. Dropping them without analysis often increases total cost.

Question 36Process⚑ Flag

A company must move its data center to a new site over one weekend. Every step is known, the work cannot be delivered in pieces, and any error means a long outage. Several team members want to run the move in two-week Scrum sprints. Which approach is BEST?

AUse a Kanban board so work items move through the weekend as team capacity allows BBuild the move in iterations, testing a small part of the cutover each time CRun the move in two-week sprints so the team can adjust the plan often DUse a predictive plan with a detailed runbook, rehearsals, and fallback steps

Correct answer: D. Use a predictive plan with a detailed runbook, rehearsals, and fallback steps
Low uncertainty and a single, all-at-once delivery fit a predictive approach with careful rehearsal. Sprints add little when the work is known and cannot be released in parts.

Question 37People⚑ Flag

You take over a predictive project from a project manager who left suddenly. Team members tell you they are unsure what the project's objectives are and what is expected of them. What should the project manager do FIRST?

AMeet the sponsor to ask for new objectives that will restart the project BReview the charter, business case, and project management plan, then meet the team to confirm shared objectives CHold a team meeting immediately to set new objectives that reflect your own approach and restore the team's focus DAsk each team member to send you a summary of their current tasks and deadlines

Correct answer: B. Review the charter, business case, and project management plan, then meet the team to confirm shared objectives
Understanding the approved objectives and plan first lets you give the team a clear and accurate picture. Setting new objectives yourself ignores what has already been agreed with the sponsor and stakeholders.

Question 38Business Environment⚑ Flag

Two organizations launch a joint venture project to build a shared logistics platform using a hybrid approach. Each company has its own governance rules, and early meetings stall because no one is sure whose rules apply. What should the project manager do FIRST?

ALet each company govern the parts of the work that its own staff deliver BEscalate the problem to the legal teams of both companies to settle it CAgree a project-specific governance framework with both sponsors DAdopt the governance rules of the company that is funding the larger share

Correct answer: C. Agree a project-specific governance framework with both sponsors
A joint venture needs its own agreed framework covering roles, decision rights and escalation, set with both sponsors. Splitting governance by company sounds fair, but it creates gaps and conflicts at every shared decision point.

Question 39Process⚑ Flag

On a hybrid project, the quality manager complains that the testing approach was changed without her input. The RACI chart lists her as Informed for testing decisions, but she believes she should be Consulted. What should the project manager do FIRST?

AAsk the sponsor to decide which role the quality manager should have in testing decisions BReview the RACI entry with her and the testing leads and update it if her role was set incorrectly CExplain that the RACI chart was approved and that she will continue to receive updates after decisions DReverse the change to the testing approach until the quality manager has reviewed it and agreed

Correct answer: B. Review the RACI entry with her and the testing leads and update it if her role was set incorrectly
The RACI chart should reflect who truly needs to give input. Reviewing it with the people involved fixes the role and prevents repeat issues. Defending the chart, reversing work or escalating skips this direct step.

Question 40People⚑ Flag

Midway through a hybrid project, the sponsor is replaced. The new sponsor has a reputation for focusing on speed over features, which differs from the original sponsor's priorities. What should the project manager do FIRST?

AReplan the project to deliver faster, based on what is known about the new sponsor's priorities BContinue following the current plan, since it was approved by the original sponsor at the start CAsk the original sponsor to brief the new sponsor on the project's agreed scope and objectives DMeet the new sponsor to review the charter and status and understand the sponsor's expectations

Correct answer: D. Meet the new sponsor to review the charter and status and understand the sponsor's expectations
A direct conversation confirms the new sponsor's expectations rather than relying on reputation. Replanning based on rumor could waste effort if the sponsor actually supports the current direction.

Question 41Business Environment⚑ Flag

A predictive project must install a high-voltage substation. The internal team has no experience with this work, and errors could cause serious damage and delays. A qualified specialist firm is available. Which risk response is MOST appropriate?

AMitigate the risk by sending internal staff on a short high-voltage course BTransfer the risk through a fixed-price contract with the specialist firm CAvoid the risk by removing the substation from the project scope entirely DAccept the risk and set aside contingency reserve for any damage and delays

Correct answer: B. Transfer the risk through a fixed-price contract with the specialist firm
Transferring shifts the ownership and financial impact of a threat to a party better able to manage it. A fixed-price contract with a qualified firm puts the work, and the cost of errors, with experts. A short course would not build enough skill for such high-risk work.

Question 42Process⚑ Flag

A predictive project receives 20,000 identical sensors from a supplier. Testing each sensor would take six weeks and destroy it. The contract requires proof that the lot meets the quality standard. What should the project manager do?

ATest only the sensors that look damaged on arrival BTest every sensor and accept the six-week delay CUse statistical sampling to test a valid sample from the lot DAccept the supplier's certificate of conformance

Correct answer: C. Use statistical sampling to test a valid sample from the lot
Statistical sampling gives reliable evidence about a whole lot without testing every unit. It suits destructive or costly tests. Accepting only a certificate or testing damaged units does not give a sound basis for acceptance.

Question 43Process⚑ Flag

Two versions of a design specification are in circulation on a manufacturing project. The team built a prototype against the outdated one, causing two weeks of rework. What should the project manager put in place to prevent this?

AConfiguration management that controls versions and marks the approved one BExtra quality audits at each milestone to compare work with the design CA stricter change management process that requires sponsor sign-off DA rule in the communications plan to email every new design version

Correct answer: A. Configuration management that controls versions and marks the approved one
Configuration management identifies and controls versions of project artifacts so the team always uses the approved one. A stricter change process controls whether changes are approved, but does not stop people from using the wrong version.

Question 44People⚑ Flag

Your organization sets objectives and key results (OKRs) at the portfolio level. Your agile team says it does not see how its sprint work contributes to these objectives. What should the project manager do?

AAsk the portfolio office to present the OKRs to the team at the next all-hands meeting BTell the team that its focus should remain on the sprint goal rather than portfolio objectives CAdd an OKR reference field to every user story in the team's tracking tool DWork with the product owner to map epics to the OKRs and show the links on a visible board

Correct answer: D. Work with the product owner to map epics to the OKRs and show the links on a visible board
Mapping epics to OKRs and making the link visible helps the team see how its work creates value. A presentation may share information, but it does not connect the objectives to the team's daily work.

Question 45Business Environment⚑ Flag

An agile team plans to add a feature that collects users' precise location data in a mobile app sold to customers in several countries. The feature is high on the backlog and the team wants to start next sprint. What should the project manager do FIRST?

AEngage privacy and legal experts to define requirements before the feature is built BLet the team build the feature and run a privacy review after the first release CAdd a consent checkbox to the design since that meets most privacy regulations DAsk the product owner to move the feature lower in the backlog until next year

Correct answer: A. Engage privacy and legal experts to define requirements before the feature is built
Privacy requirements differ by country and must shape the design, so experts should define them before building starts. A consent checkbox sounds like a quick fix, but it assumes the requirements without knowing what each jurisdiction demands.

Question 46Process⚑ Flag

During release planning for a hybrid IoT project, the team learns that specialized lab equipment needed for integration testing has a 10-week supplier lead time. Integration testing is planned for sprint 5, about eight weeks away. What is the BEST action?

AAsk the team to use simulators for integration testing for the rest of the project instead of real lab gear BKeep the plan unchanged and ask the supplier to deliver within eight weeks at no extra cost COrder the equipment now and resequence the backlog so integration testing starts when it arrives DWait to order the equipment until the integration stories are pulled into a sprint by the team

Correct answer: C. Order the equipment now and resequence the backlog so integration testing starts when it arrives
Long-lead physical resources must be identified and ordered early, even in agile work. Ordering now and adjusting the backlog sequence keeps the release realistic. Waiting until the sprint guarantees a delay.

Question 47People⚑ Flag

A senior executive asks an agile team to commit to a fixed scope, fixed date and fixed cost for a new product whose market and technology are both highly uncertain. What is the BEST response?

ACommit to all three with a large contingency buffer so the executive's expectations can be met BRefuse to commit to anything, since agile teams cannot give dates or cost estimates at all CCreate a detailed predictive estimate of all the work so firm commitments can be made DExplain trade-offs and propose fixed time and cost with scope adapting via reviews

Correct answer: D. Explain trade-offs and propose fixed time and cost with scope adapting via reviews
Under high uncertainty, fixing time and cost while letting scope flex, with frequent reviews, sets honest expectations. A big buffer gives false confidence and still may not hold.

Question 48Business Environment⚑ Flag

In a hybrid project, the risk register includes a risk that the cloud provider's region could have an extended outage. The agreed contingency plan is to switch to a backup region, and a named risk owner is responsible. During a release week, the trigger condition occurs. What should happen FIRST?

AThe project manager calls an urgent team meeting to decide how to respond to the outage BThe project manager submits a change request to approve using the backup region CThe team reassesses the probability and impact of the outage before taking any action DThe risk owner carries out the agreed contingency plan to switch to the backup region

Correct answer: D. The risk owner carries out the agreed contingency plan to switch to the backup region
The point of planning a response and naming an owner is to act fast when the trigger occurs. The risk owner should carry out the agreed contingency plan right away. Meetings, reassessment, or change requests at this stage only add delay.

Question 49Process⚑ Flag

A predictive project has these activities: A (4 days) starts the project; B (6 days) and C (3 days) both follow A; D (5 days) follows both B and C. Activity C is delayed by 5 days. What is the impact on the project end date?

ANo impact, because C has float BThe project finishes 2 days late CThe project finishes 3 days late DThe project finishes 5 days late

Correct answer: B. The project finishes 2 days late
The critical path A-B-D is 4+6+5 = 15 days, so C has 3 days of float (path A-C-D is 12 days). A 5-day delay uses the 3 days of float and pushes the end date by 2 days. The new length of A-C-D is 4+8+5 = 17 days.

Question 50Process⚑ Flag

A Scrum team of five people works six focused hours per day in a 10-working-day sprint. One working day is a public holiday for everyone, and one member will also be on leave for four days. What is the team's capacity in hours for this sprint?

A300 hours, based on five members working ten days at six hours each B276 hours, after taking out the four days of leave for one member C246 hours, after taking out both the holiday and the member's leave D270 hours, after taking out only the public holiday for all members

Correct answer: C. 246 hours, after taking out both the holiday and the member's leave
Five members over nine working days gives 45 person-days, less four days of leave leaves 41, and 41 times 6 hours is 246. Removing only the holiday ignores the member's leave and overstates capacity.

Question 51People⚑ Flag

On a hybrid project, the team considers success to be delivering on time and on budget. The sponsor, however, considers success to be user adoption six months after launch. What is the BEST approach?

AReport on schedule and budget to the team, and on adoption to the sponsor BAccept the sponsor's definition of success and tell the team to focus on user adoption from now on in every phase CAdd adoption to the risk register, since it falls outside the project's direct control DFacilitate a discussion with the team and sponsor to agree on success criteria, and record them in the charter

Correct answer: D. Facilitate a discussion with the team and sponsor to agree on success criteria, and record them in the charter
A shared, documented definition of success ensures the team and sponsor are working toward the same result. Accepting the sponsor's view without discussion may align on paper but leaves the team without understanding or ownership.

Question 52Business Environment⚑ Flag

On a predictive construction project, the project manager discovers that a subcontractor's welders lack a certification required by the contract and by building codes. Some welding work has already been completed. What should the project manager do NEXT?

AAllow the work to continue while the welders complete certification training BTerminate the subcontractor immediately and hire a fully certified replacement CReview the contract terms, involve procurement, and require corrective action DAsk a certified inspector to approve the completed welds without a formal review

Correct answer: C. Review the contract terms, involve procurement, and require corrective action
The PM should use the contract terms and procurement experts to require corrective action, including inspection of completed work. Terminating immediately is drastic and may breach the contract before the facts and remedies are reviewed.

Question 53Process⚑ Flag

An agile team has worked overtime for three straight sprints to meet a fixed release date. Defects are rising, and two team members say they are exhausted. The product owner wants to keep the same pace. What is the BEST action for the project manager?

AAdd two new developers to the team right away so the work can be shared across more people BRe-plan with the product owner using real velocity so the team can return to a sustainable pace CAsk the team to skip retrospectives so more time is spent on development work each sprint DApprove more overtime pay so the team stays motivated until the release date is reached

Correct answer: B. Re-plan with the product owner using real velocity so the team can return to a sustainable pace
Agile values a sustainable pace, and burnout lowers quality. Re-planning scope with the product owner based on real velocity keeps the date realistic. Adding people late often slows teams down in the short term.

Question 54People⚑ Flag

On an agile project, a key stakeholder changes direction on a feature at almost every sprint review, causing significant rework. The team is frustrated. What should the project manager do?

ATrack the rework hours and send the stakeholder a report showing the cost of each change BFreeze the scope for the rest of the release so the stakeholder cannot request more changes CHelp the product owner involve the stakeholder earlier in refinement to clarify the underlying goal DStop inviting the stakeholder to sprint reviews until the current release is fully completed

Correct answer: C. Help the product owner involve the stakeholder earlier in refinement to clarify the underlying goal
Frequent changes often signal an unclear goal, so earlier involvement in refinement reduces churn. Freezing scope goes against agile values and may lead to a product the stakeholder does not want.

Question 55Business Environment⚑ Flag

At the kickoff of a hybrid project, the project manager senses that team members are reluctant to raise concerns because the sponsor is very optimistic about the project. The project manager wants to uncover risks that people may not mention in a normal discussion. Which technique is BEST?

ARun a pre-mortem where the team imagines the project has failed and lists the causes BAsk the sponsor to leave the meeting so the team can brainstorm risks more freely CUse the risk register from a similar past project as the complete list of risks DSend a confidential survey asking each team member to rank the risks already identified

Correct answer: A. Run a pre-mortem where the team imagines the project has failed and lists the causes
A pre-mortem asks people to assume failure and explain what caused it, which makes concerns easier to voice. It brings out risks that optimism or hierarchy might hide. Ranking known risks will not uncover new ones.

Question 56Process⚑ Flag

A predictive software rollout is two weeks behind. There is no extra budget, and no more qualified staff are available. Some testing could start on finished modules before all coding is done. What should the project manager do?

AAsk the sponsor for more budget so contractors can be brought in to help finish coding BFast track by starting tests on finished modules while managing rework risk CCrash the remaining coding work by approving paid overtime DCut testing time so the final delivery date can be held

Correct answer: B. Fast track by starting tests on finished modules while managing rework risk
Fast tracking overlaps activities that would normally run in sequence and needs no extra budget. It adds rework risk, which must be managed. Crashing needs money or staff that are not available, and cutting testing harms quality.

Question 57Process⚑ Flag

A team handles both planned project work and urgent production support requests that arrive without warning. It uses two-week sprints, but sprint goals are missed most of the time because support work keeps interrupting. What should the project manager suggest?

ASwitch to a flow approach like Kanban with WIP limits and service classes BAssign the most junior team member to handle all support work full time CMove to four-week sprints so there is more room to absorb the interruptions DRefuse all support requests until the current sprint has been fully completed

Correct answer: A. Switch to a flow approach like Kanban with WIP limits and service classes
Unpredictable demand fits a flow approach where WIP limits and service classes manage urgent and planned work together. Longer sprints only give the interruptions more time to pile up.

Question 58People⚑ Flag

At sprint planning, the product owner insists the team commit to more stories than its recent velocity supports. The developers push back, and the discussion is becoming tense. What should the project manager do?

ASupport the product owner's request, since the product owner is the one accountable for maximizing delivered value BSplit the difference and have the team commit to half of the extra stories CFacilitate a discussion using recent velocity, reminding everyone that the team decides how much it can take on DAsk the sponsor to decide the commitment level to avoid further conflict

Correct answer: C. Facilitate a discussion using recent velocity, reminding everyone that the team decides how much it can take on
Using data and the agile principle that the team sizes its own commitment resolves the conflict without overloading anyone. Splitting the difference is a compromise that still leaves the team overcommitted and the real issue unaddressed.

Question 59Business Environment⚑ Flag

A compliance officer on a hybrid banking project demands complete traditional documentation for every feature. The agile teams argue this will slow them down significantly. What is the BEST approach?

AAsk the compliance officer to accept the team's existing user stories as enough BProduce all of the documentation requested to avoid any risk of audit findings CLet the teams decide which documents to create based on what they find useful DIdentify the documentation the rules truly need and build it into the workflow

Correct answer: D. Identify the documentation the rules truly need and build it into the workflow
Finding the true regulatory minimum and building it into the workflow meets compliance without needless waste. Producing everything requested avoids conflict but likely creates far more documentation than the regulations actually require.

Question 60Process⚑ Flag

A fixed price incentive fee contract has a target cost of $100,000, a target profit of $10,000, a target price of $110,000, a ceiling price of $120,000 and a buyer/seller share ratio of 80/20. What is the point of total assumption (PTA)?

A$120,000 B$150,000 C$110,000 D$112,500

Correct answer: D. $112,500
PTA = ((Ceiling price - Target price) / Buyer share) + Target cost = (10,000 / 0.80) + 100,000 = 12,500 + 100,000 = $112,500. Above this cost, the seller bears every extra dollar.

Question 61People⚑ Flag

On a predictive project, a supplier failure will delay a major milestone by a month. The next monthly report is due in three weeks, and key stakeholders do not yet know. What should the project manager do?

AInform the affected stakeholders now, explaining the impact and the recovery options being considered BWait for the monthly report, so the delay is communicated through the agreed formal channel CWork on a recovery plan first, then share the delay once a solution is ready to be presented DTell only the sponsor now and let the sponsor decide when other stakeholders should be told

Correct answer: A. Inform the affected stakeholders now, explaining the impact and the recovery options being considered
Significant bad news should be shared promptly with the people affected, along with options. Waiting for a full recovery plan delays the news and erodes trust if stakeholders hear it elsewhere.

Question 62Business Environment⚑ Flag

An agile team has used the same 'what went well, what didn't' retrospective format for a year. Attendance is dropping, discussions are short, and the same comments repeat each time. What should the project manager do?

AMake retrospective attendance mandatory and track who joins each of the sessions BVary the format, rotate the facilitator, and bring data such as cycle time to discuss CAsk the team lead to run the retrospectives and report the outcomes to management DReduce retrospectives to once a quarter so that they feel more valuable to the team

Correct answer: B. Vary the format, rotate the facilitator, and bring data such as cycle time to discuss
Stale retrospectives lose energy and stop producing improvement. Changing formats, sharing facilitation, and using real data keeps the discussion fresh and focused. Forcing attendance does not fix low engagement.

Question 63Process⚑ Flag

An agile team of eight has a stable velocity of 40 points. For the next two sprints, two developers will be away on a planned training course. The product owner wants to plan the usual 40 points. What should the project manager suggest for planning?

APlan 20 points to leave a safety buffer for surprises BCancel the sprints until the full team is back CPlan 40 points and ask the remaining developers to work extra hours DPlan about 30 points to reflect the reduced team capacity

Correct answer: D. Plan about 30 points to reflect the reduced team capacity
Six of eight developers are available, so expected capacity is about 40 x 6/8 = 30 points. Planning from real capacity keeps commitments realistic. Overtime or arbitrary cuts are not sound planning.

Question 64Process⚑ Flag

Four Scrum teams build parts of the same product. Each team says its work is done at the end of each sprint, yet the combined increment often fails when integrated. What should the project manager recommend?

AForm a separate integration team to merge and test work at the end of a sprint BAdd a hardening sprint before each release to fix the integration problems CCreate a shared definition of done for all teams that includes integration testing DLet each team keep its own definition of done, as that fits its own context

Correct answer: C. Create a shared definition of done for all teams that includes integration testing
A shared definition of done that includes integration makes sure the combined increment works every sprint. A hardening sprint treats the symptom and delays finding problems until late.

Question 65People⚑ Flag

Two influential stakeholders on a predictive project disagree about which of two requirements should come first. Each says the other's requirement is less important to the business. What should the project manager do FIRST?

ADeliver both requirements together to avoid having to choose between them BReview the business case and requirements documentation, then facilitate a meeting with both stakeholders CLet the stakeholder with higher authority decide the priority DEscalate to the sponsor and ask for a final decision on priority so the team is not caught between the two

Correct answer: B. Review the business case and requirements documentation, then facilitate a meeting with both stakeholders
Grounding the discussion in the business case gives both stakeholders an objective basis to agree on priority. Escalating to the sponsor may be needed later, but only after you have tried to resolve it with them using the facts.

Question 66Business Environment⚑ Flag

Two weeks before go-live on a predictive system rollout, a team member finds a minor non-compliance with a data retention rule. A senior manager suggests waiting until after go-live to report it because the penalty would be small. What should the project manager do?

AFix the issue quietly and leave it out of the project records entirely BAsk the team member to recheck the finding before anyone is told about it CReport the issue transparently, assess its impact and plan the correction DDelay reporting until after go-live since the penalty is minor anyway

Correct answer: C. Report the issue transparently, assess its impact and plan the correction
PMI's code of ethics requires honesty and transparency, so the PM reports the issue and plans the fix regardless of penalty size. Fixing it quietly may solve the technical gap, but hiding it from records damages trust and audit traceability.

Question 67Process⚑ Flag

A cost plus fixed fee contract sets the fee at 8 percent of the estimated cost of $300,000. Because of approved design changes, the seller's actual allowable costs reach $340,000. What is the total amount the buyer pays?

A$364,000 B$324,000 C$340,000 D$367,200

Correct answer: A. $364,000
The fixed fee is based on estimated cost: 8% x $300,000 = $24,000, and it does not change with actual cost. Total = $340,000 + $24,000 = $364,000.

Question 68People⚑ Flag

On a hybrid project, a department head has begun openly criticizing the project in leadership meetings, saying it will disrupt her team's operations. She has never raised these concerns with the project manager. What should the project manager do FIRST?

ALimit her access to project information until her criticism of the project has stopped BMeet with her privately to understand her concerns about the impact on her team CRespond to her points at the next leadership meeting with data that supports the project DAsk the sponsor to speak with her so that the public criticism of the project comes to an end

Correct answer: B. Meet with her privately to understand her concerns about the impact on her team
A private conversation shows respect and uncovers the real concern so it can be addressed. Debating her in a leadership meeting may harden her position and turn the issue into a public conflict.

Question 69Business Environment⚑ Flag

A predictive project is about to start phase two. In phase one, the team lost three weeks because site permits were applied for too late. A new procurement lead has just joined the project for phase two. What should the project manager do FIRST?

AReview the phase one lessons learned with the procurement lead and update the plan BAsk the procurement lead to read the phase one closure report when time allows CEscalate the permit delay to the sponsor so that the same problem does not recur in phase two DAdd three weeks of buffer to the phase two schedule to cover any permit delays

Correct answer: A. Review the phase one lessons learned with the procurement lead and update the plan
Lessons learned are most useful when they shape the remaining work. Reviewing them with the new procurement lead and updating the permit steps in the plan prevents a repeat. A buffer hides the cause instead of fixing it.

Question 70Process⚑ Flag

A sprint burndown chart stays flat for the first seven days of a ten-day sprint and then drops sharply in the last three days. The team says it met the sprint goal. What should the project manager do?

AShorten the sprint so the drop happens sooner in the cycle BPraise the team, since the sprint goal was met and the shape of the chart is not important CDiscuss with the team how to slice stories smaller and finish work steadily DAsk the team to update the burndown chart every hour instead of daily

Correct answer: C. Discuss with the team how to slice stories smaller and finish work steadily
A flat line followed by a late drop means stories are too large or work is finished in batches. This hides risk until the end of the sprint. Smaller stories and steady flow make progress visible and lower that risk.

Question 71Process⚑ Flag

Near the end of a predictive project, the client insists that end-user training was always included. The project scope statement does not mention training either way. The team believed training was the client's job. What should the project manager do FIRST?

ADeliver the training to protect the relationship and avoid a dispute BReview the contract and requirements records to see what was agreed CRaise a change request to add training to the project scope baseline DTell the client that training is not part of the project as written

Correct answer: B. Review the contract and requirements records to see what was agreed
The project manager first needs the facts from the contract and requirements before deciding what to do. Raising a change request assumes training is out of scope before that has been checked.

Question 72People⚑ Flag

Your hybrid team includes members from cultures with very different communication styles. Some give blunt feedback in code reviews, and others have started to feel insulted and withdraw from reviews. What should the project manager do?

AAsk the members who give blunt feedback to soften their language in code reviews so others feel more respected BMove code reviews to a tool that hides who wrote each comment CRemind those who feel insulted that direct feedback is normal in software teams DFacilitate a discussion about communication styles and help the team update its working agreement on feedback

Correct answer: D. Facilitate a discussion about communication styles and help the team update its working agreement on feedback
Raising cultural awareness and letting the team agree on how to give feedback addresses the cause and keeps everyone engaged. Asking one group to change puts the full burden on them and does not build shared understanding.

Question 73Business Environment⚑ Flag

During a release on an agile public-sector project, a new accessibility law is passed that applies to the product from a fixed date in four months. The team's current backlog does not address accessibility. What is the BEST response?

AHave the product owner add prioritized accessibility items and update the definition of done BStop all development work until a full accessibility audit of the product has been completed CRaise a formal change request and wait for board approval before any work starts DTreat accessibility as a quality goal to address after the planned release ships

Correct answer: A. Have the product owner add prioritized accessibility items and update the definition of done
A legal deadline makes accessibility high priority, and adding backlog items and updating the definition of done keeps it built in going forward. Stopping all work overreacts when the deadline allows planned, ordered delivery.

Question 74Process⚑ Flag

A seller proposes a cost plus percentage of cost contract for a research project, saying it is fair because the scope is uncertain. The buyer's project manager pushes back. What is the BEST reason to avoid this contract type?

AIt puts all of the cost risk on the seller, so the seller is likely to add a large contingency to its price BIt gives the seller a reason to raise costs, since its fee grows as the total cost grows CIt needs a fully defined scope before signing, which is not possible for research work DIt does not let the buyer audit the seller's invoices or check how the money was spent

Correct answer: B. It gives the seller a reason to raise costs, since its fee grows as the total cost grows
Under cost plus percentage of cost, the fee rises with cost, so the seller has no incentive to control spending. That puts heavy risk on the buyer, which is why many organizations do not allow it.

Question 75People⚑ Flag

Stakeholders on an agile product say they never know what is coming in future releases, so they cannot plan training or marketing. Sprint goals are shared, but nothing beyond the current sprint. What should the project manager do?

AAsk the team to plan every sprint for the next six months in detail and share the full plan BExplain that agile teams only plan one sprint at a time, so longer forecasts are not available CSend stakeholders the full product backlog every week so they can see all upcoming work items DWork with the product owner to keep a visible product roadmap and review it with stakeholders

Correct answer: D. Work with the product owner to keep a visible product roadmap and review it with stakeholders
A roadmap gives a medium-term view stakeholders can plan around while staying open to change. Detailed six-month sprint plans create false precision and become wrong quickly.

Question 76Business Environment⚑ Flag

A team using Kanban notices that average lead time has grown from 5 to 12 days over two months. The board shows many cards waiting in the 'Ready for Test' column, while developers keep starting new work. What should the project manager do?

AAsk the developers to work overtime so that more cards move across the board BAdd another column to the board to track the cards that are waiting for testers CHire an additional tester to process the cards waiting in the test queue DWork with the team to set WIP limits and help clear the testing bottleneck

Correct answer: D. Work with the team to set WIP limits and help clear the testing bottleneck
The board shows a bottleneck in testing, made worse by developers starting new work. WIP limits stop work from piling up and encourage the team to swarm on testing. Hiring may help later, but first the team should improve its own flow.

Question 77Process⚑ Flag

On a predictive project, a database specialist is double-booked on two activities next month. Both activities have more float than the overlap. The sponsor insists the project end date must not move. What should the project manager do?

AApply resource smoothing within the available float BFast track the two activities so they overlap CApply resource leveling, even if the end date moves DCrash both activities by bringing in a second specialist

Correct answer: A. Apply resource smoothing within the available float
Resource smoothing shifts activities within their float to resolve over-allocation without changing the critical path or end date. Resource leveling may extend the schedule. Crashing adds cost that is not needed here.

Question 78Process⚑ Flag

A team cannot estimate a story because it depends on a third-party payment API that no one on the team has used before. The product owner wants the story in the next release. What is the BEST action?

AGive the story a very large estimate to cover all of the unknowns BAsk the product owner to choose an estimate based on business need CPlan a short, timeboxed spike to explore the API before estimating DSkip the estimate and start the story to discover the effort as it goes

Correct answer: C. Plan a short, timeboxed spike to explore the API before estimating
A timeboxed spike reduces uncertainty quickly so the team can estimate with more confidence. A large padded estimate hides the risk and may push the story out of the release for no reason.

Question 79People⚑ Flag

A team member privately tells you that a colleague is not doing a fair share of the work in their agile team. The team member asks you to deal with it. What is the BEST response?

AEncourage the team member to raise it directly with the colleague, and offer to facilitate if it is not resolved BStart tracking each member's completed work more closely so you can check whether the complaint is actually valid CSpeak with the colleague right away about the complaint you received DBring the issue up at the next retrospective so the whole team can discuss it

Correct answer: A. Encourage the team member to raise it directly with the colleague, and offer to facilitate if it is not resolved
Encouraging direct conversation builds the team's ability to manage its own conflicts, with your support if needed. Speaking to the colleague yourself takes the issue away from the team and may feel like an ambush.

Question 80Business Environment⚑ Flag

Lessons learned from a previous predictive project show it failed its compliance inspection at handover, causing months of rework. The project manager is now planning a similar project. What is the BEST approach?

AHire an external firm to run a full compliance inspection at the end BPlan compliance checks throughout the schedule with owners and a register CAsk the regulator to review the final design before construction begins DSchedule a longer final inspection so issues are found before the handover

Correct answer: B. Plan compliance checks throughout the schedule with owners and a register
Building verification checkpoints into the schedule, with owners and a compliance register, finds problems early when they are cheaper to fix. A longer final inspection still finds issues late, which is what caused the rework before.

Question 81Process⚑ Flag

An external vendor delivers features in sprints under a fixed price per increment. The buyer's product owner often rejects stories at review, saying they are not done, and the vendor disputes this. Payments are now delayed. What is the BEST way to prevent these disputes?

AAsk the vendor to deliver detailed test documentation for each story before every sprint review BAgree a shared definition of done and acceptance criteria, and reference both in the contract CHave a neutral third party inspect every story at the end of each sprint before payment is approved DSwitch the contract to time and materials so that payment is no longer tied to accepted work

Correct answer: B. Agree a shared definition of done and acceptance criteria, and reference both in the contract
Disputes about 'done' come from unclear acceptance terms. A shared definition of done and story acceptance criteria, written into the statement of work, give both sides the same test. Inspections or a contract switch do not fix the unclear standard.

Question 82People⚑ Flag

On a predictive project, the issue log shows that a concern raised by the procurement department six weeks ago is still open, with no owner assigned. Procurement has followed up twice. What should the project manager do NEXT?

AClose the issue, since procurement has not escalated it beyond the project team so far BEscalate the issue to the sponsor, because it has been open for more than six weeks CAssign an owner and due date in the issue log and follow up with procurement on progress DWait for procurement to raise the concern in the next scheduled stakeholder review meeting

Correct answer: C. Assign an owner and due date in the issue log and follow up with procurement on progress
Assigning ownership and a due date, then keeping the stakeholder informed, is how the issue log should work. Escalating skips the project manager's own responsibility to manage the issue.

Question 83Business Environment⚑ Flag

In a retrospective, an agile team agreed to try pair programming for two sprints to reduce defects. Halfway through the trial, some members say it feels slow, while others say it is helping. The project manager wants the team to decide fairly whether to keep it. What is the BEST approach?

AAsk the technical lead to make the final decision based on her own experience BCompare agreed measures, such as defect rates, at the next retrospective and decide CLet each developer decide individually whether to keep pairing after the trial ends DStop the trial now, since some team members are unhappy with the new practice

Correct answer: B. Compare agreed measures, such as defect rates, at the next retrospective and decide
Improvement experiments work best when success measures are agreed upfront and reviewed together. Comparing defect data at the retrospective lets the team decide on evidence, not opinion. Stopping early wastes the experiment.

Question 84Process⚑ Flag

For an uncertain activity on a predictive project, the team estimates an optimistic duration of 6 days, a most likely duration of 9 days, and a pessimistic duration of 18 days. Using a beta (PERT) distribution, what is the expected duration?

A11 days B12 days C9 days D10 days

Correct answer: D. 10 days
The PERT formula is (O + 4M + P) / 6. That is (6 + 36 + 18) / 6 = 60 / 6 = 10 days. The long pessimistic estimate pulls the expected value above the most likely duration.

Question 85Process⚑ Flag

Two contractors on a predictive construction project are arguing over who must clear debris after the foundation is poured. Each claims the work belongs to the other's package, and the dispute is delaying the next activity. What should the project manager do?

ACheck the WBS dictionary and contracts to confirm which package owns the work BSplit the cleanup cost evenly between both contractors to keep work moving CAsk the sponsor to decide which contractor should be responsible for the work DRecord the dispute in the risk register and monitor it at the next review

Correct answer: A. Check the WBS dictionary and contracts to confirm which package owns the work
The WBS dictionary describes the work in each package and is the reference for resolving ownership questions. Splitting the cost avoids the question without settling it and may break contract terms.

Question 86People⚑ Flag

A contractor on a predictive construction project wants to skip a required safety check to recover lost time. The contractor's site lead argues that the check is unnecessary for this task. What is the BEST approach?

AAgree to skip the check this once, since the schedule is under pressure BEscalate to the sponsor and ask for a decision on the safety check before taking any action on site CFirmly require the safety check while explaining why it cannot be skipped DCompromise by allowing a shorter version of the check

Correct answer: C. Firmly require the safety check while explaining why it cannot be skipped
Safety is not negotiable, so firmly requiring the check is right here even though it is a directive approach. Compromising on a safety rule may ease the conflict, but it puts people at risk and breaks policy.

Question 87Business Environment⚑ Flag

A PMO auditor reviewing a hybrid project flags that the agile team reprioritized its backlog several times without raising change requests. The team's work stayed within the approved budget, release date and scope boundaries. How should the project manager respond?

AExplain that backlog ordering within approved limits is owned by the product owner BAsk the product owner to stop reprioritizing until the audit has been closed CRaise change requests retroactively for each reprioritization to close the finding DAgree that every backlog change needs a change request and enforce it from now on

Correct answer: A. Explain that backlog ordering within approved limits is owned by the product owner
In hybrid governance, backlog ordering within approved constraints belongs to the product owner, while formal change control applies when baselines such as budget or dates are affected. Retroactive change requests look compliant but add paperwork with no control value.

Question 88Process⚑ Flag

During a bidder conference for a predictive data center project, one vendor approaches the project manager privately during a break and asks a detailed question about the cooling requirements. What should the project manager do?

AAnswer the question privately, since the vendor asked it outside of the formal question period BAsk the vendor to send the question in writing after the conference ends and answer it by email CRefuse to answer, since questions about technical requirements are not allowed at bidder conferences DNote the question and share both the question and the answer with all vendors at the conference

Correct answer: D. Note the question and share both the question and the answer with all vendors at the conference
Bidder conferences must give every prospective seller the same information. Sharing the question and the answer with all bidders keeps the process fair. A private answer gives one vendor an unfair advantage.

Question 89People⚑ Flag

On a hybrid project, the sponsor asks to add about 20% more features to the next release while keeping the same release date. The team is already working at full capacity. What is the BEST action?

AAnalyze the impact and present the sponsor with trade-off options to choose from BAdd more people to the team immediately so the extra features can be delivered by the date CAccept the request and ask the team to work extra hours to deliver all features on time DDecline the request, since the team is already at capacity and cannot take on any more work

Correct answer: A. Analyze the impact and present the sponsor with trade-off options to choose from
Showing the impact and options lets the sponsor make an informed decision about scope, time or resources. Simply accepting with overtime is unsustainable and hides the real trade-off.

Question 90Business Environment⚑ Flag

A program has eight agile teams. One team has found a new way to write automated tests that cut its defect rate in half. Other teams are struggling with the same defect problems but do not know about this practice. What should the project manager do?

ARequire every team to adopt the new testing method starting in their next sprint BDocument the practice in the lessons learned register at the end of the program CSet up a community of practice or demo so teams can learn and adapt the practice DMove members of the successful team into the other teams to spread the method

Correct answer: C. Set up a community of practice or demo so teams can learn and adapt the practice
Communities of practice share knowledge across teams while letting each team adapt the method to its context. This spreads improvement during the program, when it can still help. Forcing adoption or waiting for the end reduces the benefit.

Question 91Process⚑ Flag

At a monthly review on a predictive project, earned value is $120,000, planned value is $150,000, and actual cost is $100,000. A board member asks what these numbers mean. Which interpretation is correct?

AUnder budget and ahead of schedule BOver budget and behind schedule COver budget and ahead of schedule DUnder budget and behind schedule

Correct answer: D. Under budget and behind schedule
SV = EV - PV = 120,000 - 150,000 = -30,000, so the project is behind schedule. CV = EV - AC = 120,000 - 100,000 = +20,000, so it is under budget. The underspend may simply reflect work not yet done.

Question 92Process⚑ Flag

At a sprint review, a stakeholder sees a newly completed search feature and asks for extra filters and a different layout. The story met all its acceptance criteria. What should happen to the feedback?

AThank the stakeholder but decline, as the story has already been accepted BExtend the sprint by a few days so the team can add the changes CReopen the story and add the changes within the current sprint DRecord it as new backlog items for the product owner to prioritize

Correct answer: D. Record it as new backlog items for the product owner to prioritize
The story is done because it met its criteria, and new ideas become backlog items that the product owner orders by value. Reopening the story blurs what done means and disrupts the current sprint plan.

Question 93People⚑ Flag

Two agile teams in a scaled program keep blaming each other for delays caused by a shared component. Each team says the other changes the component without warning. What should the project manager do?

AAsk both teams to stop changing the component until the release is complete BFacilitate a joint session with both teams to agree on how they will coordinate changes CAssign ownership of the shared component to the team with more experience so only one team can change it DReport the dependency issue to program management for a decision

Correct answer: B. Facilitate a joint session with both teams to agree on how they will coordinate changes
Bringing both teams together to agree on coordination addresses the root cause and builds collaboration. Assigning ownership may stop the blame, but it is imposed and may not fix how changes are communicated.

Question 94Business Environment⚑ Flag

On a predictive project, a stakeholder submits a change request to upgrade a material to a more durable grade. The stakeholder asks the project manager to send it to the change control board today. What should the project manager do FIRST?

AForward the request to the change control board today as the stakeholder asked BAsk the team to begin sourcing the new material in case the change is approved CAnalyze the change's impact on scope, schedule, cost, quality and risk DReject the request because changing materials would affect the baseline

Correct answer: C. Analyze the change's impact on scope, schedule, cost, quality and risk
The board needs an impact analysis to make an informed decision, so the PM prepares it before the request goes forward. Forwarding it immediately responds to the stakeholder but leaves the board without the information it needs.

Question 95Process⚑ Flag

A seller on a predictive project has missed its second contract milestone, and the buyer's sponsor is angry. The project manager is responsible for administering the contract. What should the project manager do FIRST?

ABring in a second seller to work in parallel so that the next milestone is not missed again BReview the contract terms and conduct a performance review with the seller to find the causes CTerminate the contract for default and begin a new procurement with another qualified seller DWithhold all future payments until the seller recovers both of the milestones that were missed

Correct answer: B. Review the contract terms and conduct a performance review with the seller to find the causes
Control procurements starts with the contract terms and a performance review to understand the cause. That gives the facts for corrective action or formal remedies. Termination or withholding payment without this step can breach the contract.

Question 96People⚑ Flag

A senior stakeholder on an agile project suggests dropping sprint retrospectives to give the team more time for development. She sees them as unproductive meetings. What should the project manager do?

AKeep the retrospectives without discussion, as they are a required part of the agile framework BShorten retrospectives quietly without telling her, so both concerns are partly addressed CExplain their value using real examples of improvements and invite her to see the results DDrop the retrospectives as requested, since the stakeholder is senior and wants more output

Correct answer: C. Explain their value using real examples of improvements and invite her to see the results
Showing concrete benefits manages her expectations and keeps an important improvement practice. Keeping them without discussion ignores her concern and may damage the relationship.

Question 97Business Environment⚑ Flag

A hybrid project is introducing a new way of handling customer complaints across the company. Staff surveys show many employees think it is 'just another initiative' that leadership will soon forget. The executive sponsor approved the funding but has not spoken about the change publicly. What should the project manager do?

AIncrease the number of project newsletters to show staff that the change is moving ahead BAsk the sponsor to explain to staff why the change matters and to show visible support CAsk line managers to tell their staff that the change is mandatory and will not be reversed DRun a survey every month to track whether staff opinions improve over the coming period

Correct answer: B. Ask the sponsor to explain to staff why the change matters and to show visible support
Visible, active sponsorship is one of the strongest drivers of change adoption. When leaders explain why the change matters, staff are more likely to believe it will last. Newsletters from the project team cannot replace this.

Question 98Process⚑ Flag

A predictive project has a budget at completion of $500,000. Earned value is $200,000, and actual cost is $250,000. The sponsor insists the original budget must be met. What is the to-complete performance index, and what does it mean?

A1.25; the project is now on track to finish within budget B0.80; the project must cut costs by 20 percent right away C1.20; the remaining work must be far more efficient than so far D0.83; the remaining work can be done with less efficiency than today

Correct answer: C. 1.20; the remaining work must be far more efficient than so far
TCPI = (BAC - EV) / (BAC - AC) = 300,000 / 250,000 = 1.20. The team must deliver $1.20 of value for every dollar from now on, while current CPI is only 0.80. The project manager should discuss with the sponsor whether the original budget is realistic.

Question 99Process⚑ Flag

A hybrid project lets the product owner reorder backlog items within an approved budget envelope. The customer now asks for a large new reporting module that would push total cost well above that envelope. What should the project manager do?

ATake the request through formal change control since it affects the baseline BLet the product owner add the module to the backlog as a normal new item CReject the module because it was not part of the original project scope DAsk the team to absorb the module with overtime to stay within budget

Correct answer: A. Take the request through formal change control since it affects the baseline
Changes within the envelope belong to the product owner, but anything that breaks the cost baseline needs formal change control. Treating it as a normal backlog item would quietly exceed the approved budget.

Question 100People⚑ Flag

On a hybrid project, you believe the team's estimates for the next phase are padded. When you raise this, team members become defensive and say you do not trust them. What should the project manager do?

AAsk a team from another department to re-estimate the same work as an independent check on the numbers BReduce the estimates yourself to a level you think is realistic CAccept the estimates without discussion to avoid harming the relationship DExplore the estimates openly with the team to understand their assumptions and risks

Correct answer: D. Explore the estimates openly with the team to understand their assumptions and risks
An open conversation about assumptions builds trust and often reveals real risks behind the numbers. Cutting estimates yourself overrides the people doing the work and damages both trust and commitment.

Question 101Business Environment⚑ Flag

On a hybrid project, the change control board rejected a request to add a reporting module. The requesting stakeholder is upset and asks the team to build it anyway during spare capacity. What should the project manager do?

AExplain the decision and rationale, and note that it may be resubmitted with new information BLet the team build the module during spare capacity since it causes no delay to the release schedule CEscalate the stakeholder's behavior to the sponsor as a governance violation DAsk the product owner to add the module to the backlog under a different name

Correct answer: A. Explain the decision and rationale, and note that it may be resubmitted with new information
The board's decision stands, so the PM communicates the reasoning and leaves the door open for a resubmission backed by new information. Building it in spare capacity is still unapproved scope, whatever the team's availability.

Question 102Process⚑ Flag

A buyer receives four proposals. Three are within 5 percent of the buyer's independent cost estimate, but one is 40 percent lower than all of the others. What should the project manager do FIRST?

ASelect the lowest proposal, because it gives the buyer the best value at the lowest cost BReject the lowest proposal, because a price that low cannot be realistic for the stated scope CCheck with that seller whether it fully understood the statement of work and its requirements DAsk the other three sellers to lower their prices so that they match the lowest proposal

Correct answer: C. Check with that seller whether it fully understood the statement of work and its requirements
A price far below the independent estimate often signals that the seller misunderstood the scope. Clarifying first avoids a contract that will fail or create claims later. Rejecting it outright or choosing it blindly are both premature.

Question 103People⚑ Flag

During the final lessons learned session on a predictive project, the discussion turns into blame, with team members pointing at the vendor and at each other. What should the project manager do?

AEnd the session and collect lessons later through an anonymous written survey BLet people continue, since honest feelings will lead to more useful lessons in the end CRecord only the vendor issues, since those are outside the control of the project team DReset the session with ground rules that focus on processes and outcomes, not people

Correct answer: D. Reset the session with ground rules that focus on processes and outcomes, not people
Ground rules that focus on processes keep the session safe and productive. Letting the blame continue damages relationships and produces complaints rather than usable lessons.

Question 104Business Environment⚑ Flag

A predictive project is three weeks from go-live of a new payroll system. Users were trained three months ago because the trainer was available then. In a readiness check, many users say they have forgotten how to complete key tasks. What should the project manager do NEXT?

APostpone go-live until the full training course can be repeated for every single user BSend all users the training slides so they can review the material on their own time CProceed with go-live, since users will learn quickly once they use the system each day DArrange short refresher sessions near go-live and on-site support for the first weeks

Correct answer: D. Arrange short refresher sessions near go-live and on-site support for the first weeks
Training works best when delivered close to when people need it and backed by support after go-live. Short refreshers and on-site helpers close the gap without delaying the project. Relying on slides or on-the-job learning increases payroll errors.

Question 105Process⚑ Flag

A kanban team's throughput has been steady for two months, but average lead time has risen from 6 to 14 days. Customers are complaining about waiting for small requests. What should the project manager do FIRST?

ASet a team target to cut lead time back to 6 days BExamine where work is waiting and consider lowering WIP limits CAdd more developers to the team so throughput can rise to match demand DAsk customers to submit fewer requests for the next month

Correct answer: B. Examine where work is waiting and consider lowering WIP limits
Rising lead time with steady throughput means more work is sitting in queues. By Little's Law, too much work in progress increases lead time. Finding the wait states and lowering WIP addresses the cause directly.

Question 106Process⚑ Flag

While reviewing a WBS for a predictive software rollout, the project manager sees it covers all product deliverables but leaves out status reports, risk reviews, and other project management work. The team says that work is just overhead. What should the project manager do NEXT?

AInclude its cost in the budget but leave it out of the WBS structure BAdd the project management work to the WBS so it covers all the work CTrack project management work separately as overhead outside the WBS DLeave it out since project management does not produce a deliverable

Correct answer: B. Add the project management work to the WBS so it covers all the work
The WBS should include 100% of the project work, including project management. Tracking it outside the WBS means its effort and cost are not planned or controlled with the rest of the work.

Question 107People⚑ Flag

Your team is divided over an AI coding assistant. Some members want to use it daily, while others worry about code quality and security, and the debate is causing friction. What is the BEST approach?

AAsk the technical lead to decide for the team based on his own experience BBan the AI coding assistant on the project until the organization publishes a formal policy on its use CLet each member decide individually whether to use the tool DFacilitate an agreed time-boxed trial with clear guardrails, then review the results in a retrospective

Correct answer: D. Facilitate an agreed time-boxed trial with clear guardrails, then review the results in a retrospective
A team-agreed trial with guardrails addresses concerns with evidence and keeps the decision with the team. Letting each person decide avoids the conflict but leads to inconsistent code and practices.

Question 108Business Environment⚑ Flag

On a predictive project, several small changes were each approved by the PM within delegated authority. Together they have now pushed the schedule close to its tolerance limit. What is the BEST action?

AAsk the team to work overtime to recover the schedule before anyone notices BStop accepting any more changes until the project has been fully completed CAnalyze the total impact of the changes and present it to the change control board DContinue approving small changes since each one falls within delegated authority

Correct answer: C. Analyze the total impact of the changes and present it to the change control board
The cumulative effect matters, so the PM should show the board the combined impact and let it decide how to proceed. Continuing to approve small changes follows the letter of the authority but ignores the real threat to the baseline.

Question 109Process⚑ Flag

A seller says it has finished all work under a predictive contract and asks the buyer to close the procurement so it can release its staff. What must happen BEFORE the buyer formally closes the procurement?

AThe buyer's finance team confirms that the full contract value was spent as planned BAll deliverables are accepted, open claims are settled and final payment terms are met CThe seller's staff are released and the buyer has issued a final performance rating DThe project's final report is approved and lessons learned are added to the archive

Correct answer: B. All deliverables are accepted, open claims are settled and final payment terms are met
Closing a procurement requires verifying that all deliverables were accepted, resolving any open claims and meeting the final payment terms. Formal written notice of completion follows. Final reports and lessons learned relate to project closure, not this contract step.

Question 110People⚑ Flag

A company's lessons learned repository holds hundreds of documents, but project managers rarely use it because finding relevant lessons takes too long. A project manager is asked for ideas. What is the BEST recommendation?

ADelete older lessons from the repository so only the most recent projects remain in it BReplace the repository with an annual meeting where project managers share their lessons CWork with the PMO to tag lessons for searching and build a review step into project planning DRequire project managers to read the full repository before they start any new project

Correct answer: C. Work with the PMO to tag lessons for searching and build a review step into project planning
Making lessons easy to find and linking their use to planning turns stored knowledge into action. Requiring people to read everything is impractical and will likely be ignored.

Question 111Business Environment⚑ Flag

A hybrid project is rolling out a new sales tool to a regional sales team. At the same time, the team is going through a reorganization and a new commission plan run by two other projects. Adoption of the sales tool has stalled, and staff say they feel overwhelmed. What should the project manager do?

ACoordinate with the other projects and the PMO to sequence the changes for this team BPush ahead with the rollout as planned, since any delay would increase the project cost COffer the sales team extra incentives to use the new tool during the next quarter DAsk the sales director to make use of the new tool part of each person's performance review

Correct answer: A. Coordinate with the other projects and the PMO to sequence the changes for this team
Too many changes at once can exceed a group's capacity to absorb them, which is called change saturation. Working with the PMO and the other projects to sequence the changes protects adoption of all of them. Incentives or mandates do not reduce the overload.

Question 112Process⚑ Flag

A monthly report on a predictive project shows a cost variance that has gone beyond the threshold in the cost management plan. A finance manager asks the project manager to submit a change request to raise the budget right away. What should the project manager do FIRST?

AInform the sponsor that the project will overrun BAnalyze the variance to find its root cause CSubmit a change request to raise the budget DRe-baseline the budget to match current spending

Correct answer: B. Analyze the variance to find its root cause
A variance beyond the threshold should first be analyzed to understand its cause. Only then can the right corrective action, possibly including a change request, be chosen. Re-baselining or asking for money first skips that analysis.

Question 113Process⚑ Flag

A new agile team writes backlog items such as "Create login table" and "Build API endpoint." The product owner struggles to see what value each item delivers, so ordering the backlog is hard. What should the project manager do?

AHelp the team and product owner rewrite items as user stories with criteria BAsk the product owner to write every backlog item alone to keep things fast CReplace the backlog items with detailed use case documents for each feature DAccept the items as written as long as the team can size and estimate each of them

Correct answer: A. Help the team and product owner rewrite items as user stories with criteria
User stories framed around who needs what and why, with acceptance criteria, make value visible so the product owner can prioritize. Estimable tasks help the team plan, but they do not show the product owner the value of each item.

Question 114People⚑ Flag

A team member's configuration mistake caused a production outage. In the following meeting, some members start hinting at who was responsible. What should the project manager do?

AEnd the meeting and deal with the issue privately with the person involved BIdentify who made the mistake so that person can explain to stakeholders what happened and why it happened CLead a blameless review focused on how the process allowed the error and how to prevent it DAsk the person who made the mistake to complete extra training before the next release

Correct answer: C. Lead a blameless review focused on how the process allowed the error and how to prevent it
A blameless review keeps people safe to report problems and focuses on fixing the system. Ending the meeting to talk privately protects the individual but misses the team learning from the incident.

Question 115Business Environment⚑ Flag

An agile team has a fixed release date in eight weeks. The product owner wants to add a large new epic, and the release burnup shows the current scope already fills the remaining capacity. What should the project manager do?

ATell the product owner the release scope is frozen and the epic must wait BMove the release date out so the epic and current scope can both be delivered CAdd the epic and ask the team to raise its velocity so it can still meet the release date DShow the impact on the burnup and help the product owner trade off lower-value items

Correct answer: D. Show the impact on the burnup and help the product owner trade off lower-value items
With a fixed date, the product owner must trade scope, and the burnup makes the trade-off visible for a value-based decision. Moving the date ignores the fixed constraint and is not a decision the PM can make alone.

Question 116Process⚑ Flag

An agile contract covers 10 sprints at $50,000 each. It includes an early termination clause: the buyer may stop at the end of any sprint by paying 20 percent of the value of the remaining sprints. After sprint 7, the buyer has the value it needs. What does the buyer pay to exit the contract?

A$70,000 B$150,000 C$20,000 D$30,000

Correct answer: D. $30,000
Three sprints remain, worth 3 x $50,000 = $150,000. The termination fee is 20% x $150,000 = $30,000. This saves the buyer $120,000 compared with finishing all sprints.

Question 117People⚑ Flag

On a hybrid project, a contracted team that built a key module will leave in four weeks when its contract ends. The internal team will maintain the module. What should the project manager do FIRST?

AReview the contract for knowledge transfer terms and plan joint walkthroughs before exit BAsk the contractors to deliver full documentation on their final day before the contract ends CRequest a contract extension so the contractors can remain available for support if needed DRely on the code itself, since well-written code should explain how the module works

Correct answer: A. Review the contract for knowledge transfer terms and plan joint walkthroughs before exit
Checking the contract confirms what can be required, and joint walkthroughs move tacit knowledge to the internal team. Last-day documentation leaves no time for questions or practice.

Question 118Business Environment⚑ Flag

A predictive project replaced a manual approval process with a workflow system. Two months after go-live, during the transition period, many staff have gone back to approving by email, which is still possible. The operations manager owns the new process. What should the project manager do?

AReport the low usage in the closure report and let operations deal with it afterwards BWork with the operations manager to retire the old process and reinforce the new one CAsk IT to block email approvals right away without informing the operations manager DRetrain all staff on the workflow system and send regular reminders about the process

Correct answer: B. Work with the operations manager to retire the old process and reinforce the new one
Change sticks only when it is reinforced and the old way is no longer an easy option. The project manager should work with the process owner to retire email approvals and support staff on the new system. Acting without the owner or ignoring the problem puts the benefits at risk.

Question 119Process⚑ Flag

Stakeholders on a fully remote agile project keep messaging developers directly to ask for status, which interrupts their work several times a day. The project manager wants to fix this while keeping things transparent. What is the BEST approach?

AAsk stakeholders to send all status questions to the project manager only BSend stakeholders a detailed weekly status email instead CHold a daily status call for stakeholders that is run by the developers on a rotating basis DSet up a shared online board and dashboard that stakeholders can check anytime

Correct answer: D. Set up a shared online board and dashboard that stakeholders can check anytime
An information radiator, such as a shared board or dashboard, gives stakeholders real-time status without interrupting the team. It keeps transparency high. Routing everything through one person or adding calls creates new bottlenecks.

Question 120Process⚑ Flag

A Kano survey for a new hotel booking app rates instant booking confirmation as a basic expectation, a virtual room tour as a delighter, and a theme color picker as indifferent. Capacity for the first release is limited. What should the team prioritize?

AEqual effort on all three, so each customer group gets something it likes BThe virtual room tour, as delighters set the app apart from all of its rivals CInstant confirmation, as missing a basic need causes strong dissatisfaction DThe color picker, as it is cheap and quick to build in the first release

Correct answer: C. Instant confirmation, as missing a basic need causes strong dissatisfaction
Basic expectations must be met first because their absence makes customers unhappy no matter what else is offered. The delighter is tempting, but it cannot make up for a missing basic need.

Question 121People⚑ Flag

Your virtual team works across four time zones. Decisions often take two or three days because questions wait overnight for answers. What is the BEST approach?

AWork with the team to set a short daily overlap window and agree on async decision practices BRequire all members to adjust their working hours so the full team overlaps for most of each working day CAppoint a decision maker in each time zone with authority to act for the team DHave each location work on separate features so they need less coordination

Correct answer: A. Work with the team to set a short daily overlap window and agree on async decision practices
A small overlap window combined with good asynchronous practices speeds decisions while respecting people's time. Requiring long overlap hours is unsustainable and harms wellbeing.

Question 122Business Environment⚑ Flag

A production system supporting a predictive project fails, and a change is needed within hours to prevent a safety risk. The change control board cannot meet until next week. What should the project manager do?

AWait for the change control board to meet and approve the change next week BMake the change now and leave it out of the records since it was an emergency CFollow the emergency change procedure, then document it for board review DAsk the sponsor to approve the change by email and treat that as final

Correct answer: C. Follow the emergency change procedure, then document it for board review
A sound change management plan includes an emergency path, and the change is documented afterward for board review. Waiting for the board looks compliant but ignores a safety risk that the emergency procedure exists to handle.

Question 123Process⚑ Flag

A 12-month project has a BAC of $240,000, with work and cost planned evenly across the months. At the end of month 6, the project is 40 percent complete and AC is $110,000. What are the SV and CV?

ASV is -$24,000 and CV is -$14,000 BSV is -$14,000 and CV is -$24,000 CSV is $24,000 and CV is $14,000 DSV is -$24,000 and CV is -$10,000

Correct answer: A. SV is -$24,000 and CV is -$14,000
PV = 6/12 x 240,000 = $120,000. EV = 40% x 240,000 = $96,000. SV = EV - PV = -$24,000, and CV = EV - AC = 96,000 - 110,000 = -$14,000.

Question 124People⚑ Flag

A predictive project will build a new water treatment facility that the client's maintenance team will run. The project manager is planning how to make the transition to operations smooth. When should the maintenance team be involved?

AOnly during commissioning, when they can observe the system running under real conditions BEarly, including them in design reviews, testing and training throughout the project lifecycle CAfter the warranty period, since the contractor will handle any problems until then DAt the final handover, once the facility is fully built and tested and ready for operation

Correct answer: B. Early, including them in design reviews, testing and training throughout the project lifecycle
Early involvement builds understanding over time and lets operations shape what they will run. Waiting until handover leaves too little time to transfer knowledge and identify gaps.

Question 125Business Environment⚑ Flag

An agile project will roll out a new field service app to 2,000 technicians in five regions. The sponsor wants all regions to switch on the same day to finish quickly. Technicians vary widely in their comfort with mobile technology. What is the BEST approach?

ARelease to one region first, learn from feedback, and refine before scaling up BDelay the release until every technician has completed a full day of app training CLet each technician decide when to switch to the new app over the next six months DRelease to all regions on the same day as the sponsor asked, backed by a help desk

Correct answer: A. Release to one region first, learn from feedback, and refine before scaling up
An incremental rollout lets the team learn from real users and fix problems before they affect everyone. Feedback from a pilot region improves both the product and the support approach. A single big-bang release with mixed skill levels carries high adoption risk.

Question 126Process⚑ Flag

A hybrid project's status dashboard shows every milestone on time and green. In the same week, the product owner reports that early users find the delivered features hard to use and are not adopting them. What should the project manager do?

AEscalate to the sponsor that the product owner is contradicting the official report BAdd more detailed milestones so stakeholders can see progress more clearly CUpdate the status measures to track value and user adoption, not only milestones DKeep the dashboard as it is, because the agreed milestones were all met on time

Correct answer: C. Update the status measures to track value and user adoption, not only milestones
Green milestones show output, but the project exists to deliver value. Status reporting should include outcome measures such as adoption and user feedback so problems surface early. Adding more milestones still measures activity, not value.

Question 127Process⚑ Flag

A product owner wants to know whether each release of a subscription app is moving toward the business goal of higher annual revenue. Revenue data takes a full year to show the effect. What is the BEST approach?

ARun one customer satisfaction survey at the end of the year to measure value BDefine leading indicators like trial conversion and track them each release CWait for the annual revenue figures and then judge the value of each release DUse the team's velocity trend as the main sign that value is being delivered

Correct answer: B. Define leading indicators like trial conversion and track them each release
Leading indicators tied to the benefit give fast feedback so the team can adjust each release. Waiting a year for revenue means many releases go out without any signal on whether they help.

Question 128People⚑ Flag

A newly formed predictive project team has started arguing about roles and approaches. Productivity has dropped, and some members question others' decisions in meetings. What should the project manager do?

AStep back and let the team work through it, since this stage passes on its own BMake all key decisions for the team yourself until the arguments calm down and productivity starts to recover again CReplace the members who are causing the most disagreement DClarify roles and facilitate open discussion of differences, coaching the team toward agreed ways of working

Correct answer: D. Clarify roles and facilitate open discussion of differences, coaching the team toward agreed ways of working
In the storming stage the team needs active coaching and clear roles to move toward norming. Stepping back completely risks letting conflict harden instead of resolving.

Question 129Business Environment⚑ Flag

An agile team cannot continue a key feature until a software license is purchased, and only a director can approve the purchase. The team has been waiting three days, and the director has not responded to emails. What should the project manager do?

AEscalate promptly to the director with a short business case and the cost of delay BAsk the team to switch to a free tool even though it lacks some of the required features CWait for the director to respond and record the delay in the impediment log DBuy the license with a personal card and seek reimbursement later on

Correct answer: A. Escalate promptly to the director with a short business case and the cost of delay
Removing blockers outside the team's authority means escalating quickly with clear impact information so the decision maker can act. Switching to a free tool avoids waiting but compromises the product and quality.

Question 130Process⚑ Flag

A project has a BAC of $900,000 and a current CPI of 0.90. The team agrees that the current cost performance is typical and will continue. What is the variance at completion (VAC)?

A-$90,000 B-$100,000 C+$100,000 D-$10,000

Correct answer: B. -$100,000
EAC = BAC / CPI = 900,000 / 0.90 = $1,000,000. VAC = BAC - EAC = 900,000 - 1,000,000 = -$100,000, meaning the project is expected to finish $100,000 over budget.

Question 131People⚑ Flag

An agile team is building a tool for customer service staff. A veteran agent handles complex cases very well but struggles to explain how she decides what to do. What is the BEST way to capture her knowledge for the backlog?

AObserve her handling real cases and discuss her choices as she works through them BAsk her manager to describe how complex cases should be handled by the agents CReview the written service procedures, since they describe the official process DSend her a detailed questionnaire to complete about her decision-making process

Correct answer: A. Observe her handling real cases and discuss her choices as she works through them
Tacit knowledge is hard to put into words, so observing her at work captures what she cannot easily explain. A questionnaire depends on her describing it, which is exactly what she finds difficult.

Question 132Business Environment⚑ Flag

A predictive project will buy equipment from an overseas vendor, with payments in the vendor's currency over 18 months. That currency has moved by more than 10% in each of the last two years. The project is still in planning. What should the project manager do?

APay the vendor the full amount in advance to avoid any future movement in exchange rates BIgnore the currency exposure, since exchange rates usually even out over a long period CAdd 20% to the equipment budget to cover any possible change in the exchange rate DLog the currency risk and work with finance on options such as hedging or fixed rates

Correct answer: D. Log the currency risk and work with finance on options such as hedging or fixed rates
Currency movement is an external economic risk that should be identified and managed during planning. Finance can advise on hedging or contract terms that fix the exchange rate. Paying in advance or padding the budget without analysis creates other problems.

Question 133Process⚑ Flag

A project to launch a customer loyalty program has delivered all its outputs and is about to close. The expected benefits, such as higher repeat purchases, will only show up over the next 12 months. Who should measure these benefits after closure?

AThe business owner named in the benefits management plan BThe PMO, using its project performance dashboard CThe project team, through an extra phase added later DThe project manager, through follow-up reports after closing

Correct answer: A. The business owner named in the benefits management plan
Benefits often appear after the project ends, so ownership passes to the business owner named in the benefits management plan. The project manager makes sure this handover is clear at closure. The project team and project manager move on to other work.

Question 134Process⚑ Flag

A predictive project will deliver two independent increments in sequence. Increment A takes 2 months and yields $40,000 per month once live. Increment B takes 1 month and yields $10,000 per month once live. Over a 6-month window, which order gives the most value?

ADeliver B first, for about $200,000 of total value in the window BDeliver A first, for about $160,000 of total value in the window CDeliver A first, for about $190,000 of total value in the window DDeliver B first, for about $170,000 of total value in the window

Correct answer: C. Deliver A first, for about $190,000 of total value in the window
With A first, A earns for 4 months ($160,000) and B for 3 months ($30,000), totaling $190,000. B first gives $50,000 plus $120,000, or $170,000, because the higher-value increment starts earning later.

Question 135People⚑ Flag

An experienced hybrid team asks for more freedom to make technical decisions. The sponsor, however, has asked you to approve every decision personally. What is the BEST approach?

AAgree on clear decision boundaries with the sponsor and team, and keep the sponsor informed through visible metrics BAsk the team to document every technical decision in detail so the sponsor can review and approve each of them later CApprove every decision as the sponsor asked, and explain this to the team DGive the team full freedom and stop reporting technical decisions to the sponsor

Correct answer: A. Agree on clear decision boundaries with the sponsor and team, and keep the sponsor informed through visible metrics
Agreed decision boundaries give the team autonomy while giving the sponsor the confidence it needs. Approving every decision meets the request but slows the team and wastes its experience.

Question 136Business Environment⚑ Flag

On a hybrid project, a key developer keeps getting pulled into urgent work by her functional manager, causing missed commitments. She feels caught between both demands. What should the project manager do?

ATell the developer to refuse any work that comes from the functional manager BReplace the developer with someone who is fully dedicated to the project CReport the functional manager to the sponsor for undermining the project DMeet with the functional manager to agree on the developer's availability

Correct answer: D. Meet with the functional manager to agree on the developer's availability
In a matrix setting, the PM negotiates resource availability directly with the functional manager to remove the impediment. Escalating to the sponsor right away skips the direct conversation that is likely to resolve the matter.

Question 137Process⚑ Flag

A project has a BAC of $600,000, an EV of $250,000 and an AC of $300,000. The overrun came from a one-time equipment failure, and the rest of the work is expected to be done at the budgeted rate. What is the ETC?

A$300,000 B$350,000 C$420,000 D$650,000

Correct answer: B. $350,000
When the variance is atypical, the remaining work is expected at the planned rate. ETC = BAC - EV = 600,000 - 250,000 = $350,000, giving an EAC of $650,000.

Question 138People⚑ Flag

Midway through a predictive project, the team discovers that onboarding new vendors takes three weeks longer than planned. Two more vendor contracts are coming up later in the project. What should the project manager do?

AMention the issue informally to the team so they remember it for the next vendor contracts BWait to record the lesson at project closure, when all lessons learned are formally collected CRecord the lesson in the lessons learned register now and apply it to the upcoming contracts DAsk procurement to fix its onboarding process before the next vendor contracts are signed

Correct answer: C. Record the lesson in the lessons learned register now and apply it to the upcoming contracts
Recording lessons as they happen allows them to improve the rest of the current project. Waiting until closure means the same delay will likely repeat with the next two vendors.

Question 139Business Environment⚑ Flag

An agile team is building a public website. An updated accessibility standard has been released. It will not be legally required for another 18 months, but several large customers say they will only buy products that meet it. What should the project manager do?

AAsk the team to stop all feature work and make the whole site compliant now BHelp the product owner weigh the value and effort and prioritize the work CRaise a formal change request to the sponsor to approve the extra scope DIgnore the standard until it becomes a legal requirement in 18 months

Correct answer: B. Help the product owner weigh the value and effort and prioritize the work
The product owner sets priority based on value, and customer demand gives the standard real business value now. The project manager helps assess effort and impact so the work can be ranked in the backlog. Stopping all feature work or ignoring the market signal would both harm value.

Question 140Process⚑ Flag

While planning a new project, a project manager finds that the organization has no records of lessons from similar past projects. Now the project manager is closing their own current project. What is the BEST action to avoid the same problem?

AKeep the project files on the team's shared drive for a year in case anyone needs them BPresent the lessons at the next all-hands meeting CEmail the lessons learned to the team and the sponsor DStore the lessons and project records in the organization's repository

Correct answer: D. Store the lessons and project records in the organization's repository
Archiving lessons and project records in the organization's repository updates organizational process assets so future teams can find them. Emails and meetings are quickly forgotten. Temporary storage does not create lasting knowledge.

Question 141Process⚑ Flag

A predictive project is building a new distribution center that will be handed to the operations team in five months. Operations staff have not been involved so far, and the project manager worries they will not be ready to run the site and achieve the expected savings. What should the project manager do?

AFinish the build first and only then give operations a full handover manual BEngage operations now to plan the transition and agree readiness criteria CAsk the sponsor to replace the operations manager with a project member DExtend the project so the team can run the site for its first six months

Correct answer: B. Engage operations now to plan the transition and agree readiness criteria
Involving operations early in transition planning helps the deliverable be adopted and the benefits be realized. A manual at the end gives operations no time to prepare and raises the chance the savings never appear.

Question 142People⚑ Flag

You use an AI tool to draft a weekly status report. While reviewing a draft, you notice it overstates the progress of two deliverables and leaves out an open risk. What should the project manager do?

AAsk the team to check the AI's work instead so you can save time BSend the report as drafted, adding a clear note that it was produced by an AI tool and may contain some errors CCorrect the content, validate it against project data, and keep reviewing AI outputs before sharing DStop using AI tools for any project communication

Correct answer: C. Correct the content, validate it against project data, and keep reviewing AI outputs before sharing
The project manager remains accountable for what is shared, so AI output must be checked against real data. Stopping AI use entirely overreacts and loses a helpful tool that works well with proper review.

Question 143Business Environment⚑ Flag

An agile team has raised the same three improvement items in its last four retrospectives, but none has been acted on. Team members are starting to see retrospectives as pointless. What is the BEST action?

AMake the items visible with owners and add them to the next sprint backlog BPick the easiest item and fix it personally to show that progress is possible CAsk the product owner to decide whether the improvement items are worth doing DCancel retrospectives until the team has time to act on its existing items

Correct answer: A. Make the items visible with owners and add them to the next sprint backlog
Putting improvement items into the sprint backlog with owners makes them real work that gets done. Fixing one personally shows goodwill but does not build the team's habit of following through on its own improvements.

Question 144Process⚑ Flag

A hybrid project's agile release has 200 story points and a budget of $400,000, planned evenly over 10 sprints. After 4 sprints, the team has completed 60 points and spent $170,000. Which statement BEST describes the release status?

ASPI is 0.75 and CPI is about 1.06, so the release is behind schedule but under budget BSPI is about 0.94 and CPI is 0.75, so the release is slightly behind schedule and over budget CSPI is 1.33 and CPI is about 0.71, so the release is ahead of schedule but over budget DSPI is 0.75 and CPI is about 0.71, so the release is behind schedule and over budget

Correct answer: D. SPI is 0.75 and CPI is about 0.71, so the release is behind schedule and over budget
PV = 4/10 x 400,000 = $160,000. EV = 60/200 x 400,000 = $120,000. SPI = 120/160 = 0.75 and CPI = 120/170 = 0.71, so the release is behind schedule and over budget.

Question 145People⚑ Flag

On an agile project, a stakeholder asks for complete documentation of every design decision for future teams. The developers argue that working software matters more than documentation. What should the project manager do?

AAgree with the product owner on what documentation is needed and add it as backlog items BAsk the team to document every design decision in full, as the stakeholder has requested CAssign a technical writer to create the documentation separately from the development team DSide with the developers, since the Agile Manifesto values working software over documentation

Correct answer: A. Agree with the product owner on what documentation is needed and add it as backlog items
Agile values working software more, but not to the exclusion of useful documentation; the product owner can prioritize just enough documentation as real work. Siding with the developers ignores a valid need for future knowledge transfer.

Question 146Business Environment⚑ Flag

A hybrid project depends on a component made by a single supplier. News reports say port closures in the supplier's country may stop shipments for at least two months. The component is needed for an integration milestone in six weeks. What should the project manager do FIRST?

AAsk the team to redesign the product so that it no longer needs the component BWait for official confirmation of the port closures before taking any action at all CAssess the impact on the schedule and work with procurement to find other sources DInform the customer that the integration milestone will slip by about two months

Correct answer: C. Assess the impact on the schedule and work with procurement to find other sources
The first step is to understand how the disruption affects key milestones and what alternatives exist. Working with procurement on other sources may keep the milestone on track. Announcing a delay or redesigning before analysis would be premature.

Question 147Process⚑ Flag

An agile project has had every increment accepted by the product owner. At the final review, the customer asks for three new features before giving final sign-off. These features were never in the agreed scope. What should the project manager do?

AAsk the product owner to remove the features from the request BAdd the features to the backlog and keep the team on the project until the customer signs off CRefuse the request and close the project without final sign-off DConfirm acceptance against the agreed scope and handle the features as new work

Correct answer: D. Confirm acceptance against the agreed scope and handle the features as new work
Final acceptance should be judged against the agreed scope and criteria. New features can be handled through a change request, a new release, or a new agreement. Refusing outright or quietly extending the project are both poor choices.

Question 148Process⚑ Flag

A product owner has filled every recent sprint with new features. Defects are rising, the code is harder to change, and velocity has fallen for three sprints. The developers want time to fix technical debt. What should the project manager do?

ALeave it alone since the product owner owns all backlog prioritization BLet the developers fix the debt quietly inside their feature estimates CStop all feature work for one full sprint so the team can fix the debt DMake the debt visible in the backlog with its cost so the PO can decide

Correct answer: D. Make the debt visible in the backlog with its cost so the PO can decide
Making technical debt visible with its effect on value lets the product owner prioritize it openly. Fixing it quietly hides real costs and weakens trust in the team's estimates.

Question 149People⚑ Flag

A developer on your agile team tells you she wants to grow into a team facilitation role in the future. What is the BEST response?

AAdvise her to take a recognized facilitation certification course in her own time before taking on the role BCoach her and give her chances to facilitate team events, such as a retrospective, with your support CRecommend she speak with HR about available roles in the organization DTell her to focus on development work until the project is complete

Correct answer: B. Coach her and give her chances to facilitate team events, such as a retrospective, with your support
Coaching plus real practice is how leaders grow people on their team. A course alone may help, but it gives no hands-on experience or support.

Question 150Business Environment⚑ Flag

On a predictive project, the issue log contains five open issues and the project manager has limited time this week. One affects a regulatory milestone, one involves a stakeholder complaint, and the others are minor. What should the project manager do FIRST?

AResolve the minor issues first so the issue log looks shorter at review time BAddress the issues in the order they were raised to be fair to all owners CAssess and prioritize the issues based on their impact on project objectives DAsk the sponsor to choose which issue the project manager should address first

Correct answer: C. Assess and prioritize the issues based on their impact on project objectives
Issues should be prioritized by impact and urgency so effort goes where it protects the objectives. Handling them in date order seems fair but could leave the regulatory milestone at risk.

Question 151Process⚑ Flag

Early in a predictive project, the sponsor needs a rough order of magnitude cost estimate within two days to decide whether to continue. Detailed requirements are not ready, but the organization finished a very similar project last year. Which estimating technique is BEST?

ABottom-up estimating BParametric estimating CThree-point estimating DAnalogous estimating

Correct answer: D. Analogous estimating
Analogous estimating uses data from a similar past project and is fast when details are limited. Bottom-up and three-point estimating need detailed activities. Parametric estimating needs reliable unit rates that are not described here.

Question 152People⚑ Flag

On a distributed hybrid team, a senior architect in one time zone runs knowledge-sharing sessions, but members in other time zones rarely attend because of the timing. Several are making avoidable design mistakes. What is the BEST approach?

ACancel the sessions and ask the architect to review all design work personally instead BAsk members in other time zones to learn the design standards on their own time CRecord short sessions, keep searchable notes, and run an asynchronous Q&A thread DRequire all members to attend the sessions live, regardless of their local time zone

Correct answer: C. Record short sessions, keep searchable notes, and run an asynchronous Q&A thread
Recordings, notes and async Q&A make the architect's knowledge available to everyone regardless of location. Requiring live attendance at bad hours is unfair and hurts engagement.

Question 153Business Environment⚑ Flag

An agile team is building a desktop tool for small business accounting. A new industry report suggests that most small business owners now prefer to do their accounting on mobile phones. The current roadmap has no mobile version. What should the project manager do?

AAsk the team to switch immediately to building a mobile version of the product BHelp the product owner test the finding with real customers, then adjust the roadmap CContinue the desktop roadmap, since the report may not apply to their customers DEscalate the report to the sponsor and ask for a decision on cancelling the product

Correct answer: B. Help the product owner test the finding with real customers, then adjust the roadmap
A market report is a signal that should be validated before it reshapes the product. Quick research or experiments with actual customers show whether the shift applies to this market. The product owner can then reprioritize the roadmap based on evidence.

Question 154Process⚑ Flag

A buyer ends a predictive project early for convenience. The seller has completed about 60 percent of the deliverables under a contract that has a termination-for-convenience clause. What should the project manager do regarding the contract?

APay nothing, since the deliverables were not finished BAsk the seller to finish the work at a reduced price CFollow the termination clause and settle for work done DLeave the contract open in case the project restarts

Correct answer: C. Follow the termination clause and settle for work done
A termination-for-convenience clause usually requires paying the seller for work done and agreed costs. Following the clause closes the contract fairly and lowers the risk of disputes. Leaving it open or refusing payment creates new problems.

Question 155Process⚑ Flag

A hybrid team released an MVP of a fitness app to 2,000 users. Usage data shows few people use the core workout planner, while many use a simple step tracker the team built as a minor extra. What should the team do NEXT?

AStudy the feedback and usage data with stakeholders and adjust the backlog BContinue with the planned roadmap, since the MVP is only a first release CSpend more on marketing so users discover the value of the workout planner DAdd more features to the workout planner to make it more appealing to users

Correct answer: A. Study the feedback and usage data with stakeholders and adjust the backlog
An MVP exists to learn, so the team should use the evidence to decide whether to pivot or persevere. Adding more features to the planner assumes the original idea is right despite clear data against it.

Question 156People⚑ Flag

A team performance assessment on a predictive project shows low trust between members. Work is getting done, but people rarely share information or ask each other for help. What should the project manager do?

AAsk each member to sign an agreement to share information openly BExplore the causes of low trust with the team and plan actions, such as team building and shared goals CIntroduce more detailed task tracking so everyone can see each other's work and the reasons behind delays DSince work is getting done, leave the team alone until a performance problem appears

Correct answer: B. Explore the causes of low trust with the team and plan actions, such as team building and shared goals
Understanding the causes and acting on them builds the trust that collaboration depends on. Ignoring the issue because work is getting done misses early warning signs of later problems.

Question 157Business Environment⚑ Flag

A distributed agile team spans three time zones. Handoffs between developers and testers often sit for a full day, and stories regularly miss the sprint. What should the project manager do?

AFacilitate the team in creating working agreements such as shared overlap hours BSplit the team by time zone so each group delivers separate features alone CRequire all team members to work the same core hours as the main head office location DAssign a coordinator to pass work between the time zones every single day

Correct answer: A. Facilitate the team in creating working agreements such as shared overlap hours
Helping the team create its own working agreements removes the impediment while respecting self-organization. Splitting the team by location seems tidy but creates new dependencies and silos that slow integration.

Question 158Process⚑ Flag

The finance department releases project funds quarterly. When the project manager compares the time-phased cost baseline with these funding limits, planned spending in the second quarter is $70,000 above the funds available. What should the project manager do?

AAsk finance to release the second quarter funds early from the third quarter allocation BUse the management reserve to cover the second quarter gap between planned spending and funds CReschedule some activities so planned spending stays within each quarter's limit DReduce the scope of second quarter work packages by $70,000 to match the funding

Correct answer: C. Reschedule some activities so planned spending stays within each quarter's limit
Funding limit reconciliation adjusts the schedule so spending fits within the funding constraints, often by moving activities with float. Management reserve is for unknown risks, not cash timing. Cutting scope is a last resort.

Question 159People⚑ Flag

A predictive project team grows from 6 to 10 members. The project manager is updating the communications management plan and wants to understand the added complexity. How many additional communication channels are there?

A45 B4 C15 D30

Correct answer: D. 30
Using n(n-1)/2, six people have 15 channels and ten people have 45, so 30 channels are added. Choosing 45 gives the new total, not the increase.

Question 160Business Environment⚑ Flag

A predictive project is designing a factory that uses a particular chemical coolant. A bill that would ban this coolant will be voted on in three months, and experts are divided on whether it will pass. Changing the design now would cost $80,000. What is the BEST approach?

ARedesign the factory now to remove the coolant before the vote takes place BContinue with the current design, since the bill has not yet become law CAsk the sponsor to lobby lawmakers so that the ban on the coolant is defeated DRecord the risk, prepare an alternative design, and use the vote as the trigger

Correct answer: D. Record the risk, prepare an alternative design, and use the vote as the trigger
The outcome of the vote is uncertain, so this is a risk to plan for, not a change to make yet. A contingency plan with the vote as its trigger lets the team act fast if the ban passes, without spending $80,000 now. Ignoring it leaves the project exposed.

Question 161Process⚑ Flag

All procurements on a large predictive project have been formally closed. The PMO wants to improve how the organization buys services for future projects. What should the project manager do?

AConduct a procurement audit and record the lessons learned BRate each seller and add the ratings to the vendor list CReopen the contracts to check whether sellers met every term DAsk legal to review all contracts before archiving them

Correct answer: A. Conduct a procurement audit and record the lessons learned
A procurement audit reviews the whole procurement process to find what worked and what did not. The lessons help improve future buying. Seller ratings alone do not cover the process.

Question 162Process⚑ Flag

A team measures that a typical feature takes 12 weeks from approval to release. Only 2 weeks of that is active development and testing; the rest is waiting for sign-offs and handoffs. What is the flow efficiency, and what is the BEST action?

AAbout 83%, so the team should focus on making development itself faster BAbout 17%, so the team should map the value stream and cut waiting time CAbout 17%, so the team should add more developers to shorten the active work DAbout 83%, so the process is healthy and needs no particular change now

Correct answer: B. About 17%, so the team should map the value stream and cut waiting time
Flow efficiency is 2 divided by 12, about 17%, so most of the delay is waiting, not working. Adding developers targets the 2 active weeks and barely changes the 12-week lead time.

Question 163People⚑ Flag

Several stakeholders on an agile project complain that they do not know how the project is going, even though the team publishes updates in its online tool. What should the project manager do?

ARemind stakeholders where to find the online updates and how to use the tool BAsk the product owner to meet each stakeholder individually after every sprint CSend the stakeholders a detailed weekly progress email in addition to the online updates DInvite stakeholders to sprint reviews and make progress visible in ways that suit them

Correct answer: D. Invite stakeholders to sprint reviews and make progress visible in ways that suit them
Sprint reviews and visible progress tailored to stakeholders give them direct, meaningful insight. Extra emails add work and still may not deliver what stakeholders actually want to see.

Question 164Business Environment⚑ Flag

On a predictive project, an issue about inconsistent test results has been resolved after the team corrected a configuration error. The stakeholder who raised it has not yet been informed. What should the project manager do NEXT?

ASend a project-wide email explaining the configuration error in detail BClose the issue in the log and move on to the remaining open issues CConfirm the fix with the stakeholder, update the issue log and record lessons DSchedule a follow-up audit to verify the configuration error is truly fixed for good

Correct answer: C. Confirm the fix with the stakeholder, update the issue log and record lessons
Closing an issue properly means confirming resolution with the person who raised it, updating the log and capturing lessons learned. Closing the log entry alone skips the stakeholder confirmation and loses learning for future work.

Question 165Process⚑ Flag

A project has a BAC of $500,000. Because of earlier issues, the sponsor approved a new EAC of $560,000. To date, EV is $200,000 and AC is $240,000. What CPI must the team achieve on the remaining work to finish at the approved EAC?

A0.83 B0.94 C1.07 D1.15

Correct answer: B. 0.94
TCPI based on EAC = (BAC - EV) / (EAC - AC) = (500,000 - 200,000) / (560,000 - 240,000) = 300,000 / 320,000 = 0.94. The team can perform slightly below 1.0 and still meet the new EAC.

Question 166People⚑ Flag

During testing on a hybrid project, the team discovers a security flaw that may have exposed test data. The sponsor needs to know quickly and may need to make decisions. What is the BEST way to communicate this?

AInclude the issue in the next weekly status report with the analysis and recommended action BSend a detailed email to the sponsor so there is a clear written record of what was found CSpeak with the sponsor directly by call or in person, then follow up with a written summary DAdd the issue to the project dashboard so the sponsor sees it on the next review of status

Correct answer: C. Speak with the sponsor directly by call or in person, then follow up with a written summary
Urgent, sensitive news that may need decisions calls for interactive communication, followed by a written record. An email alone may be missed or misread and does not allow immediate discussion.

Question 167Process⚑ Flag

A hybrid project has delivered a new HR system, and the sponsor wants to close it this week. There are still 12 low-priority open issues that do not block acceptance. The operations team has agreed to support the system. What should the project manager do?

ARecord the open issues, agree who owns them in operations, then close BKeep the project open until all 12 issues are fixed CAsk the sponsor to waive the issues so they can be deleted DClose the project on schedule and leave the minor issues out of the final report

Correct answer: A. Record the open issues, agree who owns them in operations, then close
Open issues that do not block acceptance can be transferred to operations with clear ownership. Recording them in the final report keeps closure transparent. Holding the project open for minor issues wastes resources.

Question 168Process⚑ Flag

On a predictive project, the sponsor asks the project manager to cut a loyalty feature to save 10% of the budget. Analysis shows the feature drives about 40% of the expected benefits in the business case. What should the project manager do?

AKeep the feature and find savings elsewhere without telling the sponsor BPresent the benefit impact to the sponsor and offer other ways to save CCut the feature but record the lost benefits in the final closure report DCut the feature as asked, since the sponsor controls the overall project budget

Correct answer: B. Present the benefit impact to the sponsor and offer other ways to save
The project manager should make sure decisions are made with full knowledge of their effect on value and suggest alternatives. Cutting it without raising the impact would give up 40% of the benefits to save 10% of the cost.

Question 169People⚑ Flag

A senior executive has high power over your predictive project but shows little interest in it. She sometimes makes decisions that affect project resources. What is the BEST approach for engaging her?

AKeep her satisfied with concise updates focused on decisions that need her input BKeep her informed by including her in all team communications CManage her closely with detailed weekly reports and regular meetings to keep her fully informed DMonitor her with minimal communication, since her interest is low

Correct answer: A. Keep her satisfied with concise updates focused on decisions that need her input
High-power, low-interest stakeholders should be kept satisfied with focused, efficient updates. Managing her closely overloads someone who is not interested and may cause her to disengage further.

Question 170Process⚑ Flag

Halfway through an agile project, the burn rate has risen each sprint. The team has spent 60 percent of the budget but delivered only about 45 percent of the planned backlog value. What should the project manager do FIRST?

AAsk the team to raise velocity by taking on more story points in each of the next few sprints BAsk the sponsor for more funding so that the full backlog can still be delivered as planned CAnalyze why the burn rate rose and review the remaining backlog by value with the product owner DCut the team size right away so that the burn rate falls back to the level that was planned

Correct answer: C. Analyze why the burn rate rose and review the remaining backlog by value with the product owner
The project manager should first understand why costs are rising and then work with the product owner to focus remaining funds on the highest-value items. Asking for money, cutting staff or pushing velocity without analysis may make things worse.

Question 171People⚑ Flag

Stakeholders of a remote agile team rely on its digital task board, but the board is often days out of date, and stakeholders have started making decisions based on stale information. What should the project manager do?

ATell stakeholders not to use the board and to ask the project manager for status instead BRaise the issue in the retrospective so the team agrees on how to keep the board updated CUpdate the board personally at the end of each day so stakeholders always see current data DReplace the board with a weekly written status report that the project manager sends out

Correct answer: B. Raise the issue in the retrospective so the team agrees on how to keep the board updated
Letting the team agree on how to keep its own board current builds ownership and fixes the cause. The project manager updating it personally creates a dependency and does not change team habits.

Question 172People⚑ Flag

End users at one site are resisting a new system that will change their daily work. They say it was designed without understanding their needs. What should the project manager do?

AAsk the site manager to require staff to use the new system BDelay the rollout at the site until the rest of the organization has adopted the system CProvide extra hands-on training at the site so that users can learn the new system and gain confidence DInvolve user representatives in testing and feedback, and address their concerns before rollout

Correct answer: D. Involve user representatives in testing and feedback, and address their concerns before rollout
Involving users gives them a voice and improves the solution, reducing resistance. Training helps with skills but does not deal with the feeling that their needs were ignored.

Question 173People⚑ Flag

A project manager sends monthly reports to stakeholders in several countries. Some stakeholders who read English as a second language have misunderstood key points, partly due to acronyms and idioms. What should the project manager do?

AUse plain language without acronyms and idioms, and confirm understanding of key messages BAdd a long glossary to every report so stakeholders can look up any unfamiliar terms CHold a training session to teach stakeholders the acronyms used in project reports DTranslate every report into each stakeholder's language using an automated translation tool

Correct answer: A. Use plain language without acronyms and idioms, and confirm understanding of key messages
Plain language and checking understanding reduce noise for cross-cultural audiences. A long glossary puts the burden on the reader and does not fix unclear writing.

Question 174People⚑ Flag

The sponsor of your agile project rarely responds to questions, saying, "Just deliver it." The team needs her input on two decisions about scope. What should the project manager do?

AMake the two scope decisions yourself to keep work moving and inform the sponsor about them afterward BShow her a short demo of working features and explain the specific decisions that need her input CEscalate to her manager that the sponsor is not engaged DPause the affected work until the sponsor responds

Correct answer: B. Show her a short demo of working features and explain the specific decisions that need her input
Showing value and making the decisions clear and easy for her helps re-engage the sponsor. Making the decisions yourself may keep work moving, but scope decisions belong to her and the team's direction could be wrong.

Question 175People⚑ Flag

On a predictive project, the communications management plan was set up at the start. Six months in, three new regional teams have joined as stakeholders, and they say they are not getting the information they need. What should the project manager do?

ACopy the new regional teams on all existing project communications going forward BAsk the new regional teams to request any information they need from the project team CLet each regional team manager decide what to share with their own staff DUpdate the communications plan based on the new teams' information needs

Correct answer: D. Update the communications plan based on the new teams' information needs
The communications plan should be updated as stakeholders change, starting from their actual needs. Copying them on everything risks information overload without meeting their real needs.

Question 176People⚑ Flag

A stakeholder on your predictive project gives a team member a written request to change a deliverable's specifications. The team member asks you what to do. What should the project manager do?

AApprove the change, since it came from a stakeholder in writing BTell the team member to make the change if it does not affect the schedule CReturn the request to the stakeholder and ask him to send it to the sponsor for approval instead DEnsure the request is logged and assessed through the integrated change control process

Correct answer: D. Ensure the request is logged and assessed through the integrated change control process
In a predictive project, changes must go through integrated change control so impacts are assessed and decisions are recorded. Letting the team member make small changes informally leads to scope creep.

Question 177People⚑ Flag

An organization is rolling out a new HR system to 2,000 employees through a hybrid project. Employees need awareness of the change, reference information they can check anytime, and a way to ask questions. What is the BEST communication approach?

ACombine push updates, a pull FAQ portal, and interactive town halls for questions and feedback BSend a detailed email to all employees explaining every aspect of the new system before launch CHold one large town hall meeting where all employees learn about the new system at once DPost all information on the intranet and let employees find what they need when they need it

Correct answer: A. Combine push updates, a pull FAQ portal, and interactive town halls for questions and feedback
Different needs call for different methods: push for awareness, pull for reference, and interactive for questions. A single email or meeting cannot meet all three needs for a large audience.

Question 178People⚑ Flag

A regulator requires detailed documentation for your hybrid project's medical software. The team works in short iterations and worries the documentation will slow it down. What is the BEST approach?

AAsk a separate team to produce the documentation after each release BLeave documentation until the end of the project to avoid slowing the iterations CTailor the approach by including compliance work in the definition of done and engaging the regulator early DSwitch the whole project to a predictive approach so that the regulator receives the documentation it expects

Correct answer: C. Tailor the approach by including compliance work in the definition of done and engaging the regulator early
Tailoring keeps the team's agile rhythm while building compliance in from the start, and early contact with the regulator avoids surprises. Switching to a fully predictive approach overcorrects and loses the benefits of iterative delivery.

Question 179People⚑ Flag

A distributed agile team uses email, two chat tools and two different task boards. Information is often lost, and team members miss important decisions. What should the project manager do?

AAgree with the team on a single source of truth and which channel is used for what BSend a daily summary email collecting all decisions made across the different channels CChoose a single tool for all communication and require the team to use only that tool DAsk team members to check every channel several times a day so nothing is missed

Correct answer: A. Agree with the team on a single source of truth and which channel is used for what
A team-agreed single source of truth and clear channel purposes cut noise and lost information. Choosing one tool alone ignores that different messages suit different channels and skips team buy-in.

Question 180People⚑ Flag

A key stakeholder learns that your team has been using an AI tool to analyze the tone of stakeholder emails. He is upset and says nobody asked his permission. What should the project manager do?

AStop using the tool on his emails only and continue with the others BAcknowledge his concern, explain the tool's use, check the policy, and stop if consent is lacking CAsk the team lead to respond, since the team set up the tool DExplain that the analysis only helps the team understand stakeholders and communicate with them better

Correct answer: B. Acknowledge his concern, explain the tool's use, check the policy, and stop if consent is lacking
Being transparent, following policy, and respecting consent rebuilds trust and reflects responsible AI use. Explaining the benefit alone dismisses a valid concern about how his information is used.