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PMP Project Management Professional (PMP) July 2026 Update Questions and Answers

Questions 4

An agile project in progress has a large number of blocked items and the project manager does not have visibility on the underlying issues. What should the project manager do to allow transparency and remove the blockers?

Options:

A.

Create a shared kanban board for the team to have visibility of the items.

B.

Hold a war room meeting with relevant people to address the blockers.

C.

Change the project status to “on hold” to inform the sponsor about the blockers.

D.

Conduct a retrospective meeting to gain visibility on what is happening.

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Questions 5

A team is using a predictive model to determine possible cost overrun scenarios for a disruptive technology project. The data being used is pooled from various

projects implemented within the organization.

What should the project manager do to increase accuracy?

Options:

A.

Ensure that the data pool is broadened to include public domain projects.

B.

Ensure that the data pool consists of projects still in progress or not completed.

C.

Ensure the data pool consists of successful projects completed one year ago.

D.

Ensure the data pool is composed of projects with similar parameters.

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Questions 6

A project manager is identifying stakeholders for a research project. The stakeholders that are included are individuals from academia, industry, and government.

What should the project manager do once stakeholders are identified?

Options:

A.

Communicate with the stakeholders about the progress of the project on a regular basis.

B.

Conduct facilitation sessions with the stakeholders to understand and align their expectations.

C.

Focus on key stakeholders who are critical to the project.

D.

Engage the stakeholders based on their influence on the project.

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Questions 7

A digital health development team is tasked with designing a new product, which is a pioneering effort for the organization and one of the few available in a

‘competitive market. The planning and auditing processes have been notably time-consuming. The development team has reported limited rework and minimal

customer complaints; however, the current budget significantly exceeds the typical project baselines for previous product development initiatives within the

organization. The project manager is currently analyzing the total cost of quality for the project.

What should the project manager do?

Options:

A.

Maintain the planned investment, appraisal, and prevention cost plan to reduce failure costs.

B.

Increase prevention costs to maintain project stability, reduce failure costs, and support the pace of change.

C.

Reduce internal costs to increase time to deliver value on schedule and on budget and reduce failure costs.

D.

Increase internal failure costs to detect defects early and minimize risks.

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Questions 8

The project team is working on integrating a generative artificial intelligence (Al) solution, which will function as customer-facing agent. The project manager has

recently learned from the company ' s legal department that the European Union is updating its Al Act. This update needs to be considered as it will impact the project

scope and will drive deadlines.

What should the project manager do?

Options:

A.

Prioritize having a conversation with the general council prior to continuing with the project.

B.

Consult with the project sponsor about potential impediments caused by the Al Act.

C.

Investigate if there will be any regulatory conflicts that could impact the scope.

D.

Continue with project implementation and submit change requests as the Al Act is fully understood.

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Questions 9

Health Records Modernization at Hospital Case Study

A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.

Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.

In the Health Records Modernization project, stakeholder engagement and management is critical to the successful adoption of the project outcomes. How should the project manager approach management of the various stakeholder communication channels in the complex healthcare project? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)

Options:

A.

Establish communication through department leads and request each lead distribute appropriate information.

B.

Simplify communication based on the project management office (PMO) guidance.

C.

Create a tailored communication strategy based on stakeholder analysis and preferences.

D.

Meet with the stakeholders about communication strategy so they can each specify the information they would like to receive.

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Questions 10

Alocal city government is deploying a project management system in several departments. At the start of a new phase, the project manager asks a department

manager for input on the project schedule. In response, the department manager wants to know more about their role and responsibilities in the scheduling process.

What should the project manager do?

Options:

A.

Meet with the department manager and the project sponsor.

B.

Review and update the project management plan.

C.

Make adjustments to the stakeholder register.

D.

Refer the department manager to the schedule management plan.

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Questions 11

A project manager is leading a predictive project. The main stakeholders involved in the project complain that the weekly status report sent over email, is very

confusing and so they expect a weekly meeting to be arranged to understand the project status and to ask questions wherever needed.

Which two steps should the project manager take? (Choose 2)

Options:

A.

) Assign this request to the functional manager to speed up the process.

B.

Schedule a periodic meeting with stakeholders for sharing the information.

C.

Continue delivering the report using the method established in the project ' s communication plan.

D.

Prepare a clear template along with the stakeholders as how they want to visualize the information.

E.

) Respond that there isn ' t time for meetings but the report can be improved to convey clear information.

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Questions 12

A project team provided estimates for a hybrid project, but in every case those estimates were undervalued. On the current trajectory, the project will not meet its

intended value before it runs out of budget.

What should the project manager do?

Options:

A.

Review the number of sprints remaining and update estimates using planning poker.

B.

Convert the project to a pure agile approach and enforce sprint planning.

C.

Re-estimate the remaining project tasks and submit a change request.

D.

Monitor the budget variations to work with the governance process.

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Questions 13

A project manager is leading a project to use Al to optimize the content moderation process for an online game. The project sponsor expects to make cost savings

with this optimization. The project manager sourced a few Al technology vendors, making a final decision with the team. After launching the product with the new Al

feature, a key stakeholder questions why the team did not build a custom Al module to save money in the long term.

What should the project manager do?

Options:

A.

Work with the senior management to initiate a change request of implementing a custom Al model.

B.

Order the team to prepare an estimation of reimplementing the feature using a custom Al model.

C.

Review project documents and make sure the implementation has followed the requirements.

D.

Ask the providers to make a presentation about the potential savings in the long term.

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Questions 14

An engineering consulting firm is hired to support a client in designing technical documents for a new construction site. The project has a tight schedule. The client

does not have a complete scope, but the client cannot wait for the scope to be defined before starting the project.

What should the project manager do?

Options:

A.

Start the project and when the scope is defined by the client, update the project schedule accordingly.

B.

Inform the client that the project will not be able to start until the scope is clear and well defined.

C.

Liaise constantly with the client to determine which deliverables are worth developing.

D.

Include the item in the issue log to be frequently monitored in the client ' s weekly meeting.

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Questions 15

Acompany is transitioning all projects under the portfolio of IT from a predictive to an adaptive approach. Some of the project managers and project team members

are unhappy about this change because they have been working in a predictive environment for years, and several projects are currently in progress.

What are two tasks the project manager should ask support from the company ' s management team to ensure smooth transition to the new approach? (Choose 2)

Options:

A.

Allow projects in the portfolio to operate freely for the next three months without measuring their performance.

B.

Organize learning programs for everyone in the portfolio to educate them about the adaptive approach.

C.

Highlight the pros of an adaptive approach and convince everyone that change is inevitable.

D.

Enforce the change on everyone and on every project without taking time to acknowledge their resistance.

E.

Develop new processes, standards, guidelines, and templates to follow for working in the adaptive way.

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Questions 16

A project team repeatedly misses delivery target dates for the main project releases because of new requests from the client. Client satisfaction is high, even though the project is behind schedule.

What should the project manager do?

Options:

A.

Assess the impact of the new requests and advise the team of approval.

B.

Train the team on how to handle the risk of missing deadline targets.

C.

Assign the new requirements to the senior members to avoid delays.

D.

Allow additional time for the team to work on the new requests.

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Questions 17

A project sponsor provides a charter and appoints a project manager to implement a large project over 5 years. The sponsor then requests the project budget and

outcomes from the project manager.

What should the project manager do first?

Options:

A.

Review the provided charter, identifying and engaging stakeholders.

B.

Review timelines based on the sponsor ' s provided charter and determine outcomes.

C.

Discuss and agree on a budget and plan with the project sponsor.

D.

Hire experts to decide on budget, develop the project management pian, and determine outcomes.

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Questions 18

The project manager calculates the current cost performance index (CP!) and determines that it is > 1 compared with actual value added. What should the project

manager do first?

Options:

A.

Inform the sponsor that profit will increase based on project achievement.

B.

Review the finance strategy since there will be a financial overrun soon.

C.

Check that no work packages were omitted during the awarding phases.

D.

Validate the reporting against the financial management plan.

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Questions 19

Asmall, fast-growing engineering consultancy recently completed a high-profile infrastructure project. With high staff turnover and frequent new hires, the project

manager wants to ensure that critical knowledge gained from projects is available for future projects.

What should the project manager do?

Options:

A.

Encourage team members to provide details about their experiences once a project closes.

B.

Create a thorough final project report to document and share lessons learned.

C.

Facilitate an environment for informal conversations and on-the-job training.

D.

Doa periodic lessons learned workshops and implement a shared repository.

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Questions 20

Asoftware development team is working on a new reporting application for a client. During iteration planning, the team agrees the functionality requirements of a key

feature are unclear. The product owner tells the project manager that delays and quality issues are a major concern for the client.

What should the project manager do?

Options:

A.

Suggest to the product owner to postpone the development of the feature until the team feels more confident, even if it affects the project timeline.

B.

Assign the task of clarifying the feature requirements to the most experienced team member and the product owner.

C.

Facilitate understanding about the feature requirements in a collaborative session with the team and the product owner.

D.

Plan iteration meetings with the client, product owner, and the team to clarify requirements.

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Questions 21

Abig corporation with a large quantity of well-documented procedures is planning to acquire a small company. The potential loss of key resources due to uncertainty

around the merger is a significant concern.

What should the project manager do?

Options:

A.

Contract an external consulting firm to train new stakeholders in project management processes.

B.

Review the stakeholder matrix and evaluate needs for future projects.

C.

Create the risk register, evaluate the impact on projects, and share with the steering committee.

D.

Allocate project resources to assess the impacts on the actual projects in execution.

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Questions 22

One of the key team members working on a critical path task resigns without any notice. Another resource is hired as a temporary replacement but does not have the same skillset and is taking too long to complete the work.

What should the project manager do?

Options:

A.

Estimate the cost and schedule impact of the resource change.

B.

Ask the new resource to work faster while maintaining quality.

C.

Discuss options with the team to reassign tasks to other resources.

D.

Contact human resources (HR) to find if another resource is available.

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Questions 23

A project manager has recently conducted a kickoff meeting for a project aimed at updating a product for a client in the insurance services sector. The product owner

has given notice of their departure from the company in two months, prompting the client to express concerns about the change in personnel.

What should the project manager do?

Options:

A.

Ask the project sponsor ' s opinion about continuing the project.

B.

Meet with the team to discuss the product owner ' s replacement.

C.

Add the risk and mitigations to the risk register.

D.

Meet with the client to understand and address their concerns.

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Questions 24

During a project status meeting, two project stakeholders disagree about what should be included in the next deliverable. One of the stakeholders would like the team to include a finalized version of the new component in the release. Using the finalized version will impact the project timeline. The second stakeholder would like the team to include a beta version of the new component to allow the client to provide feedback before the component is finalized.

What should the project manager do next?

Options:

A.

Implement the beta version of the component because it will not impact the project timeline.

B.

Mediate the disagreement by scheduling a meeting to agree on a solution.

C.

Implement the finalized version of the component because it will impact the project timeline.

D.

Choose the inclusion that will result in the least amount of risk.

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Questions 25

During the execution of a healthcare company project about new solutions, a team member finds a recently published article by the market ' s leading expert. The

article introduces drastic changes driven by a new norm for future healthcare products.

What should the project manager do?

Options:

A.

Request that the manufacturing team conduct analysis to understand the changes’ effects on the supply chain.

B.

Consult the product conformity expert about the potential impact on the project ' s execution.

C.

Perform benchmark analysis using a competitor ' s products.

D.

Reevaluate the project scope with key stakeholders.

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Questions 26

A project manager is working on a process improvement project. The project team includes stakeholders across all organizational levels from business managers,

process owners to system specialists, and subject matter experts (SMEs). The project is using a hybrid approach. While planning for the next increment, a

disagreement arises between the stakeholders.

What should the project manager do?

Options:

A.

Escalate the stakeholders’ conflict to the steering committee to resolve.

B.

Consult with the top tier and influential stakeholders to resolve.

C.

Switch to the predictive methodology for the team to follow an upfront plan.

D.

Meet with the stakeholders privately to identify the areas of conflict.

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Questions 27

There are considerable differences in experience levels among project team members working on a project. Multiple stakeholders are requesting that deliverables

relevant to them be assigned to the most experienced team members, which is not feasible.

What should the project manager do?

Options:

A.

Request additional experienced team members be assigned to the project and adjust the resource management plan.

B.

Inform stakeholders that the team members have been assigned and are capable of completing the tasks.

C.

Assign the activities from the beginning of the project to the less experienced team members to meet the timeline.

D.

Create a team agreement so that experienced team members mentor the less experienced members throughout the project.

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Questions 28

Health Records Modernization at Hospital Case Study

A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.

Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.

To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific “champions,” created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.

During project execution, several challenges emerged. The doctors expressed concerns about the system’s impact on patient care, the nurses’ union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.

Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization’s project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.

The project manager leading the project to modernize health records in a hospital has a particular concern about clinical stakeholders—the doctors and nurses. As part of the stakeholder engagement plan, the project manager created the clinical advisory committee.

What was the objective of the project manager’s action?

(Refer to the Health Records Modernization at Hospital Case Study exhibit.)

Options:

A.

To obtain early stakeholder buy-in and continuous feedback from key medical staff.

B.

To document medical specifications to improve the technical elements of the process.

C.

To reduce project overhead by engaging the medical staff in the execution process.

D.

To comply with medical regulatory requirements by learning about them from the medical team.

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Questions 29

A project manager has been assigned to complete a project within the approved budget. Midway through the implementation, the project budget is reduced by the

sponsor.

What should the project manager do?

Options:

A.

Lower costs to align with the new budget and update the team.

B.

Replace the project team with new staff to comply with the new budget.

C.

Consult the stakeholders to update the project management plan with the new budget.

D.

Pause the project and update the project management plan with the new budget.

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Questions 30

The release of a mobile application is near. However, the team is experiencing a major regulatory approval delay for the application ' s graphics. This delay will impact

the launch of the mobile app.

What should the project manager do?

Options:

A.

Speak with the stakeholders about changing the requirements.

B.

Meet with the project team regarding the delay and work to mitigate any risk to the project.

C.

Update the risk register with the team and escalate to the project sponsor and steering committee.

D.

Inform the sponsor of the delay and request a mitigation strategy.

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Questions 31

Solution Development Case Study

A project manager was assigned to a project to deliver a corporate IT security solution within a 12-month timeline and a budget of $2.5 million USD. To help ensure project success, the project manager established a governance framework featuring a steering committee of senior executives from relevant functional areas. The project manager conducted a detailed stakeholder analysis using a power/interest grid to prioritize engagement strategies and developed a quality management plan incorporating quality metrics, control charts, and acceptance criteria for each deliverable.

Project work required specialized security testing tools, so the project manager collaborated with the procurement team to develop vendor selection criteria and contract terms. The team used an agile approach to develop software coupled with a predictive approach to manage other aspects of the project. The project manager implemented a configuration management system to track changes and maintain version control of project information.

During execution, the project manager coordinated between various teams, including software development, cybersecurity, quality assurance, compliance, and customer experience, each with its own methodologies and tools. To address integration challenges, the project manager developed a comprehensive project management plan, with a detailed work breakdown structure (WBS), a master schedule using the critical path method, and earned value management (EVM). The team helped the project manager create and tailor a risk management plan focusing on integration points between teams, along with a communications matrix to ensure consistent cross-functional meetings with stakeholders.

During the project, challenges such as resource conflicts, scope creep, and technical integration issues arose. The project manager addressed these challenges using a resource optimization plan, a formal change control process, and technical working groups.

The project was delivered within budget and was concluded 2 months later than the original baseline due to an approved change. Stakeholders accepted the delay due to additional security features added during execution. The final product met all quality metrics and received positive feedback from beta customers. The project provided valuable lessons on early stakeholder alignment, integrated change control, cross-functional communication, and regular risk reassessment, which informed good practices for future projects within the organization.

What should the project manager do to facilitate and improve communications between the multiple teams within this project?

(Refer to the Solution Development Case Study exhibit.)

Options:

A.

Begin weekly cross-functional meetings.

B.

Distribute bi-weekly status reports.

C.

Start daily coordination meetings.

D.

Conduct monthly stakeholder reviews.

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Questions 32

A project manager is responsible for building a new data center and developing new monitoring software before a fixed deadline. Although the software features are not fully defined, the project scope is set, and a contract has been signed.

What should the project manager do?

Options:

A.

Form a steering committee to review the weekly project status and manage risk.

B.

Manage the two components using the same incremental delivery approach.

C.

Start with the construction milestone and plan for incremental software delivery.

D.

Create a health dashboard for the construction and software component efforts.

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Questions 33

A project team is tasked with implementing a new technology system for the end users. The project team currently lacks information on what the system is used for

and how the end users would use it.

What should the project manager do?

Options:

A.

Request the project management office (PMO) if they can support with beneficial information.

B.

Hire external expert resources who have the knowledge about the system.

C.

Encourage the senior project resources to find out the purpose of the system.

D.

Ask the sponsor to define the project objectives and goals in the project documents.

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Questions 34

The project manager is leading a project to develop a new product. A representative from the legal team approaches the project team requesting the product go

through a legal review before entering the market. This review would lengthen the schedule and would cause the product to miss an important launch window.

What should the project manager do?

Options:

A.

Escalate the issue to the project sponsor that legal requirements were not provided during planning.

B.

Create the product and release without legal review to meet the scheduled timeframe.

C.

Engage an external legal company to validate in-house legal review.

D.

Request a cost-benefit analysis of launching to market considering the legal review addition.

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Questions 35

A project manager has compared the monthly actual costs with the planned costs and estimated the forecast to complete the remaining part of the project. The project

manager realizes that the project will require additional funding.

What should the project manager do first?

Options:

A.

Send the new cost estimates and ask the project sponsor to approve them.

B.

Adjust the time and scope to keep the budget unchanged.

C.

Ask the vendor to adjust the time and materials contract to reduce costs.

D.

Assess the budget impact and submit a change request for approval.

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Questions 36

The vendor just informed the project manager that an item will not be delivered as scheduled due to a manufacturing error. This will impact the delivery timeline of the

project as there are dependencies to the completion of this item delivery.

What action should the project manager take?

Options:

A.

Contact the vendor and insist on the agreed timeline since any item delay will affect the overall project.

B.

Agree with the vendor on a revised timeline, document the issue, and identify tasks to finish while awaiting delivery.

C.

Ensure this is documented as an issue and wait until the vendor delivers the item before progressing with any further tasks.

D.

Ensure that the vendor is removed from the vendor management list to avoid working with them in the future.

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Questions 37

A project manager of a software company is working with a cross-functional team to deliver a product to an important client. While preparing the backlog items, it

becomes clear that the responsibility for an important component lies with another product division. This division has not been involved in the project concept phase.

What should the project manager do?

Options:

A.

Ask the resource manager to assign software developers from the other division.

B.

Involve the other division ' s product owner in comparing the resource needs and product roadmap.

C.

Inform the client that the project might be delayed because of resource and planning issues.

D.

Ask the project team to come up with an alternative feature that can replace the component in question.

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Questions 38

During the execution of a project, the product manager receives a new product feature request from the organization ' s highest revenue-generating client. The team

estimates the work will take three days.

What should the project manager do?

Options:

A.

Start a new sprint for the new feature immediately.

B.

Analyze whether the new feature can be incorporated into the next sprint.

C.

Fast-track the current sprint to include the new feature request.

D.

Create a new parallel sprint for the new feature.

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Questions 39

A project creating a new search engine has been ongeing for several years. Some original features are no longer relevant and will be replaced, due to advancements

with artificial intelligence (Al). A team member has raised concern that one backlog item falls in that category.

What should the project manager do?

Options:

A.

Use several Al tools to find an appropriate solution and implement it.

B.

Suggest the project team align and agree on Al items that are still relevant.

C.

Raise the concern with the product owner to determine if the item is still relevant.

D.

Ask the project sponsor to decide if the concern is valid and if it should be removed.

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Questions 40

Members of a cross-functional team are collaborating for the first time on a project. The project manager aims to enhance decision-making, communication, and

compliance within the team.

What should the project manager do?

Options:

A.

Assign a representative to monitor adherence to team values and norms.

B.

Request the project sponsor to establish team communication preferences.

C.

Review and share organizational process assets for guidance.

D.

Review the historical project documents from similar past projects.

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Questions 41

A project manager joined an ongoing project to replace another manager. After one iteration, the project manager noticed that team morale is low. Team members are

reluctant to speak at first, but tell the new project manager about a history of conflicts.

What should the project manager do next?

Options:

A.

Organize a retrospective meeting and be receptive to feedback.

B.

Send written feedback to functional managers and escalate the issues.

C.

Obtain approval from the project sponsor to organize a team event.

D.

Share the lessons learned from another project team with conflicts.

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Questions 42

The project manager is creating a status report to show the progress of completed training artifacts intended for delivery to bank branches for a new project for both

new and existing customers. During the review process, it is discovered that some of the artifacts were duplicated by two project team members.

What should the project manager do?

Options:

A.

Motivate and inspire team members consistently to concentrate diligently on their designated tasks.

B.

Speak with both team members individually and assign them specific new tasks.

C.

Take a proactive approach and select what artifacts they want to work on.

D.

Create a RACI (responsible, accountable, consulted, informed) matrix to communicate roles and responsibilities.

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Questions 43

Aclient in a consulting firm presents an aggressive product implementation schedule. Key aspects of the scope have not been defined, and several internal

stakeholder decisions are still pending. This situation is delaying the request for proposals (RFPs) from the vendors.

What should the project manager do?

Options:

A.

Contact the client and offer to facilitate sessions with internal stakeholders to finalize the decisions.

B.

Negotiate the initial proposals with the vendors and update the proposal accordingly once the scope definition is complete.

C.

Inform the client that the key scope decisions must be completed before the proposals can be sent.

D.

Update the schedule to accommodate the delays and set up a meeting to inform the client.

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Questions 44

A new, highly innovative project just started and the customer is already complaining that the software company is not delivering as agreed. What should the project manager have done before starting the project?

Options:

A.

Obtained the project statement of work (SOW) and client agreement sign-off.

B.

Created a responsible, accountable, consulted, and informed (RACI) matrix.

C.

Created a work breakdown structure (WBS) or epics-to-tasks hierarchy.

D.

Evaluated the project ' s scope, size, risk, and other interdependencies.

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Questions 45

Asubject matter expert (SME) working for the client ' s company is coming up with new project requirements periodically. This causes confusion, time is wasted

rearranging the requirements. The project manager has learned that this SME is a new to the project.

What should the project manager do?

Options:

A.

Gather the project imperatives from historical project documents.

B.

Update the change management plan with the new requirements.

C.

Review baselined requirements with the SME.

D.

Escalate the issue with the SME and project sponsor.

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Questions 46

A project manager is leading an ongoing project for a highly reputable international client. A few hours before the final review meeting, during which the client is expected to accept the project and authorize a substantial payment, the project manager’s company suffers a cyberattack. The client is very strict and maintains that any missed deadlines will result in a considerable penalty.

What should the project manager do?

Options:

A.

Call an internal meeting with senior leadership to define the next actions.

B.

Follow the business continuity strategy to keep the project in operation.

C.

Find an alternative communication platform on which to conduct the review meeting.

D.

Consult the client to determine potential courses of action.

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Questions 47

At the postevent review of an annual conference, the project manager realizes that the team could benefit from improvements in how they handle sponsorship

agreements and event logistics. Specifically, the team found that having clearer contracts with sponsors earlier in the planning process would help avoid last-minute

issues.

How should the project manager handle the organizational process assets (OPAs)?

Options:

A.

Focus on updating the OPAs with feedback from attendees about the sponsor contract process.

B.

Align the OPAs with general event management guidelines based on industry good practices.

C.

Wait until the next event is completed before updating the OPAs so the recommendations are validated before documenting.

D.

Update the OPAs with the recommendations based on the current project evaluation of the sponsor contract process.

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Questions 48

A team member is experiencing personal issues and has not participated in key project meetings. Other members of the project team are complaining about this

behavior and urge the project manager to take action.

What should the project manager do?

Options:

A.

Ask the sponsor to determine how the team should proceed in this situation.

B.

Ask human resources (HR) to address this team member ' s situation.

C.

Meet with the team to discuss possible alternatives for this situation.

D.

Meet with the team member to review the situation in further detail.

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Questions 49

A project manager notices that every time a new member joins the team, they spend too much time learning business terminology. This trend has impacted system

integrations and creates delays on a few tasks that other teams depend on.

What should the project manager do?

Options:

A.

Ask the subject matter expert (SME) to organize their documentation in a centralized repository.

B.

Ask the new team member to timebox the knowledge transfer to reduce the time spent with the team.

C.

Ask the testing team to share their use case scenarios to familiarize the new team member.

D.

Ask the new team member to research the terminology via the internet to avoid disruption.

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Questions 50

Aclient complains that an in-process multimillion-dollar project is not meeting their needs. The clients have consulted the project manager several times.

What should the project manager do?

Options:

A.

Review the project scope and the change management process with the client.

B.

Review the project management plan with the client to validate what is included in the project.

C.

Ask the client ' s account manager to discuss their concerns and next steps with the client.

D.

Escalate to the project committee board to review the project contract with the client.

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Questions 51

According to the Alpha project’s risk management report, which risks should the project manager prioritize?

(Refer to Alpha Project — Risk Management Report exhibit.)

Options:

A.

1, 2, 9

B.

4, 14, 15

C.

8, 18, 20

D.

17, 19, 5

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Questions 52

An organization, which has no previous experience with adaptive approaches, is seeking to adopt agile practices to improve the speed of value delivery to its internal business units. An agile expert has been engaged to assist the project manager in facilitating this transformation.

What should the project manager do?

Options:

A.

Empower the agile expert to make required changes to the legacy processes.

B.

Introduce the agile expert to the continual improvement manager for collaboration.

C.

Schedule regular training sessions with the agile expert to ensure a successful transition.

D.

Collaborate with the agile expert to implement a tailored strategy.

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Questions 53

During a daily coordination meeting, the team reports delays for the weekly sprint. Some team members are concerned about the requirements being too complex,

making it difficult to complete tasks.

What should the project manager do?

Options:

A.

Ask the product owner to work with the team to break down the requirements.

B.

Ask the scrum master to work with the team to break down the requirements.

C.

Have the team focus on quality not complexity.

D.

Defer to the product owner.

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Questions 54

A project manager is leading a project for a pharmaceutical company. Due to changes in the international market, the project has to be terminated. The project

manager is following company procedures to document the reasons for early termination.

What should the project manager do?

Options:

A.

Communicate with stakeholders.

B.

Initiate the project closing process.

C.

Perform change control procedures.

D.

Conduct risk management exercises.

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Questions 55

A project requires a vendor to implement a technical, complex solution. The project team is concerned about selecting the optimal vendor to meet the needs of the project.

What should the project manager do?

Options:

A.

Send requests for proposals to vendors used previously and assess their responses for relevance to the project.

B.

Weigh all of the requests for demonstrations responses and select a vendor with the highest score.

C.

Gather data through requests for information and check for relevance to industry expertise and project objectives.

D.

Review the data from the requests for quotations to find the lowest price to deliver the solution.

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Questions 56

Acustomer is complaining to the project manager that it takes too long for the change control board (CCB) to approve changes. The CCB has their own key

performance indicators (KPI) to manage the change lifecycle. Currently, they take 2 to 3 weeks to review and approve a change request, affecting the project

timelines and delivery.

What should the project manager do?

Options:

A.

Escalate the issue of change approval delays to the project management office (PMO) to address.

B.

Make changes to project governance to push decision-making authority down to team leads.

C.

Conduct root cause analysis to determine why the change process has recently changed.

D.

Brainstorm ways to reduce the cycle time and to speed up the change approval process.

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Exam Code: PMP
Exam Name: Project Management Professional (PMP) July 2026 Update
Last Update: Aug 21, 2026
Questions: 187
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