100

PMP EXAM
QUESTIONS

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 PMP Mock Exam Youtube Question

Question #1
An event planning project for a large corporate conference is currently progressing
through the second of six scheduled phases. The planning team has realized that one of
the main sessions relies on a specialized AV setup that hasn't been arranged yet.

What should the project manager do?

A. Record the risk and escalate the issue to the project sponsor.
B. Delegate the task of sourcing the AV system to the core planning team.
C. Note the delay in the project status update due to the missing equipment.
D. Call a meeting with key stakeholders to consider shifting priorities for upcoming tasks.

Question #2
A marketing project manager is leading a national product launch campaign using an
adaptive strategy. The campaign is broken into iterative phases, involving close
collaboration with specialists in digital media, branding, and analytics. The manager
wants to develop realistic timelines that the whole team is on board with.

What should the project manager do next?

A. Assign high-impact promotional work to the most experienced team members.

B. Confirm media buying and production budgets with the team.
C. Analyze lessons learned from similar past campaigns.
D. Share the overarching campaign message and branding goals before distributing
specific tasks.

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Question #3
Following the approval of a major construction project, the project manager needs to work
closely with key stakeholders to determine the project's specific needs, limitations, and
assumptions. However, some stakeholders cannot attend an upcoming formal meeting.

What should the project manager do in order to gather the information needed from
stakeholders?

A. Hold a session with the available stakeholders to begin outlining the project plan.
B. Inform the project sponsor about the stakeholders' unavailability and ask for advice on
how to move forward.
C. Begin developing the project plan with the internal team and consult the stakeholders
later.
D. Contact each stakeholder individually through email, phone, or one-on-one discussions
to collect their feedback.

Question #4
A global tech firm has launched a systems modernization initiative aimed at improving
performance and scalability. The project includes deploying new cloud infrastructure
using a structured rollout plan and redesigning the user interface through an agile
approach. These changes must be implemented without interrupting service for current
users.

What types of communications should the project manager incorporate into the
schedule management plan to ensure the project remains on track?

A. Biweekly status updates in writing from technical leads and design team members.
B. Weekly in-person meetings with all key stakeholders at the main office.
C. Biweekly video calls with all relevant members of the project team.
D. Weekly one-on-one check-ins with each stakeholder across both workstreams.

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Question #5
A project manager is leading a team working on the digital control system for a smart
commercial building. In the second phase of work, the team consistently falls behind on
tasks such as integrating automated HVAC and security systems. Upon investigation, the
project manager discovers the delays are caused by a lack of experience with building
automation protocols.

What should the project manager do?

A. Arrange targeted training sessions on automation system protocols to address the

skill gap.
B. Reinforce the importance of staying on schedule to avoid negative impacts on overall
construction.
C. Adjust the project timeline and communicate the new schedule to stakeholders.
D. Accept that the timeline will slip due to the technical knowledge gap.

Question #6
A project manager and their team are building a custom enterprise software system for a
corporate client. Late in development, a cybersecurity consultant—who was not involved
during the initial planning—requests the integration of advanced security features that
go beyond what was outlined in the approved requirements and budget.

What should the project manager do next?

A. Escalate the issue to the executive sponsors or steering committee for a decision.
B. Refer the consultant to the approved software requirements and scope documented
in the contract.
C. Add the requested security features to maintain a good relationship with the
consultant.
D. Modify the project scope and timeline to include the changes without getting formal
approval.

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Question #7
A healthcare provider is using Agile to implement a secure, cloud-based patient records
system. The migration is urgent because the current platform is nearing end-of-life.
Unexpectedly, a new healthcare compliance regulation requires the organization to
continue operating the legacy system for another 12 months, significantly increasing
maintenance costs.

What should the product owner do about this situation?

A. Reprioritize the backlog to focus on the most critical features based on business
impact.
B. Rearrange backlog items according to technical complexity and team capabilities.
C. Remove lower-priority features from the backlog to offset the increased maintenance
costs.
D. Transition to a traditional project management approach to minimize future
disruptions.

Question #8
As the completion date for a new office building nears, the client raises concerns about
the overall quality of the construction work and whether it meets expectations.

What should the project manager do next to ensure acceptance of the deliverables?

A. Conduct a full walkthrough inspection to confirm all specifications are met.

B. Verify that the build complies with all applicable codes and construction standards.
C. Ensure the project meets all contractual closeout and acceptance criteria.
D. Reassess project spending before final handover to the client.

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Question #9
A senior IT executive, actively involved in a cloud migration project, raises concerns that
the project reports lack essential system performance and uptime data.

What should the project manager do first?

A. Instruct the team to revise reports to include relevant performance metrics and testing
outcomes.
B. Escalate the concern to the project sponsor for intervention.
C. Explain to the executive that the reports follow the approved reporting format.
D. Check that the reporting content aligns with the project’s communications
management plan.

Question #10
A team implementing a new hospital data integration system learns that the lead
interoperability specialist must take immediate personal leave, leaving their critical
integration tasks temporarily unattended.

What should the project manager do regarding the activities that were the responsibility
of this team member?

A. Work with the team to redistribute the integration tasks based on availability and
expertise.
B. Request a contract specialist through HR to temporarily fill the gap.
C. Raise the issue with senior leadership for further direction.
D. Ask the specialist to postpone their leave until after deployment.

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Question #11
During the Agile rollout of a factory floor control system, the company announces a
strategic pivot toward full smart-factory automation and AI-driven production analytics.

What should the project manager do next?

A. Draft a user story aligned with the new automation goals and schedule it into the next
iteration.
B. Advise the product owner and stop ongoing iterations until further notice.
C. Reprioritize the backlog to reflect the new strategic automation focus.
D. Hold a team workshop to analyze how the change affects the current roadmap.

Question #12
In an ERP upgrade project for an automotive plant, the technical team identifies a flaw in
the approved logistics module design that could cause inventory tracking errors. After
reviewing it with stakeholders and the sponsor, they agree to update the design to avoid
issues during implementation.

What should the project manager's next steps?

A. Notify the client and initiate the official change control process.
B. Revise the design documentation and send it to the development team.
C. Submit a change request for approval by the project sponsor.
D. Run a simulation of the updated logistics module to validate the change.

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Question #13
In a fast-paced Agile software project for a tech startup, the sponsor urges the project
manager to drop retrospectives due to delivery pressure. The project manager decides
to proceed with them anyway but condenses the time for reflection and team input.

What are two issues that these actions by the project manager could cause? (Choose
two)

A. Team may miss critical lessons shared across projects.

B. Discussions may become too chaotic to generate clear insights.
C. Focus might remain on current issues without discussing future improvements.
D. Team morale and purpose during sessions may decline.
E. The project charter may need to be updated to reflect shorter meetings.

Question #14
During the fifth of six development cycles for a hospital’s electronic health records (EHR)
system, a lead developer with deep knowledge of data privacy and HIPAA compliance
leaves the team without notice.

What should the project manager do next?

A. Record the delay in the project’s progress documentation.

B. Convene stakeholders to identify mitigation strategies.
C. Personally assist with development tasks to limit delays.
D. Escalate the issue to the sponsor for direction.

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Question #15
During the final phase of planning a high-profile corporate conference, the project
manager learns that a key element of the event experience—the interactive networking
platform—does not meet the client's expectations.

How should the project manager proceed?

A. Ask the project sponsor to assist in negotiating event closure with the client.
B. Request a change order from the client to analyze and resolve the issue.
C. Review the original event requirements and acceptance criteria, and take action
based on findings.
D. Speak with the client to align expectations and agree on a revised deliverable scope.

Question #16
A media production company relies on freelance editors, sound engineers, and
animators. After a regional power grid failure, the project is forced into a fully remote
workflow with limited access to shared studio resources.

How can the project manager address this challenge to assure outsourced vendors
deliver?

A. Calculate additional coordination costs for remote post-production.

B. Create a revised collaboration and workflow plan for remote contributors.
C. Check the risk register for business continuity procedures.
D. Submit a change request for increased contingency spending.

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Question #17

A tech company is developing a custom enterprise software platform. The project plan
includes a third-party cybersecurity audit before deployment. Although the audit is within
budget, the client objects to the expense due to rising project costs.

What should the project manager do to resolve this issue?

A. Analyze the consequences of skipping the audit and discuss with the client.
B. Move forward with the audit as defined in the scope.
C. Assign internal IT staff to conduct the review instead.
D. Inform the client the audit will be skipped unless they reconsider.

Question #18

An educational technology company is building an Agile learning platform with custom

features for students, instructors, and administrators. Each group has different functional
needs and compliance considerations.

How can the project manager ensure that the appropriate acceptance criteria are
applied to the features?

A. Analyze initial feedback to determine test coverage.

B. Include feature-specific acceptance requirements in the DoD.
C. Create one set of baseline quality standards for all users.
D. Clarify testing scope in the DoR and acceptance expectations in the DoD.

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Question #19

A software team in an e-commerce company is spending a disproportionate amount of

time on project documentation, leading to delays in launching key features like the
payment gateway integration.

How should the project manager respond?

A. Deploy an automated system for documentation management to reduce manual

effort.
B. Intensify oversight to ensure documentation remains a primary focus.
C. Provide rewards for maintaining thorough documentation, despite delays.
D. Stress that documentation alone will not ensure the successful launch of the platform.

Question #20

During the initiation of an e-commerce website redesign project, the project manager
reviews records from a previous redesign and finds that it led to customer dissatisfaction
and a higher bounce rate due to usability problems.

How can the project manager prevent this outcome in the new project?

A. Hire a web design consultant to conduct a usability analysis and recommend

improvements.
B. Create a customer focus group to provide feedback on user experience and interface
design.
C. Include high-level usability risks in the project risk register and define mitigation
strategies later.
D. Have a group of external users test the website features before final approval for
launch.

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Question #21

A project manager for a virtual event planning project has set up daily remote standup
meetings. However, several team members are frequently late or miss these meetings,
which delays the sharing of important updates.

How should the project manager handle this?

A. Establish clear expectations for punctuality and attendance in daily standups.

B. Replace group meetings with individual check-ins to streamline the process.
C. Ask senior leadership for guidance on managing this attendance issue.
D. Work with the team to select a more convenient time for the daily standups.

Question #22

In a project involving the installation of new manufacturing equipment, the project

charter has been authorized. The project manager is collaborating with the team to
break down large installation work packages into smaller tasks as part of the next
planning phase.

What is the project manager doing?

A. Developing a dependency map to identify task relationships in the installation

process.
B. Applying decomposition to break large installation tasks into smaller, manageable
tasks.
C. Creating the work breakdown structure (WBS) to define the scope of the installation
project.
D. Performing resource leveling to allocate work evenly across the installation team.

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Question #23
In a marketing automation system implementation project, the integration of a newly
released AI-driven customer analytics tool is required. The team lacks experience with
the tool, but senior engineers are confident they can master it without delaying the
project timeline.

What should the project manager do?

A. Exclude the AI tool from the project to avoid unnecessary complexity.

B. Support the engineers in learning the new tool and taking responsibility for the
integration.
C. Hire external consultants to implement the AI tool quickly and avoid delays.
D. Contract an AI-focused vendor to handle the tool's integration.

Question #24
A hospital system is enhancing its electronic health record (EHR) platform. Past updates
led to workflow disruptions. The project manager is determined to avoid the same issues
during this upgrade.

What should the project manager do?

A. Validate that all stakeholders are documented in the engagement plan.

B. Analyze post-mortems from prior EHR upgrade projects.
C. Generate a lessons learned document specific to this phase.
D. Assess the impact of proposed updates and document associated risks.

Question #25
An IT project manager is overseeing a data center migration and notices early signs that
the project may exceed its financial limits.

What should the project manager do first to manage the budget?

A. Analyze spending with the project team to pinpoint budget discrepancies.

B. Immediately inform stakeholders of the projected cost overrun.
C. Submit a formal change request to adjust the budget baseline.
D. Approach the sponsor to determine next steps for cost recovery.

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Question #26
During the execution of a healthcare portal upgrade, a new patient data privacy rule is
introduced. The development team has been made aware of this requirement.

What should the project manager do next?

A. Include the regulation as a backlog item and prioritize based on impact.

B. Escalate the issue to the sponsor for review and approval.
C. Collaborate with the product owner to determine how it affects current scope.
D. Update the stakeholder list with compliance officers from the health department.

Question #27
A newly hired project manager working on an e-commerce platform upgrade finds that
the timeline for deployment is at risk because of limited developer availability and
unresolved technical dependencies.

What should the project manager do next?

A. Examine the risk register for mitigation strategies.

B. Explore task dependencies and evaluate fast-tracking opportunities.
C. Deliver a full status update to the sponsor highlighting project risks.
D. Hold a working session with the team to identify practical solutions.

Question #28
A tech startup newly adopting agile begins an AI-driven product development project.
Some engineers voice concerns that agile rituals like retrospectives and sprint reviews
are inefficient.

What should the project manager have done before the beginning of the project?

A. Surveyed the team to gauge support for each agile ceremony.

B. Prepared a kickoff presentation explaining the purpose of agile events.
C. Asked the product owner to insist on adherence to the agile routine.
D. Requested the sponsor reinforce the use of agile with the team.

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Question #29
At a university undergoing a major learning management system (LMS) upgrade, the
project manager is developing a coaching plan to improve the instructional design
team's capabilities.

What should the project manager consider when defining their coaching strategy?

A. Current communication dynamics among team members.

B. The university’s long-term goals for digital learning transformation.
C. The individual professional development paths of each team member.
D. The objectives agreed upon by the LMS upgrade project team.

Question #30
In a game development studio working on a new release, team members must wait for
the project manager’s input on technical and creative decisions. This dependence has
started to delay progress during sprint cycles.

What should the project manager do to prevent these delays?

A. Evaluate delays using a Pareto chart to focus on the most common issues.
B. Postpone resolution until the next retrospective meeting.
C. Retain control of all key decisions to avoid misalignment.
D. Empower the team by delegating authority for specific areas of the project.

Question #31
In a civil engineering firm, a project manager is leading the company’s first Agile-based
infrastructure upgrade. A senior program sponsor expresses interest in understanding
how scope and deliverables are progressing.

What should the project lead do?

A. Invite the sponsor to attend the next team standup to observe updates.
B. Recommend they join the sprint retrospective to discuss lessons learned.
C. Arrange a one-on-one session to walk them through progress reports.
D. Encourage the sponsor to attend the upcoming sprint review with stakeholders.

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Question #32
A government IT project is underway to improve public financial reporting. Midway
through development, new federal regulations are passed. The dev team incorporates
the changes smoothly, but the increased compliance testing is causing unplanned costs.

What should the project manager do?

A. Revise the testing cost estimates in the cost management plan.

B. Request contingency funding from the project sponsor.
C. Submit a formal change request to update the cost baseline.
D. Analyze the possibility of reallocating technical resources.

Question #33
During the rollout of a smart building automation project, the electrical subcontractor
notifies the project manager that delivery of a specialized circuit board will be delayed
due to staffing issues. The core project team, which has completed the planning phase
early, is unsure whether to continue on schedule or wait.

What should the project manager do?

A. Have the team work overtime to absorb future delays.

B. Slow down internal progress to stay in sync with delivery.
C. Temporarily lend internal staff to help the vendor meet delivery needs.
D. Meet with the team to brainstorm contingency options and pivot if needed.

Question #34
A retail company just rolled out a new point-of-sale (POS) system chainwide. Before the
system goes live in every store, the project manager wants to make sure all work is
complete.

What should the project manager do to ensure that the project is ready to move to an
operational state?

A. Walk through the WBS with the team to ensure everything’s been delivered.
B. Outline a follow-up plan for minor tech issues and get sponsor approval.
C. Revisit the project charter to verify who signs off on project completion.
D. Check outstanding tasks in progress reports to ensure the backlog is clear.
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Question #35

In a large construction project, a manager is sourcing a critical crane system. Only one
supplier has offered a proposal, and the sponsor questions whether the cost is worth the
benefit.

How should the project manager handle this situation?

A. Review the initial scope and vendor criteria to identify alternatives.

B. Approve the procurement due to project importance.
C. Escalate to upper management for financial backing.
D. Initiate contract negotiations to seek value adjustments.

Question #36
Two senior engineers on a job site are having repeated conflicts over design execution,
and it’s starting to create tension in the crew.

Which two actions should the project manager take first to address this conflict? (Choose
two)

A. Get HR involved early to ensure the conflict doesn’t disrupt project deadlines.
B. Meet privately with each person to hear their point of view.
C. Address the situation during a team discussion to promote shared problem-solving.
D. Use a straightforward, cooperative approach to help the two team members work
through the issue early.
E. Delay dealing with the conflict until the current project phase is finished.

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Question #37

In a construction firm, an agile team is working on a digital tool to track material usage
across sites. The team is divided over which interface design will be easiest for field
workers to use. The debate is productive but unresolved.

What should the project manager do next?

A. Apply conflict resolution methods to reach a final decision.

B. Organize a meeting to guide the team through the design debate.
C. Let the team continue their discussion and resolve it collaboratively.
D. Conduct individual interviews to better understand team preferences.

Question #38

A financial services company is implementing a series of strategic technology initiatives

to improve client experience and regulatory compliance. To improve delivery efficiency
and responsiveness, the organization decides to adopt agile methodologies for
upcoming projects.

What is the main reason for adopting agile?

A. Accelerated delivery timelines and lower financial expenditure.

B. Early delivery of prioritized business value through iterative development.
C. Enhanced risk management and improved implementation reliability.
D. Reduction in overall costs through agile planning and execution.

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Question #39
A global construction firm is executing a complex infrastructure project involving
specialists from multiple countries. The project manager observes that two civil
engineers are not collaborating effectively with the local site supervisor. After
confidential discussions, the root cause appears to be communication breakdowns
stemming from cultural misunderstandings.

What should the project manager do to improve the situation?

A. Ask the engineers to adapt to the local communication norms for better alignment.
B. Facilitate a structured dialogue between the engineers and site supervisor to surface
concerns.
C. Give the site supervisor tailored feedback for improving team communication.
D. Partner with the site supervisor to co-develop a communication plan that supports
inclusivity.

Question #40
At a tech firm delivering a large-scale cloud infrastructure deployment, the project
manager hosts weekly progress reviews to troubleshoot and ensure steady delivery.

What should the project manager do first on the agenda?

A. Capture current insights for post-project documentation.

B. Reassess and revise risk responses in light of new challenges.
C. Check if all subplans (schedule, scope, quality) remain cohesive and integrated.
D. Clarify resolutions and delegate next steps for active issues.

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Question #41

A project manager is leading a stakeholder session for an irrigation modernization

initiative. A disagreement breaks out between procurement and operations leads over
budget trade-offs between equipment upgrades and field maintenance.

How should the project manager deal with the situation?

A. Schedule a follow-up session with a third-party agricultural finance expert.

B. Let the team continue while encouraging the conflicting parties to resolve it privately.
C. Postpone the meeting so the disagreement doesn’t delay group decision-making.
D. Help mediate the discussion to ensure alignment and progress on strategic planning.

Question #42
A project team in a financial services company meets virtually to coordinate the
implementation of compliance tracking tools. Lately, the project manager observes that
meeting engagement has dropped, with team members appearing distracted or
unresponsive.

How should the project manager approach this situation?

A. Offer the team a brief break to restore motivation and reduce burnout.
B. Limit the number of recurring meetings to reduce virtual fatigue.
C. Review resource allocation and adjust responsibilities to ease pressure.
D. Boost morale with engaging team sessions and individual coaching conversations.

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Question #43
A project manager at a mobile app company is leading a release focused on
implementing AI-based user recommendations. While updating the backlog, marketing
and product leaders raise concerns about how the AI logic will work with current user
data and screen flows.

What can the project manager do to demonstrate the feature integration?

A. Include stakeholders in the sprint retrospective to capture their input.

B. Invite stakeholders to the sprint review to observe the actual integration in progress.
C. Provide a detailed walkthrough of the product backlog for clarification.
D. Allocate a task in the backlog specifically to evaluate integration workflows.

Question #44
In a pharmaceutical research facility, a project manager is leading the build of a lab
automation platform. Reviewing performance dashboards, the manager aims to
proactively flag anything that might delay later testing milestones.

What should the project manager do?

A. Verify output through quality control audits.

B. Recheck the timeline for bottlenecks.
C. Use trend analysis to predict risks early.
D. Investigate existing delays using RCA.

Question #45
A retail company rolling out a hybrid agile/waterfall project for a new digital loyalty
platform must transition leadership mid-project. The new lead needs to ensure that
stakeholder-aligned business benefits remain central to delivery.

Which artifact should the project lead use to ensure that the project benefits have been
identified?

A. System blueprint C. Statement of Work (scope and deliverables)

B. Backlog items prioritized for sprints D. Business case analysis

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Question #46

A financial tech project is behind schedule because of data accuracy problems in its
latest software release. During a critical checkpoint meeting, the product owner
proposes conducting a root cause analysis.

What should the project lead do?

A. Initiate an inclusive session to explore failure points with the full team.
B. Delegate facilitation responsibilities and allow team members to lead the RCA.
C. Reiterate the product owner's input and move forward with the team’s chosen
resolution.
D. Involve the QA manager to tighten standards for defect detection.

Question #47

An engineering firm is taking on a novel infrastructure project that doesn't align with its
standard portfolio. The project manager needs to adjust which documents and reports
are used to manage the work.

Who should determine which artifacts should be used in the project?

A. The project sponsor should mandate the required deliverables.

B. Standard organizational artifacts should be used to maintain process integrity.
C. Key stakeholders should vote on which artifacts are relevant.
D. The project manager and team should identify and adapt artifacts suited to the
project’s complexity and scope.

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Question #48
A technology startup is planning the release of a new mobile app. The product vision is
still evolving, and the team is concerned about feature clarity ahead of a time-sensitive
launch.

What should the project manager do?

A. Work with stakeholders to lock in the top-priority features.

B. Flag requirement ambiguity as a risk and prepare workarounds.
C. Ask the product owner to assign an SME to clarify expectations.
D. Lead the team in defining a minimum viable product (MVP) to guide development.

Question #49
During the development of a healthcare analytics dashboard, the project team realizes
they cannot access patient data necessary for current sprint tasks. This dependency was
previously identified, but resolution is unclear.

What should the project manager do next?

A. Facilitate brainstorming with the team to find workarounds using synthetic or

anonymized data.
B. Reschedule the task for the next sprint and reprioritize accordingly.
C. Contact the data governance team (IT) to expedite access approval.
D. Notify the project sponsor

Question #50
While developing software for autonomous vehicles, a junior developer frequently
suggests unconventional methods. Senior team members disregard these ideas and,
after repeated friction, want the junior reassigned—even as they acknowledge the
innovative thinking.

What should the project manager do next?

A. Remove the junior developer from the project as requested.

B. Promote inclusive discussions to strengthen team synergy.
C. Move all new developers into a structured learning cohort.
D. Reallocate workstreams to minimize tension and avoid future conflict.

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Question #51
A biotech R&D division is launching an exploratory study requiring adaptability. The
project manager proposes a hybrid project model to balance structure with flexibility, but
leadership remains anchored to legacy predictive practices.

How can the project manager strategize the use of a hybrid approach to the
organization?

A. Demonstrate the potential value of hybrid delivery to executive stakeholders.

B. File a procedural request to shift project governance to hybrid methods.
C. Ask the PMO to authorize hybrid delivery for experimental projects.
D. Proceed with hybrid execution and update the team accordingly.

Question #52
A hospital network is launching a patient-centered digital health platform that integrates
AI diagnostics and telehealth. Due to high complexity and evolving technology, the
project manager proposes a hybrid delivery model. However, leadership is accustomed
to predictive methodologies and expresses hesitation.

How can the project manager strategize the use of a hybrid approach to the
organization?

A. Present the benefits of hybrid delivery to stakeholders to build buy-in.

B. Submit a formal change request to shift to a hybrid model.
C. Request the PMO’s formal approval before implementation.
D. Inform the development team to proceed with the hybrid approach.

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Question #53
An electric vehicle manufacturer is preparing to introduce an advanced driver-assistance
feature. However, safety certification delays in a major region are threatening the
company’s global product release.

What should the project manager do?

A. Shift the launch to a market with quicker regulatory turnaround.

B. Release the vehicle globally and address compliance in that region later.
C. Ask senior executives to engage regulators to fast-track approval.
D. Seek legal counsel to identify paths to expedite safety compliance.

Question #54
A biotech company is developing a gene sequencing analysis platform using machine
learning. After the first sprint, the team reports a 50% drop in velocity due to misjudged
algorithm complexity. There are concerns about project timeline risk.

What should the project manager do?

A. Raise the issue with executive sponsors and seek support.

B. Lead a retrospective discussion to explore process improvements.
C. Engage senior data scientists to assist in future iterations.
D. Recommend onboarding more experienced researchers to the team.

Question #55
An automotive company is developing a new electric vehicle (EV) line that must comply
with regional safety and emissions standards. Due to the complexity, the project
manager organizes an executive review meeting to align on progress.

What should the project manager review during the management review to ensure the
meeting is effective?

A. Review key deliverables—highlighting successes and problem areas.

B. Present dashboards with performance metrics and quality indicators.
C. Explore strategic changes to the EV rollout timeline.
D. Distribute custom reports tailored for each department lead.
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Question #56
In a manufacturing firm launching an IoT monitoring tool, developers raise concerns in a
standup about noisy collaboration areas, limited testing equipment, and outdated
machines hindering their progress.

What should the project manager do?

A. Take ownership of the concerns and begin addressing them.

B. Escalate the concerns to the product owner.
C. Note the concerns and defer them for later review.
D. Delegate resolution to stakeholders and follow up.

Question #57
A biotechnology company is launching a clinical study for a gene therapy platform. After
the project manager submits the budget for executive review, a stakeholder questions
whether the proposal accounts for unexpected financial variations.

How should the project manager reply?

A. Routine meetings are set to reassess the budget and respond to changes.
B. Monte Carlo simulations were used to model and account for cost fluctuations.
C. Previous trial budgets were referenced to prepare for possible deviations.
D. Stakeholder input will help guide future budget reallocation decisions.

Question #58
A pharmaceutical distributor is developing an e-commerce platform to streamline online
orders for clinics and pharmacies. To validate customer interest, the leadership team
wants to launch early and refine based on user behavior.

Which delivery approach should the project manager recommend?

A. Agile delivery with defined user stories and rapid releases.

B. Waterfall planning with a detailed upfront requirements phase.
C. Predictive development with fixed milestones and compliance checks.
D. Agile execution using broad epics and gradual feature rollouts.

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Question #59
A financial services firm is implementing a new compliance monitoring platform, with in-
person training required across branches. A company-wide remote work policy has
made on-site sessions unfeasible.

What should the project manager do?

A. Transition to remote training workshops to maintain schedule.

B. Perform a risk assessment and assign mitigation strategies.
C. Cancel the sessions until in-person work resumes.
D. Record the training disruption and suggest a workaround.

Question #60
A multinational bank is aligning compliance and digital teams for a product launch. The
project manager must reduce misunderstandings and ensure clarity.

What should the project manager do to enhance communication?

A. Simplify communication to promote understanding.

B. Center communication around team-specific priorities.
C. Avoid simplification to maintain compliance accuracy.
D. Track that every message is received and acknowledged.

Question #61
A pharmaceutical company is deploying a new laboratory information management
system (LIMS) in waves. A department head from a later phase requests access to the
sprint review.

What should the project manager do?

A. Defer to the sponsor for stakeholder decisions.

B. Involve the product owner to validate the request.
C. Invite the department head to join the review and observe.
D. Organize a separate review session to maintain phase integrity.

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Question #62
An aerospace firm’s control software for a new satellite launch is delayed due to
technical snags and fragmented team communication. A project completion bonus has
raised the stakes, and leadership is alarmed by the slipping timeline.

What should the project manager do?

A. Launch a cross-functional retreat to rebuild trust.

B. Facilitate a collaborative planning session for a path forward.
C. Conduct a reset meeting to reestablish discipline and roles.
D. Suggest increasing financial incentives to boost performance.

Question #63
A complex digital product is being developed under a strict timeline. The team enters its
first cycle without essential technical expertise to deliver core components, putting
success at risk.

What should the project manager do?

A. Move forward and rely on team adaptability.

B. Secure expert support to address the skill shortfall.
C. Raise the concern with stakeholders and plan contingencies.
D. Attempt to fill the gap personally to keep progress on track.

Question #64
A gaming studio is about to complete a new release. During the standup in the sixth of
seven iterations, a developer reveals that multiplayer synchronization features will not be
delivered on time.

What should the project manager do?

A. Escalate the concern immediately.

B. Push for an extended development window.
C. Coordinate with the team to evaluate workaround options.
D. Shift more personnel to support the delayed feature.

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Question #65
A manufacturing company’s project to implement new risk management software has
just finished initiation. Though the steering committee approved the design, it conflicts
with the live production system and could cause delays.

What should the project manager do first?

A. Register the design conflict as a risk and assess its consequences.

B. Schedule a meeting with the steering committee to handle the delay.
C. Push forward with the approved design to meet deadlines.
D. Seek committee approval for the necessary redesign.

Question #66
An aerospace engineering firm is creating a compliance monitoring system. The project
team includes both highly experienced professionals and newer hires. The approved
timeline may be jeopardized due to skill-level differences.

What should the project manager do?

A. Instruct junior staff to strictly follow senior team direction.

B. Assign each senior member to mentor a junior colleague.
C. Require all junior work to be formally reviewed by seniors.
D. Replace less experienced staff with more qualified personnel.

Question #67
An energy company is beginning a smart grid infrastructure project that requires
advanced hardware before construction can start. The procurement process is slow and
could create project delays.

What should the project manager do?

A. Appeal to the sponsor to prioritize vendor decisions.

B. Reuse equipment suppliers from a past project for speed.
C. Start with existing tools and replace them once the order arrives.
D. Partner with the procurement team to find alternative approaches.

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Question #68
A global firm’s strategy unit is creating a digital infrastructure roadmap, led by a
renowned thought leader. Team morale is high, but several members are struggling with
the pressure. A junior strategist is lagging behind on deliverables.

What should the project manager do first?

A. Continue to track the junior strategist's progress.

B. Recommend a role change for the underperforming team member.
C. Initiate peer collaboration through paired work sessions.
D. Reassign some of the strategist’s work to the rest of the team.

Question #69
A healthcare analytics startup is building a real-time patient data platform. A lead data
scientist encounters a hardware failure, rendering their workstation unusable. The
internal tech support team is backlogged and estimates a week before repairs.

How should the project manager address this situation?

A. Ask the data scientist to identify temporary workarounds.

B. Escalate the matter to leadership for emergency funding approval.
C. Negotiate with the IT department to prioritize this issue due to its critical role.
D. Use project reserves to immediately purchase a replacement workstation.

Question #70
An education technology firm is building a new learning platform with an inexperienced
agile team. Each sprint ends with incomplete features and unpredictable progress. A
new agile-savvy project lead is brought in to help.

What should the project lead do?

A. Let senior developers control estimation to improve accuracy.

B. Schedule longer sprint planning meetings for better estimates.
C. Adjust estimates in daily standups to reflect changing conditions.
D. Recommend revisiting the estimation technique during retrospectives.

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Question #71
A luxury hotel project is behind schedule. The new PM learns that internal conflicts from
the previous management have affected progress and morale. With a firm delivery date
and penalties ahead, action is needed.

What should the project manager do first?

A. Reassess the schedule and request funds to compress timelines.

B. Reconnect with the project team and stakeholders to identify pain points.
C. Interview the prior manager to evaluate what went wrong.
D. Impose structure quickly by redistributing responsibilities.

Question #72
An aerospace company’s engineering team has been collaborating for over two years
on a complex avionics integration initiative. One engineer has continuously delivered
exceptional work, playing a key role in the program’s success.

How should the project manager recognize high performance?

A. Provide private appreciation to avoid favoritism among peers.

B. Highlight the engineer’s achievements in an upcoming team-wide meeting.
C. Offer a customized recognition aligned with their long-term professional goals.
D. Submit a request to program sponsors for a merit-based financial incentive.

Question #73
During a sprint review at a consumer electronics firm, a high-performing firmware
developer mentions that the current feedback mechanism from QA is insufficient,
slowing down feature optimization.

What should the project manager do first?

A. Delegate coding responsibilities based on individual strengths.

B. Solicit feedback from users and quality assurance testers.
C. Meet with the functional lead before adjusting task assignments.
D. Organize a team session to discuss and improve quality feedback workflows.

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Question #74
At a large university IT department organized by function, a project manager finds that
procurement of cloud services for a new system is delayed as the central IT purchasing
team is handling other major projects.

What should the project manager do?

A. Extend the project deadlines to reflect procurement delays.

B. Ask about using pre-approved vendors for faster procurement.
C. Work directly with the IT procurement lead to establish a delivery timeline.
D. Pause the dependent work and continue with tasks not impacted by the delay.

Question #75
At a healthcare technology startup, a project manager launches a remote-first
development team. To foster communication, they introduce tools used at their previous
company. However, team members quickly express frustration and low engagement.

What should the project manager have done to avoid this?

A. Got executive sign-off to implement cutting-edge team communication platforms.

B. Involved the team in evaluating and selecting collaboration tools based on shared
needs.
C. Let each team member choose their own preferred collaboration platform.
D. Delegated tool selection to the IT systems administrator.

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Question #76
A major bank is updating its fraud detection systems using agile methods. Midway
through the release plan, the organization announces automation-driven job
realignments. Some team members fear their roles may be eliminated, and performance
in recent sprints has declined.

What should the project manager do?

A. Emphasize that the system upgrade is a top organizational priority and must be
completed regardless of internal changes.
B. Facilitate a retrospective that allows team members to express concerns and suggest
ways to improve focus and morale.
C. Escalate to the product owner and request they address the issue with HR.
D. Redirect individual work assignments to reduce distractions and preserve velocity.

Question #77
A public sector project is in execution when your assigned analyst is called away for a
legislative reporting duty that cannot be delayed. Your assistant project manager
suggests splitting the analyst’s remaining project tasks among other team members to
avoid escalation.

What should the project manager do?

A. Agree with the assistant PM and split the tasks to stay on track.
B. Meet with the functional manager to discuss workload reallocation or replacement.
C. Document the analyst’s reassignment and submit a formal change request.
D. Reassign the analyst’s tasks and inform the functional manager afterward.

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Question #78
In a biotech startup’s gene therapy trial, a skilled lab assistant begins missing lab
benchmarks. The PM learns this indirectly through team performance metrics but has not
observed any direct issues in meetings.

What should the project manager do?

A. Gather more detailed data on the assistant’s output to confirm performance issues.
B. Bring up the concern in the next team sync to gauge peer feedback.
C. Approach the assistant directly in a private meeting to check in.
D. Ask the functional manager to investigate and address the matter.

Correct answer is C

Question #79
During the runway extension of a regional airport, a local resident approaches the
project site and claims the new flight path will violate a noise ordinance based on
outdated environmental impact documents.

What should the project manager do first?

A. Refer the resident to the airport authority’s public affairs office.

B. Explain that the project followed approved environmental guidelines.
C. Calmly listen to the resident’s concern and document the complaint for follow-up.
D. Ask the resident to file an official complaint through the city’s regulatory portal.

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Question #80

As a high-rise construction project nears completion, the project manager must

complete final team evaluations. The site supervisor and city inspector have shared
feedback about some workers, and the safety metrics varied over time.

What should be the primary basis for the project manager’s assessment?

A. Daily productivity logs and final construction metrics

B. Stakeholder impressions during the final walkthrough
C. Number of safety incidents reported on-site
D. Adherence to the key performance indicators defined in the quality plan

Question #81
On a public rail extension project, the team faces several concurrent issues during a
weekly review: a safety engineer flags a code violation, union electricians announce
their departure next month, the equipment rental contract is ending, and a contractor
asks for a decision on which defects to fix first.

Which issue should the project lead focus on first?

A. Negotiate an extension with the equipment supplier to avoid downtime.

B. Coordinate with HR to replace the departing electricians.
C. Address the safety code violation reported by the engineer.
D. Finalize the defect repair list to unblock subcontractor work.

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Question #82

Following the rollout of a new electronic health records (EHR) system in a hospital, the
project manager is collecting feedback to improve future implementations. Six of seven
department heads have shared their insights, but the lead from radiology has yet to
respond despite three email requests.

What should the project manager do in this situation?

A. Initiate a direct and personalized communication approach to engage the radiology

lead and encourage timely feedback.
B. Conclude the review process with existing input and reference the radiology
department’s non-participation in the final documentation.
C. Escalate the non-responsiveness to senior leadership to ensure organizational
alignment and stakeholder accountability.
D. Issue a follow-up message to all department heads, subtly reiterating the importance
of timely feedback and adherence to review protocols.

Question #83

An engineering team has completed the design for a new pipeline monitoring system. A
remote installation crew is preparing to implement the design in the field, across multiple
high-risk sites.

How should the project manager communicate the design to the implementation team?

A. Post the design files and technical specs to the cloud project server.
B. Facilitate a detailed review session between engineers and installation leads.
C. Request the installation lead to confirm understanding via a formal sign-off.
D. Share the finalized documentation with the operations director.

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Question #84

A biotech firm is applying for a government grant to develop a rapid diagnostic tool.
Their Agile research team has worked on similar molecular testing tools and delivered
them efficiently. The grant committee requires a reliable estimate to review feasibility.

Which estimation technique should the project manager implement in this context?

A. Story point estimation based on historical team performance

B. Analogous estimation using similar government projects
C. ROM estimate with a high-level cost buffer
D. Expert judgment from the team lead

Question #85

A city infrastructure project is building a new wastewater treatment facility. A regional

council member complains that the weekly project updates are too technical and fail to
highlight environmental compliance risks. Meanwhile, the engineering director insists
that technical schematics are critical for risk transparency. A legal advisor warns that the
current report structure may not fulfill contract terms requiring uniformity in reporting.

What should the project manager do to prevent similar concerns?

A. Create two separate reports: one technical and one simplified for regulatory
stakeholders.
B. Initiate a stakeholder meeting to define reporting needs and build a revised template
with input from all parties.
C. Eliminate all schematics and instead append risk logs as an executive-friendly
summary.
D. Ask the legal advisor to draft a new reporting framework based on contractual
obligations.

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Question #86

An IT project has rolled out a cloud resource optimization platform, generating significant
cost savings across the company. Several units now request access to use these savings
for their own tech upgrades. The project manager wants to ensure benefits are used
strategically and transparently.

What should the project manager do?

A. Create a priority list based on department size and project impact.

B. Facilitate a governance workshop to define benefit realization ownership across
departments.
C. Distribute the savings evenly to prevent internal conflict.
D. Recommend that department heads submit proposals, then assign savings based on
ROI potential.

Question #87

A logistics firm is piloting a fleet automation project. The sponsor asks the PM to include
data from an additional warehouse site within the next 3 weeks, without changing the
rollout deadline. The PM must offer guidance.

What should the project manager do?

A. Use available float to incorporate the new site without delaying deliverables.
B. Review the change with key stakeholders and initiate a formal change impact
analysis.
C. Decline the request until the current phase is complete.
D. Direct the implementation team to reprioritize tasks for the added location.

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Question #88

A chemical company has completed its pilot for a new industrial waste treatment system.
Before rollout, the project must satisfy stringent environmental and safety compliance
standards set by multiple regulatory bodies.

What should the project manager do to meet these requirements?

A. Perform a cost-benefit analysis to determine the value of pursuing full certification.

B. Engage a certified third-party auditor to verify environmental compliance.
C. Ask the engineering lead to sign off on regulatory readiness.
D. Rely on internal quality reports to ensure compliance standards are met.

Question #89

A financial firm is launching a new investment portfolio management platform. Branch-

level staff will use the system daily, and executive sponsors want to minimize post-
launch disruption.

What should the project manager do?

A. Create an e-learning module for all staff to complete at their convenience.

B. Organize live training sessions and provide scenario-based demos.
C. Share an FAQ document and offer email support during launch week.
D. Add a help button in the platform that links to onboarding videos.

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Question #90

A government aerospace agency has successfully launched a satellite to provide

broadband connectivity to isolated mountainous communities. The project manager
must inform remote users about the project and how to access the new services.

How should the project manager communicate with the local community?

A. Launch a local media campaign in regional languages and partner with village
councils.
B. Share mission highlights via national news outlets.
C. Publish satellite technical specifications and access procedures online.
D. Present the results to industry experts at a global space conference.

Question #91

A financial technology company is launching a mobile app that uses AI to help users
manage credit scores. Before go-live, the PM is finalizing the benefits realization plan for
internal review.

Which of the following should be included in this document?

A. Expected value (e.g., increased app engagement), link to business goals, and
realization milestones
B. Agile burn-down chart, sprint velocity report, UAT sign-off
C. End-user training material, release notes, risk mitigation log
D. Compliance checklist, legal disclaimers, retention policy

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Question #92

In a project to retrofit a vehicle assembly line with automation, the lead robotics
technician has missed multiple deadlines. The operations director is pressuring the
project manager to accelerate delivery.

What should the project manager do first?

A. Evaluate the engineer’s performance history for trends and escalate if necessary.
B. Coordinate with the technician to identify challenges causing the delay.
C. Immediately assign a backup technician from the vendor.
D. Submit a change request to formally revise the schedule and reduce scope.

Question #93

In an international clinical research project, poor communication across distributed

teams is causing confusion about data handoffs and deadlines. Researchers suggest
that a real-time collaboration tool could help address the issue.

What should the project manager do?

A. Organize a workshop with team members to review communication challenges and

test tool options.
B. Instruct teams to follow the communication plan defined in the project charter.
C. Require the teams to use the hospital’s enterprise-wide communication platform.
D. Notify the PMO of a need to amend the communication plan and request support.

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Question #94
A cybersecurity initiative in a global IT firm hits a roadblock due to a shortage of ethical
hackers needed for penetration testing. The new PM is under pressure to keep the
timeline on track.

What should the newly assigned project manager do first?

A. Reach out to the HR team to open positions for freelance cybersecurity experts.
B. Assess whether any internal security engineers can cover the required work
temporarily.
C. Request that testing be skipped until resources become available.
D. Escalate the issue to the steering committee and suggest delaying the release.

Question #95
A global retail chain’s distribution upgrade project is jeopardized after a core packaging
supplier warns they will halt deliveries due to international trade sanctions.

What should the project manager do?

A. Update the stakeholder register with supplier concerns.

B. Initiate a full impact analysis and document the risk.
C. Change vendors without informing procurement.
D. Inform warehouse managers to expect delays in materials.

Question #96
A pharmaceutical company is running late-phase clinical trials. Multiple regulatory and
business stakeholders are constantly requesting updates, leading to misaligned
messages and duplicated efforts.

What should the project manager do to avoid this in the future?

A. Assign an admin liaison to handle daily updates.

B. Update the stakeholder engagement plan with preferred communication formats and
frequency.
C. Use informal channels like instant messaging to speed up status sharing.
D. Deliver real-time dashboards to all stakeholders regardless of role.

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Question #97

A logistics company is implementing a new warehouse management system. While

regional warehouse teams are completing their modules, integration work is slow due to
timezone mismatches and lack of coordination.

What should the project manager do?

A. Redefine the RACI matrix to better clarify ownership of integration tasks.

B. Develop asynchronous communication protocols and shared visibility tools.
C. Replace team members who are unavailable during core overlap hours.
D. Consolidate development into fewer locations to reduce complexity.

Question #98

In a pharma company, lab researchers and data analysts are collaborating on a drug
study remotely. They’re in sync time-wise but are falling behind on joint data reviews.
The PM suspects poor alignment, not scheduling, is the issue.

What should the project manager do next?

A. Investigate whether team members are violating collaboration protocols.

B. Evaluate the effectiveness of digital workspaces and communication tools.
C. Request that functional managers audit their teams’ engagement levels.
D. Rotate responsibilities to force more interdependency between teams.

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Question #99
During the renovation of a high-end resort, the new site operations manager finds that
the previously acting manager—now reassigned as a vendor coordinator—is offering
unsolicited advice to contractors, contradicting recent directives. Tensions are escalating
between subcontractors and both managers.

What should the project manager do to resolve this conflict?

A. Include both managers in every site meeting to promote transparency.

B. Meet privately with the vendor coordinator to realign on communication protocols and
clarify the current chain of command.
C. Escalate the issue to the property owners to formally reinforce authority.
D. Implement a communication blackout for non-managerial staff during work hours.

Question #100
A healthcare analytics firm is launching a cross-border AI diagnostics platform. The
project team includes clinical data scientists, engineers, and testers located in the U.S.,
India, Germany, and Brazil. To lead this initiative, the company seeks a project manager
who can navigate time zones, diverse communication styles, and different cultural
expectations.

Which skill is required for a project manager to successfully manage this team?

A. Experience working with diverse healthcare regulatory frameworks

B. High emotional intelligence and ability to manage remote collaboration effectively
C. Familiarity with medical terminology across all regions involved
D. Use of strict process documentation to avoid miscommunication

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