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5 free PMP practice questions, with the reasoning explained

Practice the decision behind the answer. Explore stakeholder engagement, change control, agile impediments, quality improvement, and risks that become issues.

5 original scenariosAnswers and explanations
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Choose first. Then review the reasoning.

Read the scenario and choose the best answer before opening its explanation. Notice the project context, the decision-maker’s authority, and what has already happened. These five introductory samples are a learning exercise, with no timer or saved score.

Original educational practice scenarios created for Project Exam Lab. These are independent practice exercises, not official exam questions. Results do not predict certification outcomes.

Question 1 · Early stakeholder engagement

A museum is introducing a new visitor-booking system. The project charter is approved, and requirements workshops begin next week. The project manager learns that front-desk staff and visitors who use assistive technology have not been represented in planning. Requirements have not yet been finalized. What should the project manager do next?

  1. A.Use the sponsor’s requirements as the complete stakeholder input because the charter is approved.
  2. B.Identify the missing stakeholder needs and arrange suitable representation in the requirements discussions.
  3. C.Complete the requirements first and invite the missing groups to comment during final acceptance.
  4. D.Ask the supplier to choose which stakeholder needs the new system should address.
Show answer and explanation

Best answer: B

Engage affected stakeholders while their input can shape the requirements. Suitable participation helps the team understand operating needs and accessibility concerns before committing to a solution. Representation should fit the stakeholders’ circumstances rather than assuming everyone can attend the same workshop.

Why the other choices are weaker

  • A. Charter approval authorizes the project; it does not establish that all affected stakeholder needs have been captured.
  • C. Waiting until acceptance increases the chance of discovering important needs after design and delivery decisions have been made.
  • D. The supplier can advise on solutions, but should not replace the project’s stakeholder-engagement and requirements decisions.

Question 2 · Predictive change control

A predictive project has approved scope, schedule and cost baselines. The sponsor asks the team to add a video wall to an office-refurbishment project. The addition is outside the approved scope. The project’s documented change process requires impact analysis and change-control-board approval; the sponsor has not been delegated authority to bypass that process. What should the project manager do?

  1. A.Start the additional work immediately because the sponsor requested it.
  2. B.Reject the request because approved project baselines can never change.
  3. C.Replace another approved feature with the video wall without consulting affected stakeholders.
  4. D.Record the change request, analyze its effects and submit it through the agreed approval process before authorizing the additional work.
Show answer and explanation

Best answer: D

A useful change can still affect scope, dependencies, acceptance, cost and schedule. Record the request, evaluate its effects and obtain the decision required by the project’s governance. Update the affected plans and baselines after the appropriate approval, rather than treating the request itself as authorization.

Why the other choices are weaker

  • A. The scenario explicitly requires a separate approval process; the sponsor’s request alone does not authorize this scope addition.
  • B. Baselines provide controlled reference points and can change through the authorized process.
  • C. An unapproved substitution creates a different scope change and may undermine agreed acceptance expectations.

Question 3 · Removing an agile impediment

An agile team is developing a customer-notification feature. During its daily coordination meeting, the team reports that integration testing is blocked because a separate security group has not issued the required test credentials. The team cannot grant that access itself, and using production credentials is prohibited. How should the project manager best support the team?

  1. A.Help the team work with the security owner to resolve the access dependency and identify useful work that can continue safely.
  2. B.Tell the team to use a colleague’s production credentials until the test credentials arrive.
  3. C.Assign overtime to compensate for the delay without addressing the access dependency.
  4. D.Remove integration testing from the team’s completion criteria without its agreement.
Show answer and explanation

Best answer: A

Support the team by helping remove an impediment outside its control. Coordinate with the responsible security owner, make the dependency visible and help the team consider safe alternatives while it is resolved. The team should remain involved in decisions about its work and completion expectations.

Why the other choices are weaker

  • B. Sharing prohibited production credentials bypasses the stated security control and creates a new risk.
  • C. Additional hours do not resolve missing access and may create avoidable workload pressure.
  • D. Unilaterally removing testing weakens the agreed quality expectations instead of resolving the obstacle.

Question 4 · Quality improvement and inspection

A reporting project repeatedly produces documents with missing approval references. Reviewers catch the omissions before release, but correcting them causes recurring rework. The team traces the problem to an outdated shared template that does not require the approval-reference field. What is the best improvement?

  1. A.Add more final reviewers while continuing to use the outdated template.
  2. B.Release the reports without approval references to eliminate the rework.
  3. C.Correct and control the template, add a suitable completeness check and retain the necessary release review.
  4. D.Record each omission but postpone changing the template until the project closes.
Show answer and explanation

Best answer: C

Improve the process that repeatedly creates the defect. Updating the controlled template and adding an appropriate completeness check can prevent omissions earlier. Necessary release review still provides verification; prevention and inspection serve complementary purposes.

Why the other choices are weaker

  • A. More final inspection may detect omissions but leaves the identified source of recurring defects unchanged.
  • B. Removing a required approval reference changes the acceptance expectation rather than improving quality.
  • D. Deferring a feasible correction allows a known source of avoidable rework to continue.

Question 5 · Risk becoming an issue

A project’s risk register identifies the possibility that a specialist supplier could miss a delivery date. The team has an approved contingency response and a named response owner. Today, the supplier confirms that the delivery has been missed and a dependent activity is blocked. What should the project manager do next?

  1. A.Keep the event only in the risk register because it was originally identified as a risk.
  2. B.Record and manage the current issue, engage the response owner and follow the approved contingency and escalation arrangements.
  3. C.Wait for the next routine risk review before taking any action.
  4. D.Delete the original risk entry and silently change the project baselines to show the later delivery.
Show answer and explanation

Best answer: B

The uncertainty has materialized into a present problem. Make the issue and its impact visible, engage the responsible owner and use the approved response and escalation arrangements. Link the issue to the original risk record, update relevant information and obtain any additional approvals needed for changes beyond the existing authority.

Why the other choices are weaker

  • A. The event now requires active issue management; a record of its former possibility is insufficient.
  • C. A blocked activity requires a timely response through the existing arrangements.
  • D. Deleting traceability and changing baselines without authorization conceal the event rather than controlling its effects.

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