During daily standups, two developers repeatedly clash over the technical approach, and the tension is starting to slow the team. As a servant-leader project manager, what should you do first?

Bring the two together privately to understand each perspective and help them reach a collaborative resolution

Assign the two developers to separate workstreams so they no longer interact

Escalate the conflict to their functional managers for a performance discussion

Make the technical decision yourself so the team can move forward quickly

A key team member will be unavailable for two sprints due to a family emergency, threatening a critical deliverable. What is the most effective leadership response?

Work with the team to redistribute the work, support the member, and adjust the plan transparently with stakeholders

Insist the member complete the work remotely despite the emergency

Remove the deliverable from scope without consulting stakeholders

Replace the member permanently to protect the schedule

A stakeholder frequently bypasses the product owner and asks developers directly to add features mid-sprint. How should the project manager address this?

Coach the stakeholder on the intake process and reinforce the product owner's role in managing the backlog

Allow the requests since the stakeholder is important

Instruct developers to refuse all communication with that stakeholder

Add every requested feature to the current sprint to keep the stakeholder satisfied

A team member consistently delivers high-quality work but wants to grow into a technical lead role. What is the best way for a servant-leader to support this?

Provide stretch assignments, mentoring, and opportunities to lead technical discussions

Deny the request to avoid disrupting current assignments

Promise the promotion immediately regardless of readiness

Ignore the request since delivery is already strong

An EVM report shows a project with CPI = 0.85 and SPI = 1.05. What does this indicate about project performance?

The project is over budget but ahead of schedule

The project is under budget and behind schedule

The project is on budget and on schedule

The project is over budget and behind schedule

A project's schedule shows the critical path has zero float, and a non-critical activity has 6 days of float. An unexpected delay consumes 4 days of that activity's float. What is the schedule impact?

The project end date is unaffected because float remains on that activity

The project end date slips by 4 days

The critical path immediately changes to that activity

The project must be crashed to recover

At the start of an iteration, the product owner reprioritizes the backlog so a high-value feature moves to the top. How should the team respond during iteration planning?

Pull the reprioritized high-value items into the iteration based on capacity and definition of ready

Refuse the change because the backlog was already set

Complete the previous order first, then address the new priority next iteration

Split the team so half works on old priorities and half on new

During delivery, a shift in market conditions reduces the expected business value of the project's remaining scope. What should the project manager do?

Raise the change with the sponsor and evaluate whether to re-prioritize or adjust scope to maximize value

Continue delivering the full original scope as approved

Cancel the project immediately without analysis

Hide the information to avoid destabilizing the team

A project manager wants to ensure the project stays aligned with organizational strategy throughout its life cycle. Which practice best supports this?

Regularly review the business case and project objectives against evolving strategic goals

Freeze the business case at initiation and never revisit it

Focus only on meeting the triple constraint

Report solely on task completion percentages

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Project Management Professional (PMP) Practice Test

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Sample practice questions

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1. People
During daily standups, two developers repeatedly clash over the technical approach, and the tension is starting to slow the team. As a servant-leader project manager, what should you do first?
- a.Assign the two developers to separate workstreams so they no longer interact
- b.Escalate the conflict to their functional managers for a performance discussion
- c.Bring the two together privately to understand each perspective and help them reach a collaborative resolution
- d.Make the technical decision yourself so the team can move forward quickly
Answer: c
Explanation: A servant-leader addresses conflict directly at the lowest level by facilitating open dialogue and helping the parties collaborate on a solution. Separating them or making the decision unilaterally avoids the root issue and undermines team ownership, while escalating prematurely skips the collaborative step that keeps the team empowered.
2. People
A key team member will be unavailable for two sprints due to a family emergency, threatening a critical deliverable. What is the most effective leadership response?
- a.Work with the team to redistribute the work, support the member, and adjust the plan transparently with stakeholders
- b.Insist the member complete the work remotely despite the emergency
- c.Remove the deliverable from scope without consulting stakeholders
- d.Replace the member permanently to protect the schedule
Answer: a
Explanation: Emotionally intelligent leadership balances empathy for the individual with responsibility to the project by supporting the member, reallocating work, and communicating impacts honestly. Forcing the member to work, silently cutting scope, or permanently replacing them damages trust and ignores stakeholder transparency.
3. People
A stakeholder frequently bypasses the product owner and asks developers directly to add features mid-sprint. How should the project manager address this?
- a.Allow the requests since the stakeholder is important
- b.Coach the stakeholder on the intake process and reinforce the product owner's role in managing the backlog
- c.Instruct developers to refuse all communication with that stakeholder
- d.Add every requested feature to the current sprint to keep the stakeholder satisfied
Answer: b
Explanation: Protecting the team from disruption while respecting stakeholders means coaching on the proper channel and reinforcing that the product owner prioritizes the backlog. Blindly accepting requests destabilizes the sprint, cutting off communication harms the relationship, and injecting work mid-sprint breaks the team's commitment.
4. People
A team member consistently delivers high-quality work but wants to grow into a technical lead role. What is the best way for a servant-leader to support this?
- a.Provide stretch assignments, mentoring, and opportunities to lead technical discussions
- b.Deny the request to avoid disrupting current assignments
- c.Promise the promotion immediately regardless of readiness
- d.Ignore the request since delivery is already strong
Answer: a
Explanation: Servant-leaders support individual growth by removing barriers and creating development opportunities such as stretch assignments and mentoring that build readiness. Denying or ignoring the request stifles motivation, while promising an unearned promotion sets false expectations and can harm the team.
5. Process
An EVM report shows a project with CPI = 0.85 and SPI = 1.05. What does this indicate about project performance?
- a.The project is under budget and behind schedule
- b.The project is on budget and on schedule
- c.The project is over budget and behind schedule
- d.The project is over budget but ahead of schedule
Answer: d
Explanation: CPI below 1.0 means the project is spending more than the value earned, so it is over budget, while SPI above 1.0 means more value has been earned than planned, so it is ahead of schedule. Recognizing that CPI addresses cost efficiency and SPI addresses schedule efficiency is essential to interpret combined performance correctly.
6. Process
A project manager is planning procurement for specialized components with well-defined specifications and a stable market. Which contract type best transfers cost risk to the seller?
- a.Cost-plus-fixed-fee (CPFF)
- b.Firm-fixed-price (FFP)
- c.Time-and-materials (T&M)
- d.Cost-plus-incentive-fee (CPIF)
Answer: b
Explanation: A firm-fixed-price contract sets a fixed total price for well-defined work, placing the cost risk on the seller since overruns are the seller's responsibility. Cost-reimbursable and T&M contracts leave more cost risk with the buyer and are better suited to uncertain or evolving scope.
7. Process
A project's schedule shows the critical path has zero float, and a non-critical activity has 6 days of float. An unexpected delay consumes 4 days of that activity's float. What is the schedule impact?
- a.The project end date slips by 4 days
- b.The critical path immediately changes to that activity
- c.The project must be crashed to recover
- d.The project end date is unaffected because float remains on that activity
Answer: d
Explanation: Float is the amount of delay an activity can absorb without affecting the project finish date; consuming 4 of 6 days of float still leaves 2 days, so the end date is unaffected. Only when a delay exceeds available float does it affect the critical path or the project completion date.
8. Process
At the start of an iteration, the product owner reprioritizes the backlog so a high-value feature moves to the top. How should the team respond during iteration planning?
- a.Refuse the change because the backlog was already set
- b.Pull the reprioritized high-value items into the iteration based on capacity and definition of ready
- c.Complete the previous order first, then address the new priority next iteration
- d.Split the team so half works on old priorities and half on new
Answer: b
Explanation: Agile embraces changing priorities between iterations; the team pulls the newly prioritized, ready items into the upcoming iteration according to its capacity. Refusing the change ignores value delivery, deferring high-value work delays benefits, and splitting the team fragments focus and reduces flow.
9. Business Environment
During delivery, a shift in market conditions reduces the expected business value of the project's remaining scope. What should the project manager do?
- a.Continue delivering the full original scope as approved
- b.Cancel the project immediately without analysis
- c.Raise the change with the sponsor and evaluate whether to re-prioritize or adjust scope to maximize value
- d.Hide the information to avoid destabilizing the team
Answer: c
Explanation: Projects exist to deliver business value, so a material change in value should be surfaced to the sponsor and used to reassess scope and priorities. Blindly delivering obsolete scope wastes resources, canceling without analysis is premature, and concealing information violates transparency and stewardship.
10. Business Environment
A project manager wants to ensure the project stays aligned with organizational strategy throughout its life cycle. Which practice best supports this?
- a.Freeze the business case at initiation and never revisit it
- b.Focus only on meeting the triple constraint
- c.Report solely on task completion percentages
- d.Regularly review the business case and project objectives against evolving strategic goals
Answer: d
Explanation: Strategic alignment is maintained by continually revisiting the business case and objectives to confirm they still support organizational goals as conditions change. A frozen business case, a pure constraint focus, or task-only reporting can leave a project delivering outputs that no longer serve the strategy.