Project Management Professional (PMP) Practice Test
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Frequently asked questions
How many Project Management Professional (PMP) practice questions are here?+
A full bank of original Project Management Professional (PMP) practice questions across the official content areas, weighted like the real exam, with explanations. Free, no signup.
What is the Project Management Professional (PMP) exam like?+
About 180 questions, 230 minutes. Practice by topic here, then take the full timed mock exam to gauge readiness.
Are these the real exam questions?+
No. Every question is 100% original, written from public primary sources with explanations. We never copy real exam questions or paid prep material.
Can I study in Chinese or Spanish?+
PrepPass practice is in English, 中文 and Español. The official exam is in English — switch the question language to English any time to rehearse the exact terminology you'll see on test day.
Is there a study guide for the Project Management Professional (PMP)?+
Yes. PrepPass sells PMP Study Guide — 2026 Edition (July 2026 exam), a PDF + EPUB download, $19.99 one-time; the practice on this page stays free without it. See the study guide →
Sample practice questions
A few real questions from this free bank, with full explanations. Use the practice tool above for the whole set.
- 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.Make the technical decision yourself so the team can move forward quickly
- b.Escalate the conflict to their functional managers for a performance discussion
- c.Assign the two developers to separate workstreams so they no longer interact
- d.Bring the two together privately to understand each perspective and help them reach a collaborative resolution
Answer: d
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. Process
During a retrospective, the team identifies a recurring impediment caused by slow approvals from an external department. What should the PM do with this information?
- a.Act as a servant-leader to remove the impediment by engaging the external department
- b.Ignore it because it originates outside the team
- c.Ask the team to quietly work around the impediment each sprint, since it originates in an external department
- d.Wait until the impediment blocks a release entirely
Answer: a
Explanation: A servant-leader actively removes impediments, including those outside the team, by engaging the responsible parties to unblock the team. Ignoring, working around, or waiting for the impediment to worsen allows a known drag on flow to persist.
- 3. Process
During a sprint, a stakeholder insists on adding a new high-priority item into the current iteration, which is already committed. What should the PM or Scrum Master advise?
- a.Immediately add it and drop whatever is convenient
- b.Protect the sprint goal; route the item to the backlog for the product owner to prioritize for a future sprint
- c.Let the stakeholder hand the new high-priority item directly to a developer so it gets finished within the current sprint's remaining capacity
- d.Extend the sprint to fit the new item
Answer: b
Explanation: The sprint goal and commitment are protected; new work goes to the product backlog for the product owner to prioritize, typically for the next sprint. Injecting work mid-sprint, extending the sprint, or bypassing the product owner breaks the cadence and undermines predictability.
- 4. Process
A project's requirements were gathered mainly from one department, and now other affected groups say their needs were missed, forcing rework. What planning practice would have prevented this?
- a.Deferring requirements until execution
- b.Locking the scope baseline sooner
- c.Reducing the total number of requirements gathered so the scope stays small and less likely to be missed later on
- d.Engaging all relevant stakeholders during requirements collection
Answer: d
Explanation: Comprehensive requirements collection engages all relevant stakeholders so needs are captured early, preventing costly gaps and rework. Locking scope sooner without complete input freezes an incomplete picture, fewer requirements omit needs, and deferring gathering delays the very analysis needed up front.
- 5. Process
A PM wants to ensure that as the team gains information, near-term work is planned in detail while the overall roadmap stays flexible. Which combination supports this in agile?
- a.A high-level product roadmap with detailed, refined items only for upcoming sprints
- b.A frozen backlog that cannot change once set
- c.A fully detailed, item-by-item plan produced for the entire backlog at project start so nothing is left uncertain
- d.No roadmap and no detailed planning at all
Answer: a
Explanation: Agile pairs a flexible high-level roadmap with just-in-time detailed refinement of only the near-term items, mirroring rolling wave planning. Detailing everything up front wastes effort on uncertain work, having no plan gives no direction, and a frozen backlog contradicts adaptability.
- 6. People
A globally distributed team struggles because members rarely interact outside of formal meetings and feel like strangers. What should the project manager do?
- a.Create intentional opportunities for informal connection and relationship-building across the team
- b.Accept that geographically distributed teams cannot realistically build genuine relationships anyway
- c.Require everyone to keep cameras off in calls in order to reduce the fatigue of frequent meetings
- d.Increase the number of formal status meetings so that members are simply in contact more often
Answer: a
Explanation: Distributed teams need deliberate space for the informal interaction that co-located teams get naturally, which builds the trust behind collaboration. Adding formal meetings, giving up on connection, or removing the visual cues that aid rapport all fail to address the relationship gap.
- 7. People
Two influential stakeholders have conflicting expectations about the project's priorities. How should the project manager address this?
- a.Bring them together to surface the conflict and facilitate alignment around shared objectives
- b.Avoid raising the topic and simply hope that the conflict does not resurface later in the project
- c.Side with the more powerful of the two stakeholders in order to settle the matter quickly
- d.Quietly give each stakeholder a different version of the plan so that both of them stay satisfied
Answer: a
Explanation: Conflicting stakeholder expectations are resolved by facilitating a direct conversation toward shared objectives, which builds genuine alignment. Simply favoring power invites resentment, telling each a different story is dishonest and unsustainable, and avoidance lets the conflict grow.
- 8. People
A newly promoted team lead on your project is struggling with the shift from doing the work to leading others. How can you best help?
- a.Return the new lead to an individual contributor role in order to avoid the difficult struggle
- b.Mentor them through the transition, coaching leadership skills and helping them delegate rather than do everything
- c.Let the new lead figure out how to lead entirely on their own just as other leads have done
- d.Tell the new lead to simply work harder so that they can keep up with both roles at once
Answer: b
Explanation: The move from doing to leading is a known hard transition; mentoring and coaching them to delegate and build leadership skills sets them up to succeed. Leaving them to sink or swim, demoting them, or telling them to work harder ignores the real developmental support they need.
- 9. People
A project manager leads a team where members come from cultures with very different attitudes toward directness and hierarchy. Some stay silent in group settings. How should the PM foster participation?
- a.Insist that every team member adopt the same direct, low-context communication style so meetings become faster and no one has to interpret indirect signals
- b.Adapt facilitation to offer multiple channels for input, such as written feedback and small groups, respecting cultural differences
- c.Assume the quiet members have nothing to add and proceed
- d.Require everyone to speak in turn so no one can stay quiet
Answer: b
Explanation: Cross-cultural leadership means adapting communication approaches so everyone can contribute in a way that fits their comfort, such as anonymous or written channels and smaller groups. Forcing a single style or public turn-taking ignores cultural context, and assuming silence means no input wastes team knowledge.
- 10. People
A project manager wants to confirm that a complex instruction was truly understood by a team member before work begins. What is the most reliable way to verify shared understanding?
- a.Assume understanding because the member nodded
- b.Ask the member to explain the task back in their own words and discuss any gaps
- c.Ask 'Does that make sense?' and accept a yes
- d.Send the instruction again in writing and move on
Answer: b
Explanation: Having the receiver paraphrase the task in their own words (feedback loop) reliably confirms understanding and reveals gaps. A yes-or-no 'make sense?', a nod, or a repeated written message do not verify that the message was actually comprehended as intended.