PMI PMP - Project Management Professional (2026) - PMP Exam Questions

QUESTION NO: 1
Aclient in a consulting firm presents an aggressive product implementation schedule. Key aspects of the scope have not been defined, and several internal stakeholder decisions are still pending. This situation is delaying the request for proposals (RFPs) from the vendors.
What should the project manager do?

QUESTION NO: 2
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific
"champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
During the execution phase of a project to modernize a hospital's records system, the insurance company stakeholders requested additional features to support integration to their systems.
What should the project manager do first?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)

QUESTION NO: 3
An engineering consulting firm is hired to support a client in designing technical documents for a new construction site. The project has a tight schedule. The client does not have a complete scope, but the client cannot wait for the scope to be defined before starting the project.
What should the project manager do?

QUESTION NO: 4
There are considerable differences in experience levels among project team members working on a project.
Multiple stakeholders are requesting that deliverables
relevant to them be assigned to the most experienced team members, which is not feasible.
What should the project manager do?

QUESTION NO: 5
A project requires a vendor to implement a technical, complex solution. The project team is concerned about selecting the optimal vendor to meet the needs of the project.
What should the project manager do?

QUESTION NO: 6
An external development team is working on a large project to build a custom application for the organization. Since the requirements are not fully clear, the project manager decides with the project sponsor to take a hybrid approach. The project manager also agrees with the vendor to fulfill minimum viable product (MVP) requirements within the set number of sprints and to update the application according to newly identified requirements.
Which metrics should the project manager monitor and analyze?

QUESTION NO: 7
A project manager notices that every time a new member joins the team, they spend too much time learning business terminology. This trend has impacted system integrations and creates delays on a few tasks that other teams depend on.
What should the project manager do?

QUESTION NO: 8
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific
"champions," created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system's impact on patient care, the nurses' union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization's project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
How should the project manager handle the IT department's resource constraints while at the same time maintaining project momentum?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)

QUESTION NO: 9
A project manager is working on a process improvement project. The project team includes stakeholders across all organizational levels from business managers, process owners to system specialists, and subject matter experts (SMEs). The project is using a hybrid approach. While planning for the next increment, a disagreement arises between the stakeholders.
What should the project manager do?

QUESTION NO: 10
A project team provided estimates for a hybrid project, but in every case those estimates were undervalued.
On the current trajectory, the project will not meet its
intended value before it runs out of budget.
What should the project manager do?

QUESTION NO: 11
During project execution, the development team creates work groups to develop project deliverables. When reporting progress to the project manager, the team struggles to provide a complete picture of overall progress.
What should the project manager do first?