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PMI PMP - Project Management Professional (PMP) July 2026 Update

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Total 187 questions

A project is approaching the closure phase. The project manager realizes that the team has consumed more hours than what was budgeted because some nonfunctional security requirements were not considered during project initiation.

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

A.

Conduct a mandatory security awareness program for all project team members.

B.

Hold a retrospective on why the requirements were overlooked and update organizational process assets.

C.

Change the status in the risk register to issue and activate the response plan.

D.

Meet with team members of the security department and require the department to be involved from the project’s start.

A project manager is applying an agile project management approach. The stakeholders routinely mention their concerns about not knowing the progress and

success of the project.

What should the project manager share with the stakeholders?

A.

A project artifact such as the communications management plan that clearly defines circulation frequency and a list of audiences.

B.

Project metrics, part of the project charter, including basic project information.

C.

Project metrics, part of the project status report, including all project status information.

D.

A project dashboard that reports the metrics on cost, schedule, risk, issues, task completion, and resource engagements.

In the development phase of a large-scale Scrum project, the team is unsure what the acceptance criteria to close a task should be. How should the project manager

help in answering this question?

A.

Create a test strategy document to clarify for the Scrum team how the test will be performed.

B.

Create a communications management plan, indicating to the team how the work should be closed.

C.

Create a risk, indicating that the team does not know how to achieve the outcome.

D.

Create a definition of done (DoD) with the teams and customer to align project objectives.

As part of a restructuring effort, a company has transitioned from a projectized to a functional organization. The project manager is concerned that the team members will become disengaged from their work on the current project because they are now reporting to a functional manager.

What should the project manager do?

A.

Work with the functional manager to assign goals related to the project to the team.

B.

Advise the functional manager to ask the organization for additional resources as part of a mitigation plan.

C.

Update the resource management plan with the organizational changes.

D.

Meet the team and explain that organizational changes are transparent to the team.

An organization is planning a new initiative to improve services to their customers, to be executed in an adaptive manner. What should the project manager do to continuously improve processes throughout the course of the project?

A.

Implement an agile way of working, with short iterations, to focus on operational excellence in delivered results.

B.

Discuss areas to be adjusted with the project team during retrospectives.

C.

Review and update the quality management plan to identify adjustments.

D.

Implement an agile way of working, with long iterations, to focus on operational excellence in delivered results.

An agile team recently finished a product that met stakeholder expectations. However, a subsequent audit revealed that the product does not comply with local

regulations. The team lead learns the team focused on the functions of the product and not the regulatory issues.

What should the team lead do differently for the next project?

A.

Remind the project team that they should collect requirements from all stakeholders.

B.

Coach the team to solicit nonfunctional requirements in addition to functional requirements.

C.

Instruct the product owner to revise the definition of done (DoD) during the sprint review meeting.

D.

Conduct daily meetings to review the functional and nonfunctional requirements.

Acompany merged with a larger company and new project management standards are enforced across the enterprise. The project sponsor is concerned that the

team is not meeting the expectations of the new leaders. The project is at risk of cancellation.

What should the project manager do?

A.

Engage with project sponsor to understand the organization-wide changes impacting the team.

B.

Continue project execution to maintain the on-time delivery of capabilities and await potential changes from the organization.

C.

Schedule a meeting with the leaders to learn the impact of the changes on project execution.

D.

Ensure ongoing alignment with process updates, capability enhancements, and the baseline skills required by the organization.

A project team released the first phase of a newly developed IT system to their operations team a month ago. The project team is currently working on new tasks for

the next phase but is continually contacted by operations key users with their new findings.

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

A.

Work with the product owner to review the operations handover process and the checklist.

B.

Have the project team prepare lessons leamed starting from the first phase.

C.

Request that all users contact technical support to submit change requests.

D.

Stop the users from operations from coming back with new requirements as the first phase is over.

A project manager has recently conducted a kickoff meeting for a project aimed at updating a product for a client in the insurance services sector. The product owner

has given notice of their departure from the company in two months, prompting the client to express concerns about the change in personnel.

What should the project manager do?

A.

Ask the project sponsor ' s opinion about continuing the project.

B.

Meet with the team to discuss the product owner ' s replacement.

C.

Add the risk and mitigations to the risk register.

D.

Meet with the client to understand and address their concerns.

One of the key team members working on a critical path task resigns without any notice. Another resource is hired as a temporary replacement but does not have the same skillset and is taking too long to complete the work.

What should the project manager do?

A.

Estimate the cost and schedule impact of the resource change.

B.

Ask the new resource to work faster while maintaining quality.

C.

Discuss options with the team to reassign tasks to other resources.

D.

Contact human resources (HR) to find if another resource is available.