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Free practice set · all 3 domains

PMP® practice test

A free, untimed PMP practice test: scenario questions from all three domains, mixed roughly in the 33/41/26 split of PMI®'s 2026 content outline (as of October 2026). Answer one and its debrief opens with a note on every option. When you want a clock, the timed mock exam runs the same format at exam pace.

Exam
PMP
Packages
50
Updated
Oct 13, 2026

01How to work a package

  1. Read the last line of the stem first

    It tells you what is being asked: the first action, the next one, the best response, or the most likely cause. Those are four different questions about the same story.

  2. Place the scenario

    Predictive or agile, which phase, and whether the problem sits inside your authority. The right answer usually follows from those three facts.

  3. Pick, then read all four notes

    The note on the option you rejected often teaches more than the note on the key.

  4. Filter when a domain keeps going red

    The domain and level chips above the list narrow the set; a chip with nothing under it is struck through.

02The set: People, Process and Business Environment, untimed

Nothing you pick leaves this browser tab, and reloading the page clears the answers.

Work packages 50

Domain

Level

  1. WP 01Schedule slippage requires recovery without rework or morale loss. Which combination of delegation and acceptance adjustments regains time?People

    Debrief answer to open the notes

    1. ARemoving quality gates buys a short-term gain at the cost of rework later, which is exactly what this recovery must avoid.
    2. BExtending the sprint hides the slip instead of fixing the flow, so the same delays will repeat next sprint.
    3. CCorrect: Frequent definition-of-done checks catch defects while they are cheap to fix, and tighter handoffs cut wait time, so days come back without rework.
    4. DPulling all delegated work back to the project manager creates a bottleneck and signals distrust, which hurts both speed and morale.
  2. WP 02Segmented NPS trends show decline among sponsors while on-time delivery remains stable. Which prioritized engagement step addresses the perception gap first?People

    Debrief answer to open the notes

    1. AWaiting a full quarter lets a sponsor perception problem harden into a support problem.
    2. BMore audits address quality, which is already stable; the gap is in how sponsors perceive value, and closing it needs their input.
    3. CEscalating every segment at once skips the step of understanding what is driving the sponsor decline.
    4. DCorrect: Go to the declining segment first with data in hand; a focused sponsor touchpoint finds out why perception differs from delivery results.
  3. WP 03The same project data must be presented to executives and to the technical team. Which tailoring best matches each audience?People

    Debrief answer to open the notes

    1. AFeature counts tell executives little about business value, and a risk summary alone leaves engineers without the detail they build from.
    2. BCorrect: Tailor content to the decisions each audience makes: executives weigh outcomes, ROI and risk, while the technical team works from acceptance criteria and interfaces.
    3. CThis swaps the audiences; executives rarely need detailed criteria, and engineers need more than an ROI summary.
    4. DRunbooks are operational detail executives do not use, and an ROI summary does not help the team build.
  4. WP 04A sponsor is reviewing team performance for appraisals. The team logged 20% more hours and achieved 95% utilization this quarter. However, customer acceptance of new features dropped. Which metric should the project manager emphasize for the team's performance appraisal?People

    Debrief answer to open the notes

    1. AActivity completion against the baseline measures output, not whether the customer received value.
    2. BCorrect: Performance is judged on outcomes; customer-accepted features show value delivered, while hours and utilization only show effort.
    3. CLogged hours reward being busy and can push a team toward overtime instead of results.
    4. DA billed-versus-worked ratio is a financial metric for the organization, not a measure of how well the team delivered.
  5. WP 05A high-influence sponsor wants minimal verification in acceptance criteria. What should the project manager do?People

    Debrief answer to open the notes

    1. ARecording the preference without acting leaves the acceptance criteria weak and the project exposed at sign-off.
    2. BVerbal criteria cannot be verified later and invite disputes at acceptance.
    3. CRemoving verification gives up the means to prove the deliverable meets its requirements.
    4. DCorrect: Keep the sponsor engaged while insisting the criteria stay measurable, so acceptance can be verified objectively.
  6. WP 06A project spans 18 months across five phases. Governance requires knowledge-transfer health checks without excessive overhead. Which checkpoint sequence best balances early detection and minimal burden?People

    Debrief answer to open the notes

    1. AAn end-of-project review finds knowledge gaps only after the people who hold the knowledge have moved on.
    2. BMonthly full reviews of every artifact add heavy overhead for little extra detection.
    3. CCorrect: Phase gates are natural decision points, and asking for runbook and owner evidence there gives early detection at modest cost.
    4. DWeekly status meetings and ad hoc updates are informal, so they rarely produce verifiable evidence of knowledge transfer.
  7. WP 07A project manager notices a sudden drop in morale, and two key team members have expressed intentions to leave the company before the project completes. The project manager needs to stabilize the team quickly. What should the project manager do FIRST?People

    Debrief answer to open the notes

    1. ACorrect: Assess before acting; one-on-one stay interviews reveal what is really driving the dissatisfaction, so the fix targets the actual cause.
    2. BAn across-the-board raise assumes money is the cause and is usually outside the project manager's authority.
    3. CEscalating and requesting contractors gives up on the current team before the problem is understood.
    4. DMoving people to another project removes knowledge the project needs and leaves the cause unaddressed.
  8. WP 08A power/interest grid places the plant manager in the manage-closely quadrant. Six weeks before cutover, the sponsor asks whether the plant manager's support is where the cutover needs it to be and, if not, how far it falls short. What should the project manager prepare to answer the sponsor?People

    Debrief answer to open the notes

    1. AThe grid sorts stakeholders by power and interest to decide how much attention they get; it says nothing about how supportive someone is now or needs to be.
    2. BCorrect: the matrix shows current (C) and desired (D) engagement for the plant manager, so the gap between them answers both parts of the sponsor's question.
    3. CThe salience model ranks whose claims come first by power, legitimacy and urgency; it does not compare current support with what cutover requires.
    4. DA RACI chart assigns task responsibilities; it does not measure a stakeholder's level of engagement.
  9. WP 09In a hybrid project, when should lessons learned be captured to maximize fidelity and minimize recall bias?People

    Debrief answer to open the notes

    1. ACorrect: Capturing lessons at each retrospective and stage gate records them while details are fresh, which keeps recall bias low.
    2. BLessons are not reused automatically; someone has to curate, share and apply them.
    3. CLessons that sit in an archive change nothing; their value comes from triggering process changes.
    4. DWaiting until closeout means people have forgotten details or left, which is the recall bias the question asks to avoid.
  10. WP 10A project manager realizes through a 360-degree feedback review that they frequently interrupt team members during brainstorming sessions, which stifles creativity and lowers psychological safety. Which action represents the BEST way to translate this emotional insight into sustained behavior change?People

    Debrief answer to open the notes

    1. AAn apology acknowledges the problem but does not create a mechanism for changing the behavior.
    2. BMaking everyone speak for two minutes changes the meeting format, not the project manager's own habit.
    3. CCorrect: A concrete personal habit combined with team feedback turns the insight into practice and keeps the project manager accountable for the change.
    4. DA course may help, but requiring others to take it shifts attention away from the person who needs to change.

Open a row to answer. Keys: 1–4 or A–D answer, N opens the next row.

03What this set does, and where the rest lives

Every package is single-answer. The real exam also uses multiple-response, matching and graphic-based items, and since July 2026 case or scenario questions (PMI ECO, as of October 2026); the format rundown is on PMP exam questions and time. The judgment being tested is the same, so the drill transfers.

Expect sprints and backlogs next to baselines and change boards: PMI says about 60% of items come from agile and hybrid approaches (ECO, as of October 2026). If a domain stays weak, read its topic in the study guide and come back. Formulas and look-alike terms go faster on the PMP flashcards, and the study plan tells you which domain to drill each week.