Project Management Professional (PMP-aligned) Practice Exams

Three 50-question situational practice papers across the People, Process and Business Environment domains of the published PMP examination content outline, in predictive, agile and hybrid delivery contexts.

3 practice papers · 150 questions · 100 minutes each · pass mark 70% · ₹196 for all papers

What the PMP practice exams cover

Written from the published PMP Examination Content Outline domains.

Practice papers

Free PMP sample questions

Sample question 1 (People)

A project manager notices that a senior developer consistently delivers high-quality work but has started missing daily standup commitments because a legacy deployment tool requires manual intervention every morning. The developer has not raised this as an impediment. What is the project manager's best action to support performance and remove the impediment?

  1. Wait for the developer to raise the issue at the next retrospective before taking any action.
  2. Escalate the missed standups to the developer's functional manager as a performance concern.
  3. Meet with the developer to understand the manual deployment issue and work to automate or remove that bottleneck.
  4. Assign the developer to a refresher course on time management and communication practices.

Answer: C. Meet with the developer to understand the manual deployment issue and work to automate or remove that bottleneck.

Option C is correct because the project manager's servant-leadership responsibility is to actively identify and remove impediments that block team performance, not wait for them to be formally raised. Option A ignores the issue and risks continued productivity loss. Option B punishes the developer for a process problem rather than addressing the root cause. Option D treats the missed standups as a training issue when the real barrier is an environmental impediment that the project manager is best positioned to resolve.

Sample question 2 (Process)

A project manager is developing the schedule and budget for a new internal HR analytics platform. The organization has never built a comparable system, so there is no reliable historical data for the key work packages. The sponsor requires a dependable estimate before approving funding. Which estimating technique should the project manager use to produce the most accurate cost and duration forecasts for these work packages?

  1. Analogous estimating using an industry benchmark from a different organization
  2. Bottom-up estimating by decomposing activities and summing their costs and durations
  3. Three-point estimating using only the optimistic values for each activity
  4. Parametric estimating using published productivity rates from a vendor catalog

Answer: B. Bottom-up estimating by decomposing activities and summing their costs and durations

Option B is correct because bottom-up estimating breaks each work package into detailed activities, estimates them individually, and rolls the results upward, producing the highest accuracy when no comparable historical data exists. Option A is incorrect because analogous estimating depends on similar past projects, which are unavailable here. Option C is incorrect because three-point estimating uses optimistic, most likely, and pessimistic values together, not only optimistic ones, and it still benefits from historical input. Option D is incorrect because parametric estimating requires established productivity parameters and historical data, which the scenario says do not exist.

Sample question 3 (Business environment)

A project manager is leading a customer self-service portal project. The approved business case projects a 20 percent reduction in call center volume within six months of go-live. What is the most appropriate action the project manager should take to support delivery of the intended business value?

  1. Ensure the project charter references the 20 percent reduction target as a high-level project objective
  2. Recommend that the organization capture baseline call center metrics before launch and plan to measure the metric after delivery
  3. Include the 20 percent call volume reduction as a formal deliverable in the project scope statement
  4. Request that the project sponsor add a contingency reserve to the budget to cover any potential benefit shortfall

Answer: B. Recommend that the organization capture baseline call center metrics before launch and plan to measure the metric after delivery

Option B is correct because benefits realization requires measurable baselines captured before the solution is deployed, so the organization can verify whether the projected 20 percent reduction actually occurs after delivery. The project manager supports business value by ensuring the benefit is quantifiable and trackable. Option A is insufficient because merely referencing the target in the charter does not create a mechanism to measure it. Option C is incorrect because a reduction in call volume is an operational outcome and business benefit, not a project deliverable the team builds. Option D is incorrect because adding contingency reserve does not address the need to establish and track benefit metrics.

Sample question 4 (People)

During sprint planning, the team realizes that two members lack experience with the new testing framework required for the upcoming deliverable. The project sponsor has approved a modest training budget but expects value to be demonstrated quickly. Which approach best addresses the skill gap while maintaining project momentum?

  1. Pause the sprint, send both members to a week-long external certification course, then resume work.
  2. Arrange for the two members to pair with an experienced colleague on the first testing tasks while building framework competence.
  3. Purchase self-paced online modules and require the two members to complete them on their own time outside sprint hours.
  4. Reassign all testing tasks to a contractor who already knows the framework so the sprint can proceed unchanged.

Answer: B. Arrange for the two members to pair with an experienced colleague on the first testing tasks while building framework competence.

Option B is correct because pairing the two members with a team member who already knows the framework provides immediate, context-specific mentoring that directly applies to project work, satisfying both the skill-gap and momentum goals. Option A would stall the sprint and delay deliverables. Option C may close the gap eventually but is slower and less tailored to the project's immediate needs. Option D outsources the work rather than developing the team, leaving the skill gap unaddressed for future sprints.

Sample question 5 (Process)

A software delivery team inspects a monthly reporting module at the end of each release. Over the last four inspection cycles the defect count per release has fluctuated between two and nine with no visible upward or downward trend. The project manager needs to determine whether the production process is stable. Which quality tool should the project manager use?

  1. A Pareto chart to identify the most frequent defect categories
  2. A scatter diagram to test correlation between module size and defect count
  3. A control chart to check whether variation falls within upper and lower control limits
  4. A histogram to display the distribution of defect counts across releases

Answer: C. A control chart to check whether variation falls within upper and lower control limits

Option C is correct because a control chart plots data points over time against upper and lower control limits and is specifically used to determine whether a process is stable and in control. Option A is incorrect because a Pareto chart ranks defect categories by frequency to find the most common problems, not to assess process stability. Option B is incorrect because a scatter diagram examines correlation between two variables, such as module size and defect count, rather than stability over time. Option D is incorrect because a histogram shows the distribution of data but does not evaluate whether variation stays within control limits.

About these papers

Unofficial practice material. Every question is original, written from the vendor's publicly published exam objectives, and no real exam item is reproduced or paraphrased. This paper is not affiliated with, endorsed by, sponsored by or certified by the certification owner, and passing it does not confer any certification.

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