PMP Project Management Professional 2026 past questions and answers

1. Start construction immediately and let the contractor decide the sequence as issues arise.
2. Baseline an integrated scope, schedule, cost, and procurement plan, then use defined change control for approved deviations.
3. Replace the detailed schedule with a product backlog and defer pump procurement until each sprint begins.
4. Ask the sponsor to approve every daily work assignment and technical decision.

Answer: B. Baseline an integrated scope, schedule, cost, and procurement plan, then use defined change control for approved deviations.

Stable requirements and long-lead procurement support integrated predictive planning and a controlled baseline. A backlog-only approach risks delaying critical procurement, while sponsor approval of daily work undermines team accountability.

1. Assign all decisions to the most senior specialist.
2. Escalate the disagreement to the sponsor for a ruling.
3. Facilitate a conversation about working preferences, decision rights, and shared team agreements.
4. Require the team to follow the project manager's preferred method until delivery ends.

Answer: C. Facilitate a conversation about working preferences, decision rights, and shared team agreements.

Co-creating working agreements and clarifying decision rights builds shared ownership and trust. Escalation or unilateral control may resolve the immediate dispute but prevents the team from developing effective collaboration.

1. Continue unchanged because the approved baseline takes precedence over new information.
2. Ask the team to implement the regulation informally to avoid a formal decision.
3. Cancel the project immediately without assessing alternatives.
4. Assess the regulation's impact on compliance and expected value, then present options and a recommendation to the authorized governance body.

Answer: D. Assess the regulation's impact on compliance and expected value, then present options and a recommendation to the authorized governance body.

Strategy and compliance changes can invalidate the business case even when delivery performance is healthy, so the impact and options should be assessed through governance. Continuing unchanged or making an informal design change bypasses appropriate decision rights.

1. Keep the sprint scope fixed and prohibit discussion of the new evidence until release.
2. Reorder upcoming backlog work with the product owner and discuss any current-iteration adjustment with the team while protecting the sprint goal.
3. Add the bottleneck work immediately without checking capacity or dependencies.
4. Ask the sponsor to estimate story points and assign the work to individuals.

Answer: B. Reorder upcoming backlog work with the product owner and discuss any current-iteration adjustment with the team while protecting the sprint goal.

New evidence should inform product ordering, and the team should collaborate on any change that affects the current sprint goal. Blindly freezing all plans or inserting work without considering capacity and dependencies fails to adapt responsibly.

1. Close the project as soon as the system passes technical acceptance; adoption is outside all planning.
2. Add an unapproved feature to force agents to use the system.
3. Coordinate transition readiness, define adoption and outcome measures with the benefit owner, and assign post-delivery tracking responsibilities.
4. Measure only the number of software components completed.

Answer: C. Coordinate transition readiness, define adoption and outcome measures with the benefit owner, and assign post-delivery tracking responsibilities.

The intended benefit depends on business adoption, so transition, ownership, and outcome measurement need to be arranged with the benefit owner. Technical acceptance and component counts alone do not demonstrate that the operational result has been achieved.