20 Free PMP Exam Practice Questions With Answers and Explanations

If you do one thing from this post, do this: answer the questions under light time pressure, then review your wrong answers the same day.

• You’ll practice 20 PMP style questions across core domains and common exam traps

• You’ll learn a simple method to review mistakes and improve accuracy quickly

• You’ll leave with a mini study plan to turn these questions into a weekly routine

If you’re short on time, skip deep reading and focus on patterns: why the right answer is right, why your pick was tempting, and what clue in the question you missed. This works best when you track 2 to 3 recurring mistake types, but it fails when you rewrite long notes and never retest them.

You sit down for another practice set, finish it, and see the same result again: you are hovering around 60–70%. The worst part is not the score, it is that you cannot clearly explain why you missed questions beyond “I second-guessed” or “the wording got me.”

A practical benchmark before exam week is consistent 75–85% accuracy on timed sets. If you are not there yet, it usually is not because you need more hours, it is because your review step is not showing you a repeatable pattern.

Next, you are going to complete 20 questions and know exactly how to review them. The goal is to leave with a short list of your top miss types, so you can stop doing random practice and start fixing the specific reasons you drop points.

If you do one thing, do this after each question: write a one-line “miss reason.” Common categories include:

• Knowledge gap: you did not know the concept or key term

• Misread: you missed a qualifier like first, best, except, or not

• Process mistake: you picked the right idea but wrong next step (sequence)

• Overthinking: you changed from a correct answer to a wrong one

• Time pressure: you rushed and did not eliminate choices

Here is the catch: reading the explanation and nodding is not review. A good review ends with a simple fix you can apply in the next set, like “underline qualifiers,” “eliminate two options first,” or “map the question to Process Group then Knowledge Area.”

Next, treat this set like a mini PMP session so your score tells you something useful. Start with one timed run to pressure-test pacing and focus, then do a second slow pass to find out whether you missed the concept or got pulled into a reading trap (like choosing the most specific action when the question asked for the best next step).

If you do one thing, do the timed run first without checking answers. Twenty questions is small enough that you can finish in about 35–45 minutes, but still long enough to reveal patterns like rushing near the end or changing correct answers on review.

So after you finish, review in two layers: what you chose, and why you chose it. Track every miss using tags so your next study block targets the right weak spot, not just the topic.

Use this quick tracking checklist:

• Process group: Initiating, Planning, Executing, Monitoring and Controlling, Closing

• Domain: People, Process, Business Environment

• Keyword trigger: for example “first”, “next”, “best”, “most likely”, “except”, “should have”, “root cause”

• Miss type: concept gap (did not know) vs. reading trap (misread, over-assumed, missed a constraint)

• Time flag: under 45 seconds (likely guessing) or over 2.5 minutes (stuck or overthinking)

Here’s the catch: this works best when you tag honestly and keep the tags simple. It fails when you write long notes for every question and never turn the list into a focused follow-up session.

If you're short on time, skip detailed notes and only record the four tags (process group, domain, keyword trigger, miss type). Then pick the top two repeated tags and spend 30 minutes reviewing just those concepts before your next question set.

Next, use these questions as a mixed set, the way the PMP often feels in the moment: you switch between predictive, agile, and hybrid situations, and you have to pick the best next action.

How to use this section: answer first without looking at the rationales, then review your misses and your “lucky guesses” (anything you were not at least 80% sure about).

1) Predictive scope change A sponsor asks to add a reporting feature that will likely add 2 weeks to the schedule. The project is in execution and the scope baseline is approved. What should you do first?

• A. Update the schedule and inform the team

• B. Submit a change request and assess impacts

• C. Add the work to the backlog and reprioritize

• D. Ask the sponsor to wait until the next phase

2) Agile: unclear acceptance criteria During sprint planning, the team selects a user story but the acceptance criteria are vague. What should the Scrum Master do?

• A. Ask the Product Owner to clarify acceptance criteria before committing

• B. Let the team define acceptance criteria during the sprint

• C. Remove the story and replace it with a different one

• D. Increase story points to account for uncertainty

3) Hybrid: governance vs team autonomy A hybrid project has a fixed milestone date, but delivery is done in sprints. A functional manager demands weekly status reports in a detailed template that consumes 3 hours per team member. What is the best next step?

• A. Require the team to complete the template as requested

• B. Negotiate a lighter reporting method that still meets the information need

• C. Escalate to the PMO immediately

• D. Stop sending any reports and point to agile values

4) Predictive: critical path A key activity on the critical path is forecast to finish 5 days late. What action most directly reduces the expected finish date?

• A. Resource level the schedule

• B. Fast track dependent activities where feasible

• C. Add a risk to the register

• D. Update the communications plan

5) Agile: mid-sprint urgent request Halfway through a sprint, a senior stakeholder asks the team to add an urgent feature. What should happen?

• A. Add it immediately because it is urgent

• B. Product Owner evaluates and, if needed, swaps scope or schedules it for a future sprint

• C. Scrum Master assigns it to the highest performer

• D. Cancel the sprint and start a new one

6) Predictive: vendor delay A vendor will deliver a component 2 weeks late, affecting integration testing. What should the project manager do first?

• A. Update the issue log and analyze schedule and cost impacts

• B. Replace the vendor without analysis

• C. Skip integration testing to recover time

• D. Accept the delay and update lessons learned

7) Agile: low velocity A team’s velocity has dropped for three sprints. The team reports frequent interruptions from operations work. What is the best next step?

• A. Reduce quality to increase throughput

• B. Work with stakeholders to protect capacity and adjust sprint commitment

• C. Add more work to force productivity

• D. Remove the ops work from the team without coordination

8) Predictive: stakeholder conflict Two department heads disagree about the priority of requirements, resulting in rework. What should the PM do?

• A. Decide the priority and inform both parties

• B. Refer to the stakeholder engagement plan and facilitate a resolution using the agreed process

• C. Freeze all requirements until they agree

• D. Escalate to the CEO

9) Hybrid: change control in sprints Your hybrid project requires formal change control for scope baseline changes, but the team refines backlog items weekly. Which approach fits best?

• A. Treat every backlog refinement as a formal change request

• B. Use refinement for details within approved scope, and submit change requests only when scope baseline changes

• C. Eliminate change control because you use sprints

• D. Delay all refinement until after all change requests are approved

10) Agile: definition of done not met At sprint review, several items are “almost done” but not tested. What should happen to those items?

• A. Count them as done if development is complete

• B. Move them back to the product backlog and plan remaining work

• C. Extend the sprint until testing finishes

• D. Mark them done and create defects later

11) Predictive: cost performance Your EV is $120k, AC is $150k, and PV is $130k. What is the CPI?

• A. 0.80

• B. 1.08

• C. 1.25

• D. 0.92

12) Predictive: risk response A high-probability risk could cause a 1-month delay. The team proposes adding a secondary supplier at a small added cost. What risk response is this?

• A. Avoid

• B. Transfer

• C. Mitigate

• D. Accept

13) Agile: role clarity The Product Owner is rarely available, and the team keeps building the wrong features. What should the PM/Scrum Master do?

• A. Have the team lead act as Product Owner permanently

• B. Escalate the availability issue and establish a workable Product Owner engagement cadence

• C. Stop development until the Product Owner returns full time

• D. Ask stakeholders to provide requirements directly to developers

14) Predictive: quality issue discovered late During user acceptance testing, major defects are found that should have been caught earlier. What should the PM do first?

• A. Update the quality management plan and improve prevention and appraisal activities

• B. Blame the test team and replace them

• C. Remove quality steps to save time

• D. Only document the issue in lessons learned

15) Agile: team conflict Two developers argue repeatedly about technical approach, slowing delivery. What should the Scrum Master do?

• A. Choose the technical approach for them

• B. Facilitate a constructive conversation and agree on a team decision method

• C. Remove one developer from the team

• D. Ignore it because self-organization will fix it

16) Hybrid: fixed contract, agile delivery You have a fixed-price contract but deliver in agile increments. The client requests frequent changes in feature details. What should you do?

• A. Accept all changes with no contract updates

• B. Clarify which details are within scope and use formal change control for scope increases

• C. Refuse any changes because the contract is fixed-price

• D. Ask the team to work overtime to absorb changes

17) Predictive: communications breakdown A key stakeholder says they were surprised by a major decision that was made last week. What should the PM do?

• A. Tell them to read past emails

• B. Review and update the communications approach to match how stakeholders actually consume information

• C. Remove the stakeholder from distribution

• D. Stop making decisions until everyone responds

18) Agile: metrics misuse Leadership wants to compare individual developer performance using story points completed. What should the Scrum Master do?

• A. Agree and publish individual story point totals

• B. Explain that story points are for team forecasting, not individual performance, and propose better measures

• C. Increase story points so individuals look better

• D. Stop estimating entirely

19) Predictive: procurement claim A seller claims the buyer’s late approval caused additional costs and asks for compensation. What should the PM reference first?

• A. The project charter

• B. The contract terms and procurement management plan

• C. The communications plan

• D. The team charter

20) Agile: customer dissatisfaction After three sprints, the customer is unhappy with what they see in reviews. What should you do next?

• A. Stop reviews until the product is finished

• B. Reconfirm product goals, refine the backlog with the Product Owner, and adjust based on feedback

• C. Replace the whole team

• D. Lock the backlog to prevent changes

1) B. Submit a change request and assess impacts Rationale: In predictive, changes to the approved baseline go through integrated change control before updating plans. Distractors: A skips approval, C is agile-specific, D avoids the process and still leaves impacts unassessed

2) A. Ask the Product Owner to clarify acceptance criteria before committing Rationale: Clear acceptance criteria reduces churn and supports a realistic sprint forecast. Distractors: B delays clarity and increases rework risk, C may be premature if it is valuable, D inflates points instead of fixing understanding

3) B. Negotiate a lighter reporting method that still meets the information need Rationale: Protect team capacity while meeting governance needs by aligning on outcomes, not busywork. Distractors: A wastes capacity, C may be needed later but not first, D breaks stakeholder expectations and increases risk

4) B. Fast track dependent activities where feasible Rationale: Fast tracking overlaps work to reduce schedule duration (with added risk). Distractors: A leveling often extends the schedule, C is documentation not recovery, D does not change finish date

5) B. Product Owner evaluates and, if needed, swaps scope or schedules it for a future sprint Rationale: The Product Owner manages priority; mid-sprint changes should protect the goal unless there is an agreed exception. Distractors: A breaks sprint focus, C is not the Scrum Master’s job, D is extreme and disruptive

6) A. Update the issue log and analyze schedule and cost impacts Rationale: You first clarify impact and options before selecting a response or escalating. Distractors: B is reactive, C creates quality risk, D accepts without analysis

7) B. Work with stakeholders to protect capacity and adjust sprint commitment Rationale: Interruptions reduce predictability; make work visible, agree capacity, and plan accordingly. Distractors: A sacrifices quality, C increases overload, D removes work without coordination and can harm service levels

8) B. Refer to the stakeholder engagement plan and facilitate a resolution using the agreed process Rationale: Use defined governance and facilitation to resolve priority conflicts and prevent rework. Distractors: A can worsen conflict, C stalls delivery, D escalates too far too soon

9) B. Use refinement for details within approved scope, and submit change requests only when scope baseline changes Rationale: Refinement is normal agile practice; formal change control is for actual baseline changes, not clarifying details. Distractors: A creates bureaucracy, C ignores governance, D blocks refinement and slows learning

10) B. Move them back to the product backlog and plan remaining work Rationale: Work not meeting Definition of Done is not complete; re-plan it transparently. Distractors: A and D hide undone testing, C breaks timeboxing and predictability

11) A. 0.80 Rationale: CPI = EV / AC = 120 / 150 = 0.8, meaning cost overrun. Distractors: B and C are not the ratio, D is closer to SPI-type confusion

12) C. Mitigate Rationale: Adding a secondary supplier reduces probability/impact of delay at some cost. Distractors: A removes the threat entirely, B shifts liability to a third party, D takes no proactive action

13) B. Escalate the availability issue and establish a workable Product Owner engagement cadence Rationale: Product direction is a constraint; fix access and decision cadence to reduce wrong builds. Distractors: A changes roles without agreement, C halts progress unnecessarily, D creates scope chaos and bypasses product ownership

14) A. Update the quality management plan and improve prevention and appraisal activities Rationale: Focus on process fixes that find defects earlier (reviews, test strategy, entry criteria). Distractors: B is blame, C worsens the problem, D waits for after the fact only

15) B. Facilitate a constructive conversation and agree on a team decision method Rationale: The Scrum Master supports healthy conflict resolution and team agreements. Distractors: A removes team ownership, C is punitive, D ignores a clear delivery blocker

16) B. Clarify which details are within scope and use formal change control for scope increases Rationale: Fixed-price needs scope clarity; allow detail changes inside scope, control changes that expand scope. Distractors: A risks unpriced work, C blocks learning and value, D hides the real issue by burning out the team

17) B. Review and update the communications approach to match how stakeholders actually consume information Rationale: A communication miss is a process issue; adjust channels, cadence, and confirmation. Distractors: A is defensive, C harms engagement, D freezes progress

18) B. Explain that story points are for team forecasting, not individual performance, and propose better measures Rationale: Story points are relative estimates; using them for individuals distorts behavior and estimates. Distractors: A causes gaming, C is dishonest, D removes useful forecasting data

19) B. The contract terms and procurement management plan Rationale: Claims and compensation are governed by contract language and procurement procedures. Distractors: A and C do not govern contractual remedies, D is irrelevant to procurement claims

20) B. Reconfirm product goals, refine the backlog with the Product Owner, and adjust based on feedback Rationale: Use reviews as feedback loops; realign goals and backlog to what customers value. Distractors: A removes feedback, C is extreme without diagnosis, D blocks adaptation and worsens misalignment

Next, treat your results like a short project plan: pick the top 3 weak areas based on what you missed, not what feels hard. A practical benchmark is this: if 30 to 50 percent of your misses come from the same 2 to 3 themes (for example, change control, risk responses, or stakeholder engagement), those themes should drive your week.

If you do one thing, do this: drill targeted micro-sets that match the question type you missed. Keep each micro-set small enough to finish in one sitting so you can spot patterns fast.

• Choose 3 weak areas and write one sentence on why you missed them (knowledge gap, rushed reading, or two close answer choices)

• For each area, run 3 micro-sets of 6 to 10 questions (about 10 to 15 minutes each)

• After each micro-set, log only two items: the trap you fell into and the rule you will apply next time

So, here is a simple 7-day plan you can follow without overplanning. It works best when you can study 30 to 45 minutes a day; it fails when you keep switching topics before you fix one repeatable mistake.

• Day 1: Review misses and pick your top 3 weak areas

• Day 2: Micro-sets for weak area #1, then rewrite 3 explanation notes in your own words

• Day 3: Micro-sets for weak area #2, then practice eliminating 2 wrong answers per question

• Day 4: Micro-sets for weak area #3, then practice spotting keywords (most likely, best next, first)

• Day 5: Mixed micro-set (18 to 25 questions) focusing on reading speed and accuracy

• Day 6: Re-test with a new timed set (20 questions), then compare time per question against Day 1

• Day 7: Fix the top 2 recurring issues with one more mixed micro-set

That said, re-testing only helps if you adjust how you answer, not just what you study. Make one pacing change, one elimination change, and one mindset change before the next timed set.

• Pacing: set a cap like 75 to 90 seconds per question and guess, flag, move on

• Elimination: force yourself to say why each wrong option is wrong in 5 to 7 words

• Mindset: stop hunting for the “perfect” answer and choose the “best next step” based on process order

If you're short on time, skip Day 5 and do Day 6 earlier, but keep the review step afterward. The common mistake is doing more random questions when you are stuck; the fix is repeating smaller sets until the same error stops showing up.

Your score matters, but your patterns matter more. Don’t practice until you get it right; practice until you can’t get it wrong.

Before you end your next study session, pick one thing you will change based on what you just found. For example, if you missed 4 out of 6 schedule questions, spend 30 minutes tomorrow on schedule formulas and then redo only those missed items.

If you do one thing, do this: stop collecting random questions and start tracking mistakes. A simple log with three columns, topic, why you missed it, and what you will do next, turns practice into progress.

If you’re short on time, skip taking another full set today and instead fix one weak area with a tight loop: review the concept for 10 minutes, do 5 targeted questions, then explain the correct answer in two sentences. That works best when you already know the basics and need consistency; it fails when you never read the explanation and just move on.