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PMI PMP Exam Syllabus Topics:

Section	Weight	Objectives
People	42%	- Supporting team performance - Empowering team members and stakeholders - Leading a team - Ensuring team collaboration - Managing conflict
Process	50%	- Assessing and managing risks - Executing projects with urgency - Managing project planning - Managing communications - Managing project changes
Business Environment	8%	- Evaluating project benefits and value - Planning and managing project compliance - Supporting organizational change

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PMI PMP - Project Management Professional (2026) Sample Questions (Q104-Q109):

NEW QUESTION # 104
A project manager of a large company needs to categorize the stakeholders' involvement at the beginning of a project initiated by the board of directors. The sales and delivery teams are internal teams.
Drag each stakeholder scenario on the left to the correct engagement level on the right.

Answer:

Explanation:

Explanation:

NEW QUESTION # 105
An agile team is required to address a technical, complex requirement that has no visual deliverable to show the customer. What guidance should the product manager provide to improve the requirement development?

A. Allow the team to focus and complete the complex work because it will reduce the risk of finding issues later in the project.
B. Inform the customer that there will not be any deliverable due to the complexity involved in the requirement.
C. Discuss this with the team and reprioritize the backlog to deliver maximum value by including a portion of the complex work.
D. Reprioritize the product backlog by lowering the priority of the complex activity, so it will be worked on later in the project.

Answer: A

Explanation:
For an agile team facing a technical, complex requirement with no visual deliverable, it is important to focus on completing the work to mitigate risks associated with the complexity. This approach aligns with agile principles, which prioritize working software over comprehensive documentation. By allowing the team to concentrate on the complex work, they can ensure that the technical aspects are addressed properly, reducing the likelihood of issues arising later in the project. This strategy is supported by agile methodologies that emphasize continuous attention to technical excellence.

NEW QUESTION # 106
A company is deploying a new solution in several countries. The new solution is of strategic for the countries, as it will allow them to launch new offers for their customers. The team in charge of delivering the solution announces that the expected release will be two months late.
The team deploying the solution cannot manage several deployments in parallel.
What should the deployment project manager do?

A. Review project reporting and closely monitor the countries' deployment progress to inform stakeholders.
B. Hire external, high-level-profile resources in order to deploy as initially planned.
C. Do a risk analysis and work with all countries on a mitigation plan and a new schedule.
D. Ask the sponsor to add new resources to the team delivering the solution and meet the initial milestone.

Answer: C

Explanation:
Section: Monitoring and Controlling

NEW QUESTION # 107
During a program review, it is noted that a project is struggling with known challenges because the project manager is inexperienced. What should the project management office (PMO) do?

A. Tell the project manager to create an issue log.
B. Have the project manager review the lessons learned repository.
C. Send the project manager to external training.
D. Replace the project manager with a more experienced one.

Answer: B

Explanation:
Section: Monitoring and Controlling

NEW QUESTION # 108
The project is very challenging and has been very trying on a lot of people. There are some key team members considering leaving the project and going back to their old jobs at the company.
Which of the following would be a key motivator to keep them on the project?

A. Fringe benefits
B. Theory Y motivation strategy
C. Compromise
D. Perks

Answer: D

Explanation:
Section: Mix Questions

NEW QUESTION # 109
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