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PMI PMP Exam Syllabus Topics:

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

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PMI PMP - Project Management Professional (2026) Sample Questions (Q138-Q143):

NEW QUESTION # 138
While finalizing project management plans, a customer provides the project manager with a new set of quality standards to which the final product must adhere. What should the project manager do to ensure a smooth delivery of the product?

A. Agree with the client on acceptance criteria.
B. Involve the client in risk identification.
C. Agree with the client on a new project charter.
D. Involve the client in a performance gap analysis.

Answer: D

NEW QUESTION # 139
Due to a change in market conditions, the business value for the original project requirements has changed. What should the project manager consider for execution?

A. Take into consideration the requirements with the modified business value.
B. Continue as planned since changes will have no impact on the project.
C. Evaluate and work on small requirements to deliver business value.
D. Negotiate with the stakeholder to deliver with existing business value.

Answer: A

NEW QUESTION # 140
The group technique that enhances brainstorming with a voting process used to rank the most useful ideas for prioritization is called the:

A. idea/mind mapping technique.
B. nominal group technique.
C. Delphi technique,
D. majority rule technique.

Answer: B

NEW QUESTION # 141
A project for a financial organization is in the proposal phase for the selection of a software tool. There have been conflicting opinions on the software that was ranked in the selection. After analyzing the issue, the project manager realizes that two out of the eight teams have concerns about the tool's scalability to support their business needs.
How should the project manager resolve this conflict and reach a consensus?

A. Escalate this to senior management and ensure that the team's acceptance is achieved.
B. Discuss the outcome of the proposal process and the ranking, then influence the team for acceptance.
C. Ignore the conflict as the tool is selected per the proposal guidelines and the project is complete.
D. Communicate to the two teams that the tool has won per the selection process and they need to accept the outcome.

Answer: B

Explanation:
Stakeholder engagement is a critical function of a project manager, especially when there is disagreement over decisions. The best course of action is to clarify the rationale behind the selection and use data-driven reasoning to influence the dissenting teams toward consensus.
According to the PMBOK Guide - Seventh Edition (Stakeholder and Communication Performance Domains), the project manager must ensure that stakeholders understand the process and are aligned with outcomes. Engaging in respectful discussions and influencing team members through facts and process transparency supports long-term collaboration and buy-in.
Option A escalates prematurely.
Option B is authoritarian and damages trust.
Option C neglects stakeholder engagement.
Reference:
PMBOK Guide - Seventh Edition, Stakeholder Engagement and Decision-Making Principles PMI Influence Without Authority Toolkit

NEW QUESTION # 142
Your client has terminated your project before it is complete. Which of the following is true?

A. You must stop all work and release the team immediately
B. You must update the project management plan to reflect this change
C. You must work with the team to document the lessons learned
D. You must keep the team working on the project to give your senior management time to talk to the client

Answer: C

Explanation:
Even if a project is shut down before the work is completed, you still need to document the lessons learned and add them to the organizational process assets. In fact, if a project is terminated early, that's probably the best time to do that! When a project goes seriously wrong, then there are always important lessons that you can learn - even if it wasn't your fault!

NEW QUESTION # 143
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