Unlocking the PMP Exam: The Secrets to Success

The PMP exam is more than just a test—it’s a standardized exam, and like all
standardized exams, it follows a pattern. Crack that pattern, and the exam is
yours. The key to this is understanding the PMP Mindset Principles—23
powerful guidelines that will help you navigate every question with confidence.
In this book, you won’t be memorizing information. Instead, you’ll learn how to
think and solve problems the way the exam expects you to. Study the
principles, absorb them, and see how they apply to real-life PMP scenarios. Once
you can see the exam through the lens of these principles, passing becomes that
much easier.
But that’s not all.
This book is divided into three key sections:
 Part One: The 3-Step Methodology
Answer any situation-based PMP question with just 3 simple steps.
 Part Two: The 23 PMP Mindset Principles
These 23 principles are the foundation. As you go through them, don’t
focus on memorization—focus on truly understanding how they work and
how they solve problems. When you do that, everything else will click into
place.
 Part Three: Practice Problems
Theory is important, but practice makes perfect. In this final section, you'll
apply everything you’ve learned to real PMP-style problems. These
practice problems will help reinforce the mindset principles and the
methodology, giving you the hands-on experience needed to confidently
approach your exam day.
This guide is designed to take the mystery out of the PMP exam and hand you
the tools you need to succeed. So, dive in, study the principles, understand the
method, and practice applying them—soon, the PMP exam will feel far more
manageable and far less intimidating

Part 1: 3-Step Methodology

3-Step PMP Methodology
 Frame the PMP Problem (Understand the Problem Statement):
o Identify the main issue or challenge in the question. What is the
problem you need to solve? Understand the context and what is
being asked.
 Eliminate Answers (Contradict Principles or Don’t Address the
Problem Statement):
o Remove any answers that contradict one of the 23 PMP principles.

o Eliminate answers that do not properly address or solve the problem

statement.
  Choose the Best Answer (Solves the Problem Completely):
o Select the answer that best resolves the problem by offering a
complete and practical solution.
o Ensure the chosen answer aligns with the PMP mindset and
addresses the issue in its entirety.
o

Example PMP Problem Using the 3-Step Methodology

Question:
You are managing a software development project, and your client has requested
an additional feature that was not part of the original scope. The feature is
important, but the project is already behind schedule. Your team is concerned
about the impact this change will have on their workload and the project’s
delivery timeline. What should you do?
A. Immediately reject the feature to avoid further delays.
B. Submit a change request and evaluate the impact on schedule and resources.
C. Accept the feature and adjust the project timeline accordingly.
D. Implement the feature without adjusting the schedule to keep the client
happy.
Step 1: Frame the PMP Problem (Understand the Problem Statement)
 Problem Statement: The client has requested an additional feature, but
the project is behind schedule, and the team is concerned about the
workload and timeline impact.
Step 2: Eliminate Answers (Contradict Principles or Don’t Address the
Problem Statement)
 A. "Immediately reject the feature" – This contradicts Principle 18 (Never
immediately reject a request or opportunity, especially from a client).
Eliminate.
 C. "Accept the feature and adjust the project timeline" – While this could
work, the PM does not take a step back (principle 1). The change request
process is the only solution that allows the PM to take a step back and
properly assess the situation before moving forward.
Eliminate

D. "Implement the feature without adjusting the schedule" – This is
unrealistic as it ignores the team's concerns and risks causing delays. It
contradicts Principle 2 (Never settle for delays or extra costs; extra costs
precede delays).
Eliminate.
Step 3: Choose the Best Answer (Solves the Problem Completely)
 B. "Submit a change request and evaluate the impact on schedule and
resources" – This is the most complete solution. It aligns with Principle 6
(Changes go through a change request process) and ensures the impact is
assessed before making any decisions.
Choose B.
Part 2: Introduction to the 23 PMP Principles
When I was preparing for the PMP exam, I took a deep dive into the structure and
logic behind the questions. Through reverse-engineering the exam, I was able to
uncover patterns and principles that consistently lead to the right answers. From
this process, I derived 23 key principles that are designed to help you navigate
even the most challenging PMP questions.
These principles are your roadmap through the PMP exam. They’re not just
abstract theories, but practical tools that I’ve used and refined to ensure that
each question is approached strategically. By applying these principles, you’ll be
able to:
 Quickly understand the problem being presented.
 Eliminate answers that contradict these foundational principles.
 Select the option that provides the most value and fully resolves the issue.
Each principle is crafted to help you think like a project manager, ensuring you
approach the exam with confidence and clarity. Use these principles as a guide,
and you’ll be equipped to tackle the PMP exam with the right mindset and
strategy.

23 PMP Mindset Principles

1. Always discuss, investigate, analyze, ask before deciding on a solution.
When the question mentions "What should the PM do first or next?", look
for the answer that respects this principle. (This is the most commonly
used principle)
2. Never settle for delays or extra costs. However, extra costs precede
delays.
3. Be a servant leader! Encourage, care, nurture, listen, and never create
friction in the team.
4. Always choose the most value-driven answer. (Keyword to look for in the
answers is value.)
5. Root cause analysis and MVP (minimal viable product) or demo are your
main tools. (Keywords to look for in the answers are root cause, MVP,
demo.)
6. Any change will go through a change request process (for predictive).
There is no change request process for agile; changes are prioritized in the
product backlog.
7. Your team members are the experts, not you! Make every decision with
them.
8. The PM makes the decisions and handles the issues. No running to
sponsors, management, or HR. Only go to the sponsor when there is a
problem with the budget.
 9. Everyone directly or indirectly involved is a stakeholder and must be
added to the register.
10. No matter if the project is completed or terminated, the closing phase
must occur.
11. In a predictive project, your plan is your map. Constantly refer back to it.

12. Predictive project keywords: Change control board (CCB), change control
process, perform integrated change control process.
13. Agile project keywords: Sprint, iteration, scrum, daily standup, backlog,
Kanban, product increment, product owner/manager.
14. When you or your team have no clue what’s going on, a subject matter
expert (SME) is what you need. Or refer to past projects in the lessons
learned register.
15. When transitioning from predictive to agile, introduce agile concepts
slowly. (Pilot project, inception deck.)
16. Agile projects are self-organizing. However, the PM can still step in to
manage and resolve conflicts.
17. An agile project will always need consistent feedback from the customer.

18. Never immediately reject a request or an opportunity, especially from a

client.
19. When a similar past project has been completed, choose the answer that
allows you to refer back to that project. (OPAs, lessons learned register,
etc.)
20. When the answer mentions information NOT mentioned in the question,
eliminate that answer.
21. Anytime an answer mentions "only" or any other word that eliminates all
other possibilities, eliminate that option.
22. When there is an occurrence that affects the schedule, choose the answer
that looks at the critical path.
23. Never give your team members an extra task that will reduce their
capacity to focus on their primary task. This includes grouping them with
other members to train.

Principle 1: Discuss, investigate, analyze, and ask before deciding on a solution.

Explanation:

Before making any decision, ensure you fully understand the issue by discussing
it with relevant parties, investigating facts, and analyzing the situation. Asking
the right questions helps avoid assumptions and risks, leading to informed
decisions. This approach prevents rework, delays, and misalignment, ensuring
that the solution is both effective and aligned with the project's goals.
Question:
You are managing a construction project when a subcontractor informs you that a
critical material is unavailable, which could delay the project by two weeks. The
client is pressing for quick updates. What should you do first?
A. Notify the client about the potential delay and proceed with alternate
materials.
B. Investigate alternative suppliers and consult with the team before making a
decision.
C. Inform the subcontractor to proceed with what is available to avoid delays.
D. Immediately escalate the issue to senior management for a quick resolution.

Principle 2: Never settle for delays or extra costs, but extra costs are
preferred over delays.
Explanation:
In project management, time is typically more critical than cost. While both
delays and extra costs should be minimized, delays can negatively impact the
project’s success, especially if they affect the critical path. If a choice must be
made, it is better to incur additional costs and use schedule compression
techniques (such as fast-tracking or crashing) to meet the deadline, rather than
allowing delays that could disrupt the project timeline.
Question:
You are managing a product development project that is already behind
schedule. The team discovers that a key component needs to be redesigned,
which could either delay the project by a month or cost more to expedite
production. What should you do?
A. Accept the delay and redesign the component to save costs.
B. Negotiate with the client to extend the deadline by a month.
C. Use a schedule compression technique and incur extra costs to meet the
deadline.
D. Pause the project to assess other areas where costs can be cut to make up for
delays.

Principle 3: Never settle for delays or extra costs, but extra costs are
preferred over delays. Delays should be avoided at all costs.
Explanation:
Delays can disrupt the critical path and have a domino effect on project
deliverables. In project management, avoiding delays is crucial, even if it
requires reallocating resources or adjusting priorities. Delays affect timelines,
stakeholder confidence, and the overall success of the project, so finding creative
solutions to keep the schedule intact without necessarily increasing costs is key.
Question:
You are managing a software development project that is nearing completion.
The testing phase reveals significant bugs, and fixing them could either delay the
release by two weeks or require additional effort to meet the original deadline.
What should you do?
A. Delay the release to fix the bugs without increasing costs.
B. Release the software as-is and address the bugs in future updates.
C. Reassign team members and adjust priorities to meet the original deadline.
D. Negotiate with stakeholders to extend the release date.

Principle 4: Always choose the most value-driven answer (keyword to

look for in the answers is value).
Explanation:
When making decisions, prioritize options that provide the most value to the
project and stakeholders. Value can be measured by cost-effectiveness,
efficiency, or maximizing project benefits with minimal resources. Focus on
solutions that deliver a significant return on investment and align with the
project's objectives.
Question:
You are managing a manufacturing project, and the client asks for an additional
feature that wasn't part of the original scope. This feature would increase the
project cost and require extra time. What should you do?
A. Accept the feature, increasing the project budget and schedule.
B. Reject the feature to maintain the project’s original budget and timeline.
C. Suggest a scaled-down version of the feature to showcase early value while
staying within the budget and schedule.
D. Postpone the feature and suggest adding it in the next project phase.

Principle 5: Root cause analysis and MVP (minimum viable product) or

demo are your main tools (keywords to look for in the answers are root
cause, MVP, demo).
Explanation:
When faced with project issues, it's important to either address the root cause or
deliver a minimum viable product (MVP) or demo that provides immediate value.
This approach allows for early delivery, feedback, and continuous improvement
without significant delays or overhauls.
Question:
During a website development project, the client reports that users are
experiencing slow load times on certain pages. You discover that fixing the issue
could either take additional time or delay other tasks. What should you do?
A. Immediately overhaul the website infrastructure to improve speed.
B. Implement a demo solution on key pages while continuing other tasks.
C. Inform the client that the issue will be addressed after other tasks are
complete.
D. Increase the project budget to hire more resources and expedite the fix.
Principle 6: Any change will go through a change request process (for
predictive). There is no change request process (for agile). In agile,
changes are prioritized in the product backlog.
Explanation:
In predictive projects, all changes must go through a formal change request
process to evaluate the impact on scope, cost, and time. In agile projects,
changes are added to the product backlog and prioritized without formal
approval processes.
Question:
You are managing a construction project in a predictive environment. Halfway
through the execution phase, a key stakeholder requests a major design change
that will impact both time and cost. What should you do first?
A. Add the change to the project plan and inform the team to proceed.
B. Submit a change request for formal approval before taking any action.
C. Reject the change to prevent any delays to the project timeline.
D. Add the change to a backlog and decide on its priority with the team

Principle 7: Your team members are the experts, not you! Make every
decision with them.
Explanation:
As a project manager, it's important to understand that your team members are
the experts in their respective fields. They have the knowledge and experience
necessary to provide the best solutions. Involving them in decision-making
ensures that you leverage their expertise and keep the team engaged and
empowered. The PM's role is to facilitate, not dictate, the decision-making
process.
Question:
You are managing a large-scale software development project that is critical to
your company's future product portfolio. During the testing phase, the team
identifies multiple bugs, some of which could cause delays if not addressed
quickly. The developers are conflicted on the best approach—some suggest a
complete code rewrite, while others propose implementing temporary fixes to
keep the project on schedule. Time is of the essence, and the client is pressuring
you to avoid any delays. What should you do?
A. Decide to implement the temporary fixes to keep the project on schedule.
B. Convene a meeting with the team to discuss both approaches and come to a
collective decision.
C. Escalate the issue to senior management for guidance on which approach to
take.
D. Ask the client for an extension to allow for a complete code rewrite.

Principle 8: The PM makes the decisions and handles the issues (no
running to sponsors, management, or HR). Note: The exam will mention
project sponsor many times. ONLY go to the sponsor when there is a
problem with the budget (e.g., money is running out). Going to the
sponsor should be the last resort.
Explanation:
As a project manager, you are responsible for making decisions and solving
problems. While it might be tempting to escalate issues to senior management
or sponsors, it is your duty to handle most project-related problems. Only
approach the sponsor if you face major issues, such as running out of budget,
and even then, it should be your last resort.
Question:
You are managing a construction project for a new corporate headquarters.
Midway through, your team discovers that a major supplier has suddenly gone
out of business, and this threatens to delay the project significantly unless an
alternative supplier is found. The client is very demanding and expects
everything to stay on track. You know that asking for more time or budget will
frustrate the client. What should you do?
A. Immediately escalate the issue to the project sponsor and request additional
budget to find a new supplier.
B. Approach senior management to ask for advice on handling the supplier issue.
C. Work with your team to find an alternative supplier within the existing budget
and timeline, and negotiate terms directly.
D. Inform the client about the issue and ask for an extension while you search for
another supplier.

Principle 9: Everyone directly or indirectly involved is a stakeholder and

must be added to the register (stakeholder register), and how they
impact the project.
Explanation:
In project management, anyone who has an interest in or is affected by the
project is considered a stakeholder. This includes not only the client or end users
but also team members, vendors, regulatory agencies, and even individuals
indirectly involved in the project. It’s crucial to maintain a detailed stakeholder
register to manage their needs and expectations effectively, and to understand
how they influence the project.
Question:
You are managing a healthcare IT project to implement a new patient
management system. A week before the final rollout, a regulatory agency
informs you that certain privacy protocols must be updated to comply with new
regulations. Your team is overwhelmed with tasks leading up to the rollout, and
you hadn’t considered this agency as a major stakeholder until now. The client
expects the system to go live on schedule. What should you do?
A. Delay the rollout until the privacy protocols are fully updated to comply with
regulations.
B. Add the regulatory agency to the stakeholder register and update the privacy
protocols while ensuring the system goes live on schedule.
C. Escalate the issue to the client and request additional time to address the new
regulations.
D. Ignore the update and proceed with the rollout to meet the client’s deadline,
handling the compliance issue later.

Principle 10: No matter if the project is completed or terminated, the

closing phase must occur.
Explanation:
The closing phase of a project is crucial, whether the project is successfully
completed or terminated prematurely. This phase ensures that all project
activities are formally closed, deliverables are handed over, documentation is
completed, contracts are closed, and lessons learned are captured. Skipping this
phase can lead to unresolved issues, missed opportunities for improvement, and
incomplete records.
Question:
You are managing a software development project, but halfway through the
execution, the client decides to terminate the project due to changing business
priorities. Despite the project being terminated, some of the deliverables have
been completed, and the team has already moved on to other projects. What
should you do next?
A. Move on to other projects since the client terminated the work, and no further
action is required.
B. Conduct a project closeout meeting to ensure all deliverables are
documented, contracts are closed, and lessons learned are captured.
C. Leave the documentation incomplete and focus on new projects since the
work was terminated.
D. Ask the client if they want to proceed with a closing phase or skip it since the
project is terminated.

Principle 11: In a predictive project, your plan is your map. Constantly

refer back to it.
Explanation:
In predictive (waterfall) projects, the project plan is the foundation for all
activities. It defines scope, schedule, resources, risks, and costs. Deviations from
the plan should be minimized, and any changes must be carefully controlled
through formal processes. The project plan provides guidance and ensures the
project stays on track, so it must be consistently reviewed and updated as
needed.
Question:
You are managing a predictive infrastructure project to build a new data center.
The project is halfway through, and a few tasks are behind schedule due to
unexpected weather conditions. A senior manager suggests reallocating
resources from another part of the project to make up for lost time. However, the
project plan clearly outlines resource allocation, and making this change would
affect other tasks later on. What should you do?
A. Reallocate resources as suggested to recover the schedule without referring
to the project plan.
B. Refer back to the project plan and assess the impact of reallocating resources
before making any decisions.
C. Follow the senior manager’s suggestion without hesitation to regain lost time.
D. Inform the team that no changes should be made since the weather delay is
beyond your control.

Principle 12: Predictive project keywords: change control board (CCB),

change control process, perform integrated change control process.

Principle 13: Agile project keywords: sprint, iteration, scrum, daily

standup, backlog, Kanban, product increment, product owner/manager
** Note these are not traditional principles but help distinguish an agile project
from predictive
Principle 14: When you or your team have no clue on what’s going on, a
subject matter expert (SME) is what you need. Or, you can refer to past
projects in the lessons learned register (note the question needs to
mention that past projects have been completed).
Explanation:
In project management, when the team is unsure how to resolve a problem,
consulting a subject matter expert (SME) is crucial. SMEs bring specialized
knowledge that can help overcome obstacles. Additionally, if similar past projects
have been completed, referring to the lessons learned register provides valuable
insights and guidance. Both resources help ensure that informed decisions are
made without unnecessary delays or errors.
Question:
You are managing a complex manufacturing project, and your team encounters a
problem with the machinery that they are unable to fix. The issue is causing
delays in production, and your team lacks the technical expertise to solve it. You
recall that a similar issue occurred in a past project, but the solution wasn’t well-
documented at the time. What should you do?
A. Attempt to troubleshoot the issue internally to avoid delays.
B. Immediately escalate the issue to senior management and request a solution.
C. Consult a subject matter expert (SME) with the technical knowledge to resolve
the issue.
D. Continue with other tasks while the team tries to solve the issue themselves.
Principle 15: When transitioning from predictive to agile, introduce
agile concepts slowly (pilot project, inception deck).
Explanation:
Transitioning from predictive to agile methodologies requires careful planning
and gradual implementation. Introducing agile concepts too quickly can
overwhelm teams used to the structured nature of predictive environments.
Using a pilot project or an inception deck allows the team to adapt to the new
methodology in a controlled way, ensuring a smoother transition with less
resistance and fewer disruptions.
Question:
You are managing a traditionally predictive project management office (PMO) for
a construction company. The company wants to transition to agile methods to
better manage smaller, fast-paced projects. However, the team is resistant to the
change, as they are used to detailed plans and rigid processes. You’ve been
tasked with implementing this transition. What should you do first?
A. Immediately implement agile across all projects to align with the company’s
new vision.
B. Introduce agile concepts gradually by starting with a pilot project to help the
team get used to the approach.
C. Overhaul the entire PMO’s processes to match agile methodologies without
delay.
D. Wait for the team to fully embrace the idea of agile before introducing any
changes.

Principle 16: Agile projects are self-organizing—meaning teams are in

charge; however, the PM can still step in to manage and resolve
conflicts.
Explanation:
In agile projects, teams are self-organizing and have the autonomy to make
decisions on how they complete their work. However, the project manager still
plays a role in ensuring that conflicts are resolved when necessary. For minor
disagreements, it’s often best to allow the team to resolve the conflict on their
own, as this empowers them to take ownership of their work and fosters team
collaboration.
Question A:
You are managing an agile project for a software development team. During a
daily standup, two team members disagree on the approach to a minor feature
implementation. The disagreement is not affecting overall progress, and both
approaches are valid. What should you do as the project manager?
A. Let the team resolve the conflict.
B. Step in to facilitate a discussion and force a decision to keep things moving.
C. Remove the feature from the sprint until an agreement is reached.
D. Escalate the issue to the product owner for their input.
Question B:
You are managing an agile project for a mobile app development team. During
the middle of a sprint, two senior developers disagree on the best approach to
implementing a critical feature, and the disagreement has caused a slowdown in
progress. The product owner is concerned that the feature may not be completed
on time. What should you do as the project manager?
A. Let the team resolve the conflict.
B. Step in to facilitate a discussion between the developers to resolve the
conflict and keep the sprint on track.
C. Remove one of the developers from the project to eliminate the conflict.
D. Escalate the issue to senior management to get their input on the best
approach.

Principle 17: An agile project will always need consistent feedback from
the customer.
Explanation:
Agile projects are driven by customer feedback, which helps guide iterations and
ensures that the product meets customer needs. Frequent and regular feedback
is essential to adjust the backlog, refine features, and prioritize work. Without
this input, the project risks delivering a product that doesn’t align with customer
expectations, leading to rework or dissatisfaction.
Question:
You are managing an agile project to develop a new e-commerce platform. Your
team is approaching the end of a sprint, and the product owner has raised
concerns that the client has not provided feedback on key features that were
recently delivered. Without this feedback, the team is unsure if they should
continue working on similar features or make adjustments. What should you do
as the project manager?
A. Instruct the team to proceed without client feedback to avoid delays in the
sprint.
B. Pause the development of similar features and prioritize gathering client
feedback before proceeding.
C. Escalate the issue to senior management to get their opinion on how to
proceed.
D. Complete the sprint as planned and wait for feedback at the end of the
iteration.
Principle 18: Never immediately reject a request or an opportunity—
especially from a client.

Explanation:
In project management, it's essential to keep an open mind when receiving
requests, especially from clients. Even if the request seems impractical or
outside the scope, dismissing it outright could harm the client relationship.
Instead, evaluate the request carefully, discuss its feasibility, and explore
alternatives before making a decision. This approach helps maintain trust and
fosters collaborative problem-solving.
Question:
You are managing a website redesign project for a large client. During a meeting,
the client requests a major change in design that wasn’t part of the original
scope. The change would likely increase the project timeline and cost. However,
the client insists that this new design element is crucial for their business. What
should you do as the project manager?
A. Tell the client the change cannot be done.
B. Discuss the feasibility of the request with the team and explore options before
making a decision.
C. Accept the request and adjust the project timeline and budget accordingly.
D. Inform the client that any design changes will not be entertained at this stage
of the project.

Principle 19: When the answer mentions a similar past project has been
completed, choose the answer that allows you to refer back to that
project (OPAs, lessons learned register, etc.)

Explanation:
In project management, organizational process assets (OPAs) such as lessons
learned and documentation from past projects are invaluable. When a similar
project has been completed, referring to these resources can help guide
decisions, avoid mistakes, and improve efficiency. Always use past project data
to make informed decisions, especially when the question mentions previous
projects.
Question:
You are managing a project to implement a new customer relationship
management (CRM) system for a large company. Midway through, your team
encounters a technical issue that is slowing progress. You remember that a
similar issue occurred in a previous project. The client is concerned about
potential delays and is pressuring you for a quick solution. What should you do?
A. Instruct the team to investigate the issue and find a solution immediately to
avoid delays.
B. Refer to the lessons learned from the previous project to see how the issue
was resolved before.
C. Escalate the issue to senior management to avoid making an incorrect
decision.
D. Ask the client for additional time to address the issue properly and avoid
further problems.
Principle 20: When the answer mentions information NOT mentioned in
the question, eliminate that answer.
Explanation:
In project management scenarios, answers that introduce information or
assumptions not provided in the question can mislead you. Always stick to the
facts given in the question, and eliminate answers that rely on details not
explicitly mentioned. Making assumptions based on unprovided information can
lead to incorrect decisions and outcomes.
Question:
You are managing a construction project that is nearing completion. During a
final review, a team member suggests making additional safety improvements
that were not part of the original scope. The client has not requested these
changes, and no new safety issues have been identified. The project is already
on a tight schedule, and the team is preparing for final handover. What should
you do?
A. Proceed with the safety improvements to ensure the project exceeds safety
standards.
B. Refer to the lessons learned register on how to deal with unrequested changes
and continue with the original plan.
C. Inform the client about the proposed safety improvements and ask if they
want to include them.
D. Submit a change request to the project sponsor for approval of the safety
improvements.

Principle 21: Anytime an answer mentions "only" or any other word that
eliminates all other possibilities, eliminate that option.
Explanation:
In project management scenarios, absolute terms like "only," "always," or
"never" can indicate rigid thinking and oversimplification. Since project situations
are dynamic and require flexibility, answers that eliminate all other possibilities
are often too restrictive and should be discarded. Effective project management
requires considering multiple possibilities and choosing the best course of action.
Question:
You are managing an IT upgrade project for a large client. Midway through, the
client requests a feature enhancement that will significantly increase the
project’s timeline and cost. The team is concerned about the impact on both the
schedule and budget. The client insists this feature is critical to their business,
but there are no provisions in the contract to cover this change. What should you
do?
A. Inform the client that the feature can only be added if they agree to extend
the schedule and increase the budget.
B. Review the impact of the change with the team and discuss alternative
options with the client.
C. Reject the feature enhancement to ensure the project stays on schedule and
within budget.
D. Accept the client’s request and proceed with the enhancement without
adjusting the schedule or budget.

Principle 22: When there is an occurrence that affects the schedule,

choose the answer that looks at the critical path.
Explanation:
In project management, when something affects the schedule, it is crucial to
evaluate its impact on the critical path. The critical path represents the sequence
of tasks that determines the project's overall timeline. Any delay on the critical
path will delay the entire project, so addressing issues affecting this path is
essential for keeping the project on track.
Question:
You are managing a construction project, and a delay in receiving critical
materials has set the project back by two weeks. The team is working hard to
make up for lost time, but several tasks are dependent on the delayed materials.
You are worried this delay might push the project past its delivery deadline. What
should you do next?
A. Reassign resources from non-critical tasks to focus on activities that are part
of the critical path.
B. Inform the client about the delay and request an extension to the delivery
deadline.
C. Ask the team to work overtime to make up for the two-week delay.
D. Adjust the project schedule and continue with the remaining tasks, hoping the
delay won't affect the final deadline.

Principle 23: Never give your team member an extra task that will
reduce their capacity to focus on their primary task. This includes
grouping them with other members to train.
Explanation:
In project management, assigning additional tasks to team members can reduce
their ability to focus on their primary responsibilities, leading to decreased
productivity and potential delays. It’s important to ensure that team members
have the capacity to focus on their core tasks, without being overburdened by
extra assignments or responsibilities, such as training others or handling
unrelated tasks.
Question:
You are managing a software development project, and one of your senior
developers is leading the implementation of a critical feature. A junior developer
has recently joined the team and needs help getting up to speed on the project’s
coding standards. Your client is pushing for faster delivery, and your senior
developer is already stretched thin. What should you do?
A. Assign the senior developer to train the junior developer while continuing to
lead the critical feature.
B. Reassign the senior developer’s tasks to someone else so they can focus on
training the junior developer.
C. Bring in an external trainer to handle the onboarding of the junior developer
while the senior developer continues working on the critical feature.
D. Ask the junior developer to learn independently to avoid impacting the senior
developer’s workload.
Part 3: PMP Practice Problems
Now that you’ve familiarized yourself with the 23 PMP principles and the 3-step
methodology, it’s time to put them into practice. The following PMP practice
problems are designed to challenge your understanding and test how well you
can apply both the principles and methodology.
As you work through these problems, remember to approach each one using the
3-step method:
 Frame the PMP Problem – Start by understanding the problem statement.
What is the core issue you need to solve?
 Eliminate Incorrect Answers – Look for answers that contradict one of the
23 principles or don’t fully address the problem statement. Remove them.
 Choose the Best Solution – Select the answer that fully resolves the
problem while aligning with the principles and project management best
practices.
Each problem is an opportunity to refine your thinking and ensure that you're
approaching PMP questions with a strategic, principle-based mindset. By
practicing consistently, you’ll strengthen your ability to solve problems quickly
and accurately during the exam. Stay focused, follow the methodology, and let
the principles guide your decision-making!
** Answer key is at the end of the document**

Question 1:

After meeting with clients to discuss the project plan, the project manager was
informed that the proposed 12-month timeline for product delivery is no longer
acceptable. The clients require the product to be launched within 4 months.
Based on this new expectation, what should the project manager do next?
A. Explain that the delivery cannot be made in such short notice.
B. Reevaluate the project backlog, prioritize essential features, and create a
minimum viable product (MVP) that can be delivered within the new six-month
timeframe.
C. Request additional budget approval from the sponsor to bring in more
resources and compensate for the compressed schedule.
D. Assess the critical path and inform stakeholders that delivering the full project
scope within the six-month timeline is unachievable.

Question 2:
A pharma company is overhauling its product development and release strategy.
The senior stakeholders consider this transformation to be high-risk and
emphasize that it must be successful. What action should the project manager
take in this situation?
A. Make a business case that highlights the assumptions and expectations for
the new model.
B. Develop a communications plan to ensure employees are informed about the
new business model.
C. Plan and implement an iterative approach that prioritizes delivering the
highest business value early.
D. Draft a detailed sprint plan that clearly defines the deliverables for the
upcoming iterations.

Question 3:
A project manager is assigned to lead an agile team. The team, however, does
not feel empowered. How can the project manager encourage empowerment and
accountability within the team?
A. Assign tasks based on each team member’s role to ensure they work on areas
where they have expertise.
B. Encourage the team to conduct demos of their products or software directly to
the customers.
C. Give the team the autonomy to decide how they will complete their tasks.
D. Urge the team to consult the product owner when determining how to solve
specific tasks.
Question 4:
A project manager has been assigned to lead a new project. The organization
does not have a project management office (PMO) or any formal policies and
procedures. What should the project manager do first?
A. Consult a subject matter expert (SME) to determine the best way to move
forward
B. Discuss with team members on how the projects should move forward
C. Select either a predictive or agile framework that best suits the project and
use it as the foundation for governance policies and procedures.
D. Guide the team to create tailored governance policies and procedures that fit
the specific needs of the project.

Question 5:
At the start of project execution, the project manager discovers that a key team
member will be unavailable for two weeks, which could potentially cause a delay
in the project schedule. What should the project manager do first?
A. Reassign the tasks to another resource and ask them to work additional hours.
B. Update the project schedule to reflect the potential delay due to the
resource's unavailability.
C. Contact human resources (HR) to request a temporary replacement and
update the risk register.
D. Revise the resource management plan and adjust the resource allocation
chart accordingly.

Question 6:
During a retrospective, several team members mention that they are unable to
complete tasks during iterations due to interruptions and requests for help from
other teams. As the team facilitator, what should the project manager do to
prevent this from happening?
A. Identify the root causes of the interruptions and establish clear ground rules
with the team to minimize external disruptions.
B. Bring in a coach to help all project teams improve their ability to solve
problems independently.
C. Meet with the affected team members and advise them not to reduce their
capacity when faced with interruptions.
D. Suggest that the team improve their planning process by breaking down tasks
into smaller, more manageable pieces.

Question 7:
A project manager is overseeing the rapid development software project. The
company expects one of the deliverables to be delivered within two weeks.
However, the team is experiencing issues and the release management team
currently has a three-week backlog. What should the project manager do?
A. Push the team to work faster so that the deliverables are developed and
delivered within management’s requested time frame.
B. Engage with the stakeholders to address the bottleneck and explore ways to
streamline the overall process.
C. Have the team adjust to the tighter deadline so the integration can be
completed on time.
D. Discuss with the team and slow down progress to ensure alignment with the
release management team’s timeline.

Question 8:
A project manager is overseeing two projects simultaneously. The duration of the
critical project must be reduced, but there’s not enough resources to do so.
Additionally, the schedule does not have tasks that can be overlapped. What
should the project manager do?
A. Identify the most efficient use of shared resources between both projects
B. Use resource optimization techniques in order to ask for more resources
C. Provide training on schedule optimization to help the project teams improve
their scheduling skills.
D. Apply fast-trac king techniques.

Question 9:
An agile project team has committed to delivering the first product release after
the current iteration. However, multiple operational issues have prevented the
developer from delivering. Additionally, the technical lead has announced their
resignation from the company. What should the project manager have the team
do to recover from these setbacks?
A. Review the ongoing sprint constraints and assess alternative options for the
release plan.
B. Stop the sprint, plan again, and reprioritize the backlog to adjust to the
reduced resource capacity.
C. Refer to the resource management plan to determine the best course of
action.
D. Proceed with the existing sprint plans to ensure that some of the scope is still
delivered.

Question 10:
A company is transitioning to an agile project approach. Not all stakeholders
support the transition, and some prefer a predictive approach. However, the
project sponsor needs to produce results fast or the project will be discontinued.
What approach should the project manager take?
A. Use an agile approach B. Use a predictive approach
C. Use a hybrid approach D. Use a waterfall approach

Question 11
A project manager is assigned to work on a project that is part of a larger
program. The general requirements for the project are established, but some of
the requirements' priorities are unclear due to their dependency on other
ongoing projects within the program.
What should the project manager do next to move forward with the project?
A. Report the issue to the leadership team and request more time due to the
project's complexity.
B. Delay scheduling the project until estimates from other projects are available.
C. Set priorities and create a timeline for milestones using the other projects as
reference.
D. Ask the project management office (PMO) to gather estimates for all related
projects and then distribute the project management plan.
Question 12 (Trick question - don’t let the numbers confuse you.
Understand what the core problem is)
During the final sprint review, the key stakeholder expressed dissatisfaction,
saying that several expected features were not included in the product. The
project team countered, stating that each increment had met the agreed-upon
acceptance criteria, which had been approved by the stakeholder. The project’s
cost performance index (CPI) is 1.09, and the schedule performance index (SPI) is
1.33.
What should the project manager do in this situation?
A. Direct the project team to implement the requested changes since the project
has both the budget and schedule flexibility to do so.
B. Request the stakeholder to formally submit a change request to extend the
budget and schedule for the required changes.
C. Clarify to the stakeholder that the project can be closed, as all increments met
the acceptance criteria.
D. Investigate the misunderstanding from both sides and work towards
negotiating an agreeable solution.

Question 13
Following a meeting with the customer, the project manager receives praise for
consistently keeping the project on schedule. Later that same day, the project
manager attends a regular team meeting to check on the progress of the
deliverables.
What should the project manager do during the team meeting?
A. Communicate the customer’s positive feedback to the project team.
B. Stick to the meeting agenda and outline the upcoming deliverables.
C. Record the customer feedback in the official meeting notes.
D. Begin organizing ways to enhance the timing of future deliverables.

Question 14
A project manager has been assigned to a new project and receives a completed
project charter. The document outlines the customer requirements. However,
during the Project Scope Management process, some of the requirements appear
to be different from what was stated in the project charter.
What action should the project manager take?
A. Adjust the project's baseline for minor changes that will have a limited impact
on the project scope.
B. Conduct a brainstorming session to gather more detailed information about
the project scope.
C. Submit a change request to the CCB
D. Escalate the issue to the project sponsor and let the sponsor resolve it

Question 15
A healthcare company conducted research for a feasibility study, revealing that
the project is running behind schedule. The project team is also worried about
how scope changes may affect the schedule.
What should the project manager do to ensure the project stays on track?
A. Discuss scheduling compression techniques with the project team.
B. Submit a change request to the CCB and adjust the schedule accordingly.
C. Update the project scope and allocate additional resources.
D. Modify the scope and proceed to the next project milestone.

Question 16 (After reading this question, ask yourself if the agile team
is in the beginning of the project, middle or end. Then, answer
according to that)
An agile project team is working to establish quality standards for a project. How
should the project manager guide the team?
A. Identify the tools and methods for project success, ensuring that testing is
done early and continuously.
B. Advise the team that user acceptance testing is necessary to confirm that the
product owner approves the solution.
C. Encourage the implementation of test-driven development
D. Ensure that the definition of done (DoD) is confirmed when the product owner
agrees that all acceptance criteria are met.
Question 17
The CEO of a traditionally driven company asked a project manager with agile
expertise to see if the project could be executed using an agile approach.
What should the project manager consider when deciding?
A. If the project involves technology and has a low impact on the organization.
B. If the project scope can be broken down into smaller components, and the
feasibility of delivering an MVP
C. The project scope is clearly defined, and the requirements have been
prioritized.
D. The project team is co-located and can effectively collaborate.

Question 18 (Read the question carefully - we want to look for the very
next step)
A newly hired project manager notices that a looming deadline might be missed
due to previous delays caused by a shortage of resources. What should the
project manager do next?
A. Review the list of milestones to identify which tasks can be expedited.
B. Examine the risk management plan to determine the appropriate response.
C. Escalate the issue to the sponsor and provide them with an update on the
situation.
D. Convene a team meeting to discuss the next steps.

Question 19
A team member shares some critical feedback about a fellow team member's
performance with their functional manager, which was originally discussed
during the retrospective. The project manager learns about this exchange.
What two actions should the project manager take? (Choose two)
A. Reach out to the functional manager of the team member and invite them to
participate in the next retrospective meeting.
B. Hold a meeting with the entire team to revisit the ground rules for maintaining
a safe and open environment.
C. Have a discussion with the product owner about the situation.
D. Contact the team member to clarify what information is appropriate to share
outside the team.
E. Meet with the sponsor to assess the situation.
Question 20
A team is divided over how to approach a feature of a product currently in
development, and despite starting the sprint two days ago, they still haven't
come to an agreement. What should the project manager do?
A. Ask the product owner, who is the primary stakeholder, to make a decision
among the various ideas.
B. Present the ideas to the team, have everyone vote, and go with the most
popular option.
C. Organize a session where team members can express their opinions on each
idea, then hold a vote and make a decision.
D. Provide feedback on the positives and negatives of each idea and attempt to
facilitate a consensus during a meeting.
Answer Key
1. B
2. C
3. C
4. A
5. D
6. A
7. B
8. D - not correct (bonus points if you can explain why) Answer should be
schedule compression (crashing)
9. A
10. C
11. C
12. D
13. A
14. B
15. A
16. A
17. B
18. D
19. BD
20. D