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PMP Exam Dumps - Project Management Professional (PMP) July 2026 Update

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Question # 17

At the beginning of a project, a project manager forms development teams comprised of internal and external team members. Some of these team members possess

diverse experience and seniority, The project manager knows that the project work will include challenging tasks and require expert skills.

What should the project manager do?

A.

Ask the functional manager to replace inexperienced resources with qualified ones.

B.

Organize the teams based on customized levels of expertise to leverage the activities.

C.

Create a team with the highest expertise and seniority for complex project activities.

D.

Ask the learning department to initiate a skill-level program for those inexperienced resources.

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Question # 18

Alocal city government is deploying a project management system in several departments. At the start of a new phase, the project manager asks a department

manager for input on the project schedule. In response, the department manager wants to know more about their role and responsibilities in the scheduling process.

What should the project manager do?

A.

Meet with the department manager and the project sponsor.

B.

Review and update the project management plan.

C.

Make adjustments to the stakeholder register.

D.

Refer the department manager to the schedule management plan.

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Question # 19

There are considerable differences in experience levels among project team members working on a project. Multiple stakeholders are requesting that deliverables

relevant to them be assigned to the most experienced team members, which is not feasible.

What should the project manager do?

A.

Request additional experienced team members be assigned to the project and adjust the resource management plan.

B.

Inform stakeholders that the team members have been assigned and are capable of completing the tasks.

C.

Assign the activities from the beginning of the project to the less experienced team members to meet the timeline.

D.

Create a team agreement so that experienced team members mentor the less experienced members throughout the project.

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Question # 20

A project manager works for a communications company. The manager of the mobile equipment department is concerned about the current project ' s activities.

According to the current project management plan, the department will need to purchase special equipment, but the cost was not planned. The project sponsor insists

the project should move forward because customers will be impacted if the equipment is not available.

What should the project manager do?

A.

Escalate the conflict to the project sponsor.

B.

Use the contingency reserve to fund the equipment cost.

C.

Resolve the issue in favor of the department manager to continue the project.

D.

Estimate the cost of purchasing the equipment and submit a change request.

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Question # 21

While facilitating the weekly team meeting, a developer raises the concern that a team lead from a different department is frequently asking for status updates on

ongoing tasks. The project manager was not aware of these interferences.

What should the project manager do next?

A.

Schedule a dedicated project status session with the team lead, the product owner, and the developer.

B.

Review the stakeholder engagement plan and check the engagement strategy for the team lead.

C.

Include the team lead as a recipient of the monthly project update report.

D.

Empower the developer to continue informing the team lead with status updates.

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Question # 22

A project manager needs to unexpectedly leave a critical project for valid reasons. How should the project manager prepare the knowledge transfer with the self-

managed team to help ensure the project continues?

A.

Write a detailed project handover document outlining the project status, key tasks, timelines, and responsibilities and share it with the team.

B.

Organize project management workshops with the team to collectively review and document project status, tasks, and responsibilities.

C.

Delegate project responsibilities to the most senior team member and rely on their expertise to help ensure the knowledge transfer.

D.

Plan informal knowledge transfer sessions with team members, focusing on key project areas such as vendor management and communication.

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Question # 23

A project manager leads an agile project. While the team is working on their daily assigned tasks, one team member proposed to change the priority of a task due to

its importance and dependency on other tasks.

What should the project manager do?

A.

Direct the team member to discuss with the product owner for setting the backlog priorities.

B.

Have the team member discuss priorities during the retrospective meeting at the end of the sprint.

C.

Allow the team member to change the task priorities without interrupting the upcoming tasks and to align with the rest of the team.

D.

Inform the team member that until a minimum viable product (MVP) is reached, changes to any of the task priorities are not allowed.

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Question # 24

Health Records Modernization at Hospital Case Study

A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.

Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.

To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific “champions,” created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.

During project execution, several challenges emerged. The doctors expressed concerns about the system’s impact on patient care, the nurses’ union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.

Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization’s project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.

During the execution phase of a project to modernize a hospital’s records system, the insurance company stakeholders requested additional features to support integration to their systems.

What should the project manager do first?

(Refer to the Health Records Modernization at Hospital Case Study exhibit.)

A.

Contact the union representative to understand the necessity of the additional work.

B.

Review the scope changes for validity and then notify the sponsor of the changes.

C.

Evaluate the potential impact on the baseline and then present a change request.

D.

Add the critical features to the scope in order to maintain stakeholder satisfaction.

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