You are reading a PMP situational question and two answers seem reasonable. One suggests discussing the issue with the team. Another recommends involving the sponsor. The deciding detail is often what is already known and who needs to make the next decision.
PMP exam preparation requires you to recognise that distinction alongside understanding the terminology. PMI’s 2026 Exam Content Outline describes applying project management knowledge and experience to practical scenarios.
The five questions below are original learning exercises created for this article. They are not official PMI exam questions. Each has one best answer.
How to analyse a PMP situational question
Before comparing the answers, consider four points.
1. What is the question asking?
“What should you do first?” and “What should you do next?” may require different actions. If the cause of a problem is unknown, you may need to investigate. If the assessment is complete, repeating it may add little value.
2. What is already known?
Identify the facts: what happened, what has been assessed and what has been approved. Avoid adding conditions that the question does not provide.
3. Who owns the decision?
Consider the delivery approach and each participant’s authority. A technical decision may belong to the team, while additional spending requires someone else’s approval. Collaboration and authorisation serve different purposes.
4. Which answer fits this situation?
Judge each option against the conditions in the question. The practices used in your workplace may differ from the rules governing this project.
Practice question 1. The change has already been assessed
A company is implementing an inventory management system across its retail network using a predictive approach. The customer requests an additional reporting feature.
The team has completed the impact assessment and prepared a recommendation. The request increases the budget and changes the agreed completion date. The project manager cannot authorise the change.
What should the project manager do next?
A. Approve the request because the team has already assessed its impact and prepared a recommendation.
B. Defer consideration until the project is complete to protect the current delivery schedule.
C. Submit the assessed change request and recommendation for approval through the agreed process.
D. Update the budget and completion date, then discuss the change with the sponsor.
Best answer: C.
The deciding fact is that the assessment is complete. The next step requires a decision from the authorised person or body.
A exceeds the project manager’s authority. B postpones consideration without justification. D changes the plan before approval.
If the request is approved, the relevant plans and documents can be updated and the decision communicated to the team.
Practice question 2. An Agile team disagrees on a technical solution
Two members of an Agile team disagree on a technical solution. The disagreement is preventing progress towards the current iteration goal.
Both options meet the agreed quality requirements. The team has the expertise and authority to decide, but has not compared the options against shared criteria.
What should the project manager do?
A. Ask the team to use the more experienced member’s solution so work can resume quickly.
B. Help the team compare the options against agreed criteria and reach a decision.
C. Present both options to the sponsor and ask the sponsor to make the technical decision.
D. Defer the discussion until the next retrospective and assign the team to other tasks meanwhile.
Best answer: B.
The team can make the decision. The project manager should help the discussion produce a result: agree on criteria, compare the options and choose a solution that supports the goal.
A treats experience as the only criterion. C removes a decision that has been delegated to the team. D leaves an obstacle unresolved while it is already affecting delivery.
Practice question 3. A response has already been authorised
The delivery date for equipment needed by the project has passed. This risk was assessed in advance.
Hiring temporary equipment is the approved response. The alternative supplier is ready, funding is allocated and the project manager is authorised to activate the response. The conditions have not changed.
What is the best next action?
A. Activate the approved response, update the records and notify the relevant stakeholders.
B. Ask the sponsor to approve the response again and wait before taking action.
C. Ask the team to develop and compare new response options before deciding.
D. Update only the risk status and ask the original supplier for a revised delivery date.
Best answer: A.
The risk has occurred and the conditions for activating the response have been met. The project manager also has the authority to act.
B introduces unnecessary approval. C repeats an assessment despite unchanged conditions. D updates information but delays the response.
The problem should be recorded in the issue log, the risk record updated and the effectiveness of the response monitored.
Practice question 4. The cause of user dissatisfaction is unclear
During a pilot in a hybrid project, employees at several branches report that the new system’s workflow is difficult to use.
They did not participate in requirements discussions. It is unclear whether the problem concerns system functionality, additional training or a new requirement.
What should the project manager do first?
A. Arrange additional employee training to make the system easier for them to use.
B. Ask the team to redesign the workflow so the employees’ feedback is addressed quickly.
C. Send employees the approved instructions and wait until the pilot ends to review the results.
D. Discuss specific difficulties with the users and compare them with the agreed requirements.
Best answer: D.
The cause needs to be understood. Similar feedback can arise because a function is defective, users do not know how to use it, or they need a capability that was never agreed.
A assumes training is the answer. B starts redesigning before establishing the cause. C postpones understanding the problem.
The discussion may lead to defect correction, training or a change request, depending on what the evidence shows.
Practice question 5. Delivery is on track, but the benefits are uncertain
A project is meeting its schedule and budget. However, a key business partner has withdrawn, and the expected project benefits depended on that partnership.
The project manager cannot independently terminate the project or change its objective.
What should the project manager do?
A. Continue delivering the approved plan because the project remains within its schedule and budget.
B. Terminate the project and release its resources to prevent further expenditure.
C. Review the business case with the sponsor and assess continuing, changing or terminating the project.
D. Redirect the team towards a new objective and seek the sponsor’s agreement on the revised scope afterwards.
Best answer: C.
Continuing the project requires an assessment of its remaining benefits, costs and available alternatives. Money already spent is not sufficient justification for continuing.
A overlooks the changed circumstances. B and D exceed the project manager’s authority. The assessment should support a decision through the project’s established governance process.
How to use practice questions in your preparation
After checking an answer, record:
- Which fact determined the best answer?
- Why was my chosen option less appropriate?
- What would need to change for another answer to become correct?
In question three, the response is already authorised. Without that approval or authority, the sequence of actions would change. In question four, the cause is unknown, so it needs to be understood before selecting a solution.
Rules such as “always analyse first” or “never involve the sponsor” cannot cover every situation. Escalation is appropriate when a decision exceeds your authority or an established rule requires it. If a scenario involves immediate danger, the relevant safety procedures determine the required action.
Use these five examples to practise explaining your decisions. Assess exam readiness through broader practice covering different topics under timed conditions.
For structured PMP exam preparation, explore PMA’s PMP Preparation Course.
