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PMP® · PMI · People · Bank updated 2026-07-03

PMP® practice questions: People

5 free questions from 49 on this area · answer and explanation for each · no sign-up

These 5 questions come from the People section of our PMP® bank (49 questions on this area, which carries 33% of the real exam). Every question is original, with the correct answer explained and linked to the source it is drawn from.

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1/5 · People · easy
Which conflict-handling approach involves pursuing one's own viewpoint at the expense of others, typically producing a win-lose outcome, and is generally reserved for situations that require a quick, decisive resolution, such as a safety issue?
ACollaborate/Problem Solve
BForce/Direct
CWithdraw/Avoid
DCompromise/Reconcile
Show answer & explanation
B is correct. Forcing/directing is a win-lose technique in which someone pushes their viewpoint at the expense of others; it is generally discouraged except for urgent situations, such as safety-critical decisions, where speed outweighs the benefits of consensus-building.
↗ the PMI PMP Examination Content Outline — July 2026 Update + PMBOK Guide 7th Edition and the Agile Practice Guide — People
2/5 · People
On a global virtual team, members from different regions have clashed over what constitutes an acceptable turnaround time for reviewing pull requests, with each side feeling the other is disrespecting professional norms. This disagreement is rooted primarily in which source of conflict?
AResource scarcity
BPersonality incompatibility between the individuals
CAbsence of a documented tooling ground rule
DDiffering cultural values and working norms
Show answer & explanation
D is correct. Global virtual teams often experience conflict rooted in differing cultural values and work norms. Recognizing values as the source, rather than resources or personality, points the project manager toward building shared team agreements that respect cultural diversity.
↗ the PMI PMP Examination Content Outline — July 2026 Update + PMBOK Guide 7th Edition and the Agile Practice Guide — People
3/5 · People
A senior architect who holds significant undocumented knowledge about a legacy system's integration points has announced their resignation, effective in three weeks. Project documentation on these integration points is incomplete. What should the project manager do FIRST?
ARely on the exit interview notes HR will capture after the architect's last day
BWait until the final week to schedule a single handover meeting, since three weeks is ample lead time
CAsk the architect to record a series of unstructured video calls with no defined agenda, to be reviewed only if needed
DImmediately pair the architect with a designated successor for hands-on knowledge-transfer sessions (walkthroughs, shadowing) while documenting key decisions
Show answer & explanation
D is correct. Tacit, undocumented knowledge is best transferred through structured hands-on interaction (pairing, shadowing, walkthroughs) rather than relying solely on written documentation or waiting until the final days. Acting immediately, given the short three-week window, reflects the ECO task to 'ensure knowledge transfer for project continuity.'
↗ the PMI PMP Examination Content Outline — July 2026 Update + PMBOK Guide 7th Edition and the Agile Practice Guide — People
4/5 · People
A project manager takes over a hybrid initiative mid-execution. During a retrospective, several developers say they don't understand how their current work packages connect to the organization's strategic goals, and morale has been slipping for two sprints. Separately, two business-unit sponsors have been overheard describing the project's purpose in noticeably different ways during a hallway conversation. What should the project manager do FIRST?
AAsk the sponsor to send a formal memo to the team restating the official project goals and instructing everyone to align accordingly.
BSchedule additional team-building activities to improve morale and revisit the vision discussion after engagement scores improve.
CIncrease the frequency of status reports to all stakeholders so everyone receives the same information more often.
DFacilitate a joint session with the team and key stakeholders to revisit the business case and charter, and co-create a clear, shared statement of the project's vision and objectives.
Show answer & explanation
D is correct. When team members and stakeholders hold divergent or unclear views of a project's purpose, the PM's first move is to convene the relevant people and rebuild a shared vision anchored in the charter and business case, not to escalate, over-communicate status, or address only morale symptoms. This reflects PMBOK 7's emphasis on the Team and Stakeholder performance domains driving toward a common outcome-focused understanding.
↗ the PMI PMP Examination Content Outline — July 2026 Update + PMBOK Guide 7th Edition and the Agile Practice Guide — People
5/5 · People · easy
A newly formed project team includes members working from a central office and others working fully remotely from different countries. During the team's first working session, the project manager wants to establish practices that will help the team collaborate consistently from the start. Which action best reflects the intended purpose of setting team ground rules in this situation?
AApply the existing ground rules from the co-located office only, since remote members are expected to adapt to the established in-office culture.
BFacilitate the team in collaboratively defining shared expectations for communication, availability, and decision-making that apply equally to co-located and remote members.
CHave the project manager write the ground rules alone and distribute them to the team as a policy document to ensure consistency.
DWait until the first conflict arises between co-located and remote members before introducing any ground rules, since rules created reactively are more meaningful to the team.
Show answer & explanation
B is correct. Establishing ground rules early, with team involvement, in a way that applies fairly to both co-located and remote members supports the goal of building a cohesive, well-functioning team from the outset. Waiting for conflict, imposing rules unilaterally, or defaulting to one subgroup's existing norms are common missteps in setting up hybrid teams.
↗ the PMI PMP Examination Content Outline (new version, effective July 9, 2026: People 41 wait — actually Process 41/People 33/BE 26) — People
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