Find the bias that's going to fail you on the real PMP exam.

Two senior engineers on your team are in open conflict about a technical design decision. The tension is visible in standups and slowing delivery. What do you do first?

AEscalate to their functional manager to resolve it BFacilitate a working session between the two of them to surface the disagreement CUpdate the RACI to clarify who owns the decision DMake the call yourself and move on — delivery is slipping

A key stakeholder just reported frustration that they haven't heard from you in three weeks. Your response?

AReview the communication management plan and tighten the cadence BCall them immediately to hear what's on their mind CSchedule a 30-min meeting next week with a formal agenda DSend them the latest status report with a short cover note

Your team is falling behind on a sprint commitment. A junior dev is clearly overwhelmed but hasn't said anything. You:

AReassign their hardest task to a senior dev to unblock the sprint BHave a 1:1 to understand what's happening and what they need CDocument the velocity concern in the risk register DBring it up with the Scrum Master for coaching intervention

A critical vendor just missed a contractual deadline. The sponsor is furious and calls you demanding action. You:

ALoop in procurement and legal immediately BTalk to the vendor to understand root cause before acting CInvoke the contract's late-delivery penalties DPromise the sponsor you'll have a fix by end of day

Your team is debating whether to adopt a new testing framework. Opinions are split. You:

AFacilitate a decision-making session using a clear criteria matrix BMake the call as PM — the team is stuck CEscalate to the CTO for a ruling DDocument both options in an ADR and let the tech lead decide

You realize mid-project that a risk you identified three months ago is now materializing. What first?

APull the risk management plan and execute the pre-defined response BCall the risk owner and confirm the response plan still fits context CConvene an emergency all-hands to assess impact DEscalate to the steering committee — this needs sponsor visibility

A team member sends a passive-aggressive message in the project Slack. Other members react. You:

ADM the sender privately to understand what's going on BDelete the message and update the team charter's communication norms CRaise it with HR so the pattern is documented DPost a public reminder about professional conduct

Scope creep has happened over the last sprint. The sponsor wants new features added. You:

AInitiate the change control process and assess impact before committing BSay yes — the sponsor is the final authority on scope CRefuse until formal paperwork is submitted DEscalate to the PMO for policy guidance

The team keeps blowing past sprint commitments. Retrospectives don't lead to improvements. You:

ACoach the team on owning their commitments and pair with them on the next retro BRestructure the retrospective using a new framework document CPush the Scrum Master to run tighter retros DJust cut the committed work in half to guarantee a win next sprint

An external regulation changes mid-project and might affect deliverables. You:

AImmediately notify the sponsor and ask for direction BAssess impact with the team first, then bring a recommendation to the sponsor CUpdate the compliance section of the project plan DAdd it to the next steering committee agenda in three weeks