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Question 81 – Sensitive Information Sent to the Wrong Stakeholders
A confidential project update containing sensitive budget and staffing information was accidentally distributed to a broader stakeholder group than intended. What should you do next?
Question 82 – Team Members Blaming Each Other for Mistakes
As a wind farm project begins, the team is making mistakes and producing rework, with members blaming each other for not doing their jobs correctly. What should the project manager do?
Question 83 – Conflict Over Roles and a Missed Deadline
A newly formed team has experienced several conflicts over the past two weeks, with members performing tasks others feel responsible for. The team has just missed their first deliverable date. What should the project manager do next?
Question 84 – Small Tasks Taking Far Too Long
Several small tasks that should take hours are being given weeks to complete, causing the scope of those tasks to expand and straining the budget. What principle does this reflect and what should the project manager apply?
Question 85 – Multiple Resource Combinations With No Clear Best Option
A nationwide telecom rollout involves multiple possible combinations of crews, equipment and timelines, making it difficult to identify the most efficient allocation. Which technique would best address this?
Question 86 – Determining Resource Types and Quantities
After defining scope and sequencing activities, the team determines the types and quantities of resources required to deliver each work package. What should the project manager do next?
Question 87 – Department Leads Arguing Over Specialist Resources
Two department leads are arguing over the release of key specialists assigned to the project, each insisting their internal deadlines take priority. What is the most appropriate action?
Question 88 – Team Members Frustrated With Unresolved Obstacles
Midway through execution, team members voice frustration that their concerns are being dismissed and blockers remain unresolved, causing work to stall. What should the project manager do?
Question 89 – Recurring Collaboration Issues With Nothing Delivered
A software delivery team completes iterations but recurring collaboration and workflow issues continue to slow progress. Nothing usable has been delivered in some time. What should the project manager do next?
Question 90 – High-Performing Team Waiting for Direction
A global team has worked through conflicts and built trust but still waits for the project manager’s direction before making decisions, creating bottlenecks. What should the project manager do next?
Pep Talk
Ninety questions down. You are working through the heart of the PMBOK Guide and building real exam instincts with every scenario. Keep going!
– David McLachlan
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This is the largest domain and covers the mechanics of running a project. Key areas include developing an integrated project management plan, defining and managing scope through a work breakdown structure, planning and managing resources, procurement, finance, quality and schedule. It also covers evaluating project status using earned value concepts and managing project closure, including stakeholder acceptance, knowledge transfer, lessons learned and releasing resources.
Work through the answer choices and remove the ones that are obviously incorrect. On the PMP exam, one common trap is answers that involve the project manager doing the team’s work for them. Another is answers that ignore the constraints stated in the question. If the scenario says there is no time for discussion, any answer involving extended collaboration is out.