People practice questions

Answer: A) Bring both engineers together to work through the facts and reach a solution that addresses the project's objectives

Collaborating / problem-solving — working through the disagreement to a solution that incorporates multiple viewpoints — generally produces the most durable resolution.

• ACollaborating (problem-solving) confronts the issue openly and seeks a genuine, mutually owned resolution — the preferred mode for important technical disputes.
• BCompromise can be quick but often leaves a lose-lose technical outcome that neither engineer supports.
• CForcing ends the argument but not the disagreement, and it wastes the expertise of the two people closest to the problem.
• DWithdrawing/avoiding lets a project-blocking conflict continue unresolved.

Answer: A) Offer private or written ways to give input and set team norms that make raising concerns safe

Culturally aware project managers adjust how they gather input and build psychological safety. That way they hear people's real concerns instead of taking silence for agreement.

• ACorrect. Adapting the input channels to the person's cultural comfort brings out their real views, and team norms that make it safe to disagree improve input from everyone.
• BIncorrect. Pushing one communication style on the member ignores cultural context. Their concerns are likely to keep going unspoken in meetings.
• CIncorrect. Silence or nodding is not consent. Downgrading valid concerns because of how they were raised can hide real risks.
• DIncorrect. A standing proxy disempowers the member and can distort their input. It doesn't build a safe environment for them to speak for themselves.

Answer: A) Keep them satisfied with periodic high-level updates, without overwhelming them with detail

• AIn stakeholder power/interest analysis, a high-power/low-interest stakeholder is typically managed by keeping them satisfied — enough visibility to maintain their support, without unnecessary detail they haven't asked for.
• BOverloading a low-interest stakeholder with excessive detail doesn't match their engagement needs and wastes their attention.
• CTheir high influence still matters; excluding them risks losing their support at a critical moment, so some engagement is still required.
• DA highly influential stakeholder typically warrants engagement at an appropriately senior level, not full delegation to a junior team member.

Answer: A) Facilitate a team agreement on a daily core overlap window for synchronous work and record it in the team charter

For distributed teams with little natural overlap, the team should agree on core collaboration hours and record them in the team charter. That creates a predictable time for synchronous work while leaving the rest of the day for focused individual work.

• ACorrect. An agreed overlap window gives a predictable time for real-time discussion and decisions, which fixes the root cause of the delays. Because the team sets it together and records it in the charter, people are more likely to follow it.
• BIncorrect. This always puts the burden on the remote location, which hurts engagement. It also doesn't create a dependable shared window for the whole team.
• CIncorrect. This turns the current one-day delay into a rule. Communication becomes more predictable, but decisions still wait just as long.
• DIncorrect. Colocation is costly, often impossible, and outside the project manager's control. Better ways of working can fix the problem without restructuring the team.

Answer: A) The team's psychological safety for raising concerns

When people hide early warnings because speaking up has been criticized, the root cause is low psychological safety. Process fixes like more reports, registers, or thresholds won't help until people feel safe raising concerns.

• AMembers are holding back because speaking up has been punished. The PM should respond constructively to early warnings, model openness about mistakes, and treat issues as chances to learn, so problems come up while they are still cheap to fix.
• BReporting more often gives more chances to speak up, but people who fear criticism will still leave out bad news. The cause is fear, not too few reports.
• CA more detailed register only helps if people are willing to add uncertain concerns to it. Without psychological safety, early warnings still won't be recorded.
• DThresholds decide where an issue goes after someone raises it. They do nothing for team members who are afraid to raise it at all.

Answer: A) Coaching toward the specific goal

• ACoaching focuses on improving particular performance areas over a defined period.
• BMentoring guides broader career growth over a longer horizon.
• CDiscipline isn't appropriate for a development need.
• DThat removes the chance to improve.

Answer: A) The leader focuses on the growth and well-being of the team and on removing impediments so the team can perform

• AServant leadership inverts the traditional model: the leader serves the team — clearing blockers, shielding from distraction, developing people — so the team can deliver.
• BThat is command-and-control, the opposite of servant leadership.
• CServant leadership is actively supportive, not absentee.
• DReporting matters, but servant leadership specifically centers the team's needs and effectiveness.

Answer: A) Escalate to the appropriate authority, such as the developers' functional managers, per the escalation process

If sincere team-level attempts to resolve a conflict (such as problem-solving and compromise) have failed and the conflict is affecting the project, escalate it to the next appropriate level rather than forcing, smoothing over, or avoiding it.

• ACorrect. The conflict has not been resolved at team level despite sincere attempts, and it is now affecting delivery. PMI guidance supports escalating to the next appropriate level, with the facts and both positions presented objectively.
• BIncorrect. This forces a decision based on seniority rather than merit. It is likely to create a win-lose outcome, cause resentment, and leave the underlying issue unresolved.
• CIncorrect. This is smoothing. It may ease tension briefly, but the decision is still blocked and the delay to the iteration continues.
• DIncorrect. This is withdrawal. It avoids the conflict instead of resolving it, wastes effort on duplicate work, and postpones the decision.

Answer: A) The communications management plan

Each stakeholder's preferred format and level of detail belong in the communications management plan, which defines what information goes to whom, how and how often.

• ACorrect. The communications management plan sets out each stakeholder's information needs. That covers content, format, level of detail, method and frequency, so it is where visual-summary and detailed-report preferences should be defined.
• BIncorrect. The issue log tracks open problems, their owners and how they are resolved. It doesn't set out how information is delivered to stakeholders.
• CIncorrect. The team charter sets the team's own values, working agreements and ground rules. It doesn't define reporting formats for external stakeholders such as the sponsor or the finance director.
• DIncorrect. The resource management plan covers how team and physical resources are acquired, managed and released. It doesn't cover stakeholder reporting preferences.

Answer: A) Reduce dissatisfaction, not motivate

• APay is a hygiene factor: inadequate pay demotivates, but fair pay alone doesn't motivate.
• BMotivators such as achievement and recognition drive motivation.
• CRecognition is a motivator that still matters.
• DFair pay typically reduces, not increases, conflict.