PMP Process Domain Practice Questions (2026): Scope, Schedule, Finance and Value

Process is the largest PMP domain in 2026 at 41%, which works out to roughly 70 of the 170 scored questions. It has ten tasks: integrated planning and delivery, scope, value-based delivery, resources, procurement, finance, quality, schedule, evaluating project status, and closure. Below are ten original practice questions across those tasks, including a calculation and a chart-reading question, with explanations for every option, plus the formula and contract tables worth memorising.

I'm Gulab Chand Tejwani, PMP and Microsoft Certified Trainer at TechNet Consultancy in Anand, Gujarat. I wrote these questions for this post and mapped each one to a task in PMI's July 2026 Examination Content Outline. None of them come from the real exam.

What changed in the Process domain for 2026?

Process shrank from 50% to 41% and lost two big topics to Business Environment: change control and risk. What's left is the core delivery machinery, with a stronger tilt toward value and money.

Three tasks deserve more attention than they used to get:

• "Help ensure value-based delivery", which asks you to prioritize work by value and stakeholder feedback and to check that benefits can be measured.
• "Plan and manage finance", which covers contingency, spend tracking, financial reporting and reserves.
• "Evaluate project status", which now mentions metrics, artifacts and even artifact accessibility.

The integrated planning task also asks you to recommend a development approach (predictive, agile or hybrid) based on the project's needs and complexity. That decision shows up constantly in scenarios.

Question 1: Choosing the approach

Question 1Process · Integrated plan and plan delivery

A government agency asks your firm to build a records system. The legal requirements are fixed and published, but the user interface needs heavy input from staff who have never used a digital system. Which approach should you recommend?

1. APredictive for the whole project, since requirements are fixed by law
2. BAgile for the whole project, since users need to give feedback
3. CHybrid: plan the compliance-driven back end predictively and build the interface iteratively with user feedback
4. DAsk the agency which approach they prefer

Show answer and explanation+

Correct answer: C

The outline's first Process task includes "assess project needs, complexity, and magnitude" and "recommend a project management development approach". This project has two parts with different levels of uncertainty, so one approach for everything fits poorly. A ignores the interface uncertainty, and B adds churn where requirements are stable. D hands away a recommendation that is your job to make, although of course you'd discuss it with them.

Question 2: The backlog and business value

Question 2Process · Value-based delivery

Your product owner is on leave for two weeks. The team has capacity for three more stories this sprint and five candidates of similar size. The backlog shows business value scores, and two stories have direct feedback from pilot customers asking for them. What should guide the selection?

1. APick the stories the developers find most interesting
2. BPick by value score and the pilot customer feedback, and confirm with the product owner's delegate
3. CPick the smallest stories so more get done
4. DLeave the capacity unused until the product owner returns

Show answer and explanation+

Correct answer: B

"Prioritize work based on value and stakeholder feedback" is a named enabler in the value-based delivery task. B uses both signals and respects that backlog ordering belongs to the product owner role. A and C optimize for the team's preferences or output instead of value. D wastes capacity without a good reason.

Question 3: An earned value check

Question 3Process · Plan and manage finance

At the end of month four, your project shows planned value (PV) of ₹40 lakh, earned value (EV) of ₹36 lakh and actual cost (AC) of ₹45 lakh. Which statement is correct?

1. AThe project is ahead of schedule and under budget
2. BThe project is behind schedule and over budget
3. CThe project is behind schedule but under budget
4. DThe project is ahead of schedule but over budget

Show answer and explanation+

Correct answer: B

Schedule performance index (SPI) is EV ÷ PV = 36 ÷ 40 = 0.90. Below 1 means behind schedule. Cost performance index (CPI) is EV ÷ AC = 36 ÷ 45 = 0.80. Below 1 means over budget. The cost variance is EV − AC = −₹9 lakh. This kind of question fits the finance task ("monitor financial variations") and the status task. A common mistake is comparing AC with PV, which tells you nothing about performance.

Which earned value formulas do you need?

The exam won't ask you to derive anything, but it expects you to read these quickly and know what a number above or below 1 means:

Measure	Formula	How to read it
Schedule variance (SV)	EV − PV	Negative = behind schedule
Cost variance (CV)	EV − AC	Negative = over budget
Schedule performance index (SPI)	EV ÷ PV	Below 1 = behind schedule
Cost performance index (CPI)	EV ÷ AC	Below 1 = over budget
Estimate at completion (EAC), typical	BAC ÷ CPI	Forecast total cost if current cost efficiency continues
Estimate to complete (ETC)	EAC − AC	How much more you expect to spend

Question 4: Reading a burndown

Question 4Process · Evaluate project status (chart)

You look at the sprint burndown on day 6 of a 10-day sprint. The ideal line shows 40% of points remaining. The actual line shows 70% remaining and has been flat for the last two days. What is the most likely conclusion and best next step?

1. AThe team is on track; burndowns are always uneven
2. BWork is blocked or stories aren't being finished; raise it at the next stand-up and look for impediments
3. CThe estimates were wrong; re-estimate the whole sprint
4. DExtend the sprint by three days

Show answer and explanation+

Correct answer: B

The 2026 exam includes graphic-based questions, and burndowns are an obvious candidate. A flat actual line means no work is being completed, which usually points to blocked stories or work that's started but not finished. Re-estimating (C) doesn't fix whatever is stuck. Extending a sprint (D) breaks the timebox. A ignores two days of no progress.

Question 5: Choosing a contract type

Question 5Process · Plan and manage procurement

You need an external vendor to build an analytics module. The scope is clearly defined, the specification is signed off, and your organization wants cost certainty. Which contract type fits best?

1. ATime and materials
2. BCost plus fixed fee
3. CFirm fixed price
4. DCost plus incentive fee

Show answer and explanation+

Correct answer: C

"Select preferred contract types" is an enabler in the procurement task. With well-defined scope and a buyer that wants cost certainty, firm fixed price puts the cost risk on the seller, which is reasonable because the seller can price a clear scope. Time and materials (A) suits unclear or small work. The cost-plus options (B, D) leave cost risk with the buyer and suit uncertain scope.

Which contract type fits which situation?

Procurement questions often hinge on who carries the cost risk. This is the comparison I'd keep in your head:

Contract type	Cost risk sits with	Fits when
Firm fixed price (FFP)	Seller	Scope is clear and stable; buyer wants cost certainty
Fixed price incentive fee (FPIF)	Shared, mostly seller	Clear scope, buyer wants to reward performance
Cost plus fixed fee (CPFF)	Buyer	Scope is uncertain; seller's fee stays fixed
Cost plus incentive fee (CPIF)	Shared, mostly buyer	Uncertain scope, with targets to encourage efficiency
Time and materials (T&M)	Buyer	Small or unclear work, staff augmentation

Question 6: Contingency versus management reserve

Question 6Process · Plan and manage finance

During execution, a risk that was identified and analyzed during planning occurs, and the response costs ₹2 lakh. Where should the money come from?

1. AThe management reserve, with sponsor approval
2. BThe contingency reserve
3. CA change request to increase the budget
4. DThe vendor's penalty clause

Show answer and explanation+

Correct answer: B

Contingency reserves cover identified risks, the "known unknowns", and sit inside the cost baseline. Management reserve covers unidentified risks and normally needs management approval. The finance task's enablers include "quantify risk and contingency financial allocations" and "manage financial reserves", so expect this distinction. C is unnecessary because the money was already planned for. D assumes the vendor caused the risk, which the question doesn't say.

Question 7: Quality problems found late

Question 7Process · Plan and optimize quality

User acceptance testing finds that 30% of reports produce wrong totals. The defects trace back to a misunderstanding of a calculation rule that was never written down. What should the project manager do after the fixes?

1. AAdd more testers to the next release
2. BUpdate the quality requirements and processes so calculation rules are captured and reviewed earlier
3. CAsk the vendor for a discount
4. DMark the issue as closed once the fixes pass testing

Show answer and explanation+

Correct answer: B

The quality task includes "gather quality requirements" and "implement continuous improvement". The root cause is a requirements gap, so the fix belongs in the process that gathers and checks requirements. More testers (A) find problems later, at higher cost. D fixes the symptom and leaves the cause in place. C is about commercial terms, not quality.

Question 8: Closing the project

Question 8Process · Manage project closure

Your team has delivered the final release. The customer has signed acceptance. The operations team says they aren't ready to support the system yet. What should you do before closing the project?

1. AClose the project; acceptance is signed
2. BValidate readiness for transition with the operations team and agree on what's needed for handover
3. CKeep the project team on support until operations is ready, without a time limit
4. DEscalate to the sponsor that operations is blocking closure

Show answer and explanation+

Correct answer: B

"Validate readiness for transition (e.g., to operations team or next phase)" is written right into the closure task. Customer acceptance is necessary but doesn't mean the solution can run. A leaves operations stranded. C turns the project into open-ended support. D might be needed if talks fail, but it isn't the first step.

Question 9: Verified, but not yet accepted

Question 9Process · Develop and manage scope

Your quality team has checked the phase deliverables against the specifications and confirmed they meet them. The phase gate is next week. What should you do before closing the phase?

1. AClose the phase, since quality control has passed
2. BAsk the quality team to run a second round of checks
3. CReview the verified deliverables with the customer or sponsor and obtain formal acceptance
4. DUpdate the lessons learned register

Show answer and explanation+

Correct answer: C

Checking deliverables against specifications (quality control) and getting the customer to formally accept them (validating scope) are different steps. The outline's closure task includes "obtain project stakeholder approval of project completion", and the same logic applies at a phase gate.

• A confuses verification with acceptance.
• B repeats work that has already passed.
• D is worth doing, but it doesn't replace acceptance.

Question 10: A shared specialist is double-booked

Question 10Process · Plan and manage resources

Your database specialist is shared with another project. Next month both projects have planned critical database work in the same two weeks. What should you do first?

1. AAsk the specialist to work overtime to cover both projects
2. BReview both schedules and discuss options with the other project manager and the resource manager
3. CHire a contractor without telling the other project
4. DDelay your database work until the specialist is free

Show answer and explanation+

Correct answer: B

The resources task includes "manage and optimize resource needs and availability". The first step is to look at both schedules: there may be float on one side, a way to split the work, or a case for extra help. That needs the other project manager and whoever owns the resource.

• A hides the problem and burns out the specialist.
• C may be part of a solution, but not done unilaterally or first.
• D gives up schedule without checking the alternatives.

What patterns should you take from these?

Process questions in 2026 reward three habits:

• Pick the approach that fits the uncertainty, and be willing to mix approaches.
• Let value and stakeholder feedback drive priority, not convenience.
• Fix root causes in the process, not only the defect in front of you.

And you still need to be fluent with the arithmetic: SPI, CPI, variances, and what each reserve is for. Those are fast marks if you've practised and slow ones if you haven't.

For more practice, try our free PMP practice questions, or download a free full-length PDF mock with rationales. To measure your Process score under exam timing, use the PMP mock exam simulator, which reports results by domain. For how many questions to aim for overall, see how many PMP practice questions you need.

TechNet Consultancy is independent and not affiliated with PMI. These are practice questions, and no practice set can promise a pass.

How should you study the Process domain in two weeks?

1. Days 1-2: Read the ten Process tasks and their enablers. Note which ones you rarely do at work; those are your gaps.
2. Days 3-4: Earned value and reserves. Do twenty quick calculations until SPI, CPI and EAC are automatic.
3. Days 5-6: Contract types and procurement scenarios, using the table above.
4. Days 7-9: Agile Process topics: backlog ordering by value, burndown and burnup charts, definition of done.
5. Days 10-12: Mixed Process questions, 20 a day, tagging every miss by task.
6. Days 13-14: A timed full-length mock and a review of your Process score in the domain report.

FAQ

How many Process questions are on the PMP exam?

Process is 41% of the exam, about 70 of the 170 scored questions. PMI notes the exact count can vary by exam form.

Are earned value calculations still on the PMP exam?

The 2026 outline includes finance tasks such as monitoring financial variations and managing reserves, and status tasks about measuring and analyzing metrics. Basic earned value (SPI, CPI, CV, SV) is a sensible thing to know well.

Is risk management part of the Process domain?

Not any more. In the 2026 outline, "Plan and manage risk" is in Business Environment. Contingency reserves still appear in the Process finance task.

What are the ten Process domain tasks?

Develop an integrated project management plan and plan delivery; develop and manage scope; help ensure value-based delivery; plan and manage resources; procurement; finance; quality; schedule; evaluate project status; and manage project closure.

Will I see charts in Process questions?

Possibly. Graphic-based questions are a new item type in 2026, and burndowns, schedules and earned value curves all fit the Process domain naturally.