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PMI PMP Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Process41%- Project Planning
  • 1. Plan quality, risk, and resources
  • 2. Develop project scope and requirements
  • 3. Define governance and approach
  • 4. Plan change management
  • 5. Create schedule and cost estimates
- Project Execution
  • 1. Manage procurement and suppliers
  • 2. Monitor and control work
  • 3. Implement risk responses
  • 4. Manage project work and deliverables
  • 5. Facilitate team collaboration
- Project Monitoring & Control
  • 1. Measure project performance
  • 2. Manage changes and issues
  • 3. Control scope, schedule, and cost
  • 4. Ensure compliance and quality
  • 5. Assess and respond to risk
- Agile & Hybrid Approaches
  • 1. Select appropriate delivery approach
  • 2. Manage iterative delivery
  • 3. Adapt processes for context
  • 4. Apply agile principles and practices
- Project Closure
  • 1. Release resources
  • 2. Archive project information
  • 3. Complete project deliverables
  • 4. Obtain final acceptance
  • 5. Capture lessons learned
- Project Initiation
  • 1. Identify project boundaries and deliverables
  • 2. Align project with organizational strategy
  • 3. Obtain project approval
  • 4. Define project purpose and justification
Topic 2: People33%- Team Management
  • 1. Address team performance issues
  • 2. Develop team skills and competencies
  • 3. Manage team communication
  • 4. Establish team culture and values
  • 5. Manage virtual and distributed teams
- Stakeholder Engagement
  • 1. Maintain stakeholder relationships
  • 2. Manage stakeholder conflict
  • 3. Identify stakeholders
  • 4. Understand stakeholder needs and expectations
  • 5. Engage and influence stakeholders
- Leadership
  • 1. Empower team members and stakeholders
  • 2. Promote collaborative working
  • 3. Mentor and coach team members
  • 4. Build and lead teams
  • 5. Support team performance
Topic 3: Business Environment26%- Organizational Alignment
  • 1. Align projects with strategy and value
  • 2. Manage organizational change
  • 3. Navigate governance and compliance
  • 4. Understand organizational structure and culture
- External Influences
  • 1. Social and environmental considerations
  • 2. Regulatory and legal requirements
  • 3. Technological evolution (including AI)
  • 4. Market and industry trends
- Value Delivery
  • 1. Balance constraints and priorities
  • 2. Ensure sustainability and impact
  • 3. Optimize benefits realization
  • 4. Define and measure value

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PMI PMP - Project Management Professional (2026) Sample Questions (Q123-Q128):

NEW QUESTION # 123
In the execution phase of a project, the development team is informed by the IT security department that one of the external platforms that the team is using will be uninstalled for the whole organization. What should the project manager do first?

Answer: B

Explanation:
When an unexpected change or constraint arises during execution, the project manager should first assess the impact. The development team is closest to the technical implications, and their analysis will guide decisions about alternatives, scheduling, or risk.
Per the PMBOK Guide - Seventh Edition (Risk and Delivery Performance Domains), impact analysis is a key first step before escalating, updating risk logs, or brainstorming new paths forward.


NEW QUESTION # 124
During the service procurement process for a strategic project, only one bidder submitted a bid.
The price of the offer is significantly large and the project sponsor is not I convinced that the return on investment (ROI) can be achieved.
How should the project manager address this issue?

Answer: D

Explanation:
The project manager should first revisit the project charter and assess if the project goals and objectives can be met with other alternatives. This could include re-evaluating the project requirements, researching other suppliers and/or re-designing the project in order to reduce the cost. If all other alternatives are exhausted, then the project manager should seek approval from the project sponsor or the CEO to proceed with the purchase order.


NEW QUESTION # 125
A project manager recording project risks discovers that, in the past, the company's purchasing department experienced delays when purchasing critical project inputs. The project manager identifies that if this risk materializes it will increase the schedule by 50 percent.
What should the project manager do?

Answer: C

Explanation:
Section: Executing


NEW QUESTION # 126
While performing an earned value analysis (EVA), a project manager notices that the cost performance index (CPI) is not what was expected.
The project manager investigates and is unable to locate purchase orders or receipts for items used in the project.
What should have been used to prevent this from occurring?

Answer: D

Explanation:
Section: Planning


NEW QUESTION # 127
A steering committee member is complaining about the weekly report. They stated that the report is too long and has unnecessary details. As a result, they are unable to obtain the main message and take action.
What should the project manager do to avoid similar complaints?

Answer: A

Explanation:
The project manager should engage with the steering committee member to understand their information needs and preferences. This involves confirming what details are necessary for them to make informed decisions and taking action. By tailoring the report content to the committee's requirements, the project manager can ensure that reports are concise, focused, and actionable, thus avoiding the issue of reports being too lengthy or filled with superfluous details12.
References:
* The Top Management Project Steering Committee | PMI1
* Steering Committee: Definition, Roles & Meeting Tips - ProjectManager2


NEW QUESTION # 128
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