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PMI PMP Exam Syllabus Topics:

SectionWeightObjectives
People (People Domain)42%- Manage Conflict
  • 1. Analyze conflict resolution approaches
  • 2. Evaluate, negotiate, and implement conflict resolution solutions
  • 3. Interpret conflict source and stakeholder perspectives
- Stakeholder Engagement
  • 1. Develop stakeholder communication strategies
  • 2. Analyze stakeholder influence and impact
  • 3. Classify stakeholder requirements and expectations
  • 4. Manage stakeholder engagement
- Build a High-Performing Team
  • 1. Develop team capabilities
  • 2. Develop team charter and norms
  • 3. Establish team accountability mechanisms
  • 4. Facilitate team cohesion
  • 5. Establish team ground rules
- Lead a Team
  • 1. Set a clear vision and mission
  • 2. Support diversity and inclusion
  • 3. Teach and mentor team members
  • 4. Empower team members
  • 5. Motivate and inspire team members
- Team Performance
  • 1. Assess team member skills and competencies
  • 2. Recognize and reward high performance
  • 3. Develop team member competencies
  • 4. Evaluate team and stakeholder performance
Process (Process Domain)50%- Budget and Cost Management
  • 1. Develop and maintain project budget
  • 2. Monitor and control project costs
  • 3. Analyze budget variances and take corrective action
- Planning and Scheduling
  • 1. Sequence activities using appropriate methodology
  • 2. Develop and maintain WBS
  • 3. Estimate activity duration and resource requirements
  • 4. Create project charter
  • 5. Develop project management plan
  • 6. Develop schedule baseline
- Executing and Delivery
  • 1. Manage project activities
  • 2. Manage deliverables according to plan
  • 3. Manage resources and material procurement
  • 4. Manage scope and scope baseline
  • 5. Manage quality assurance and quality control
- Agile and Hybrid Approaches
  • 1. Apply agile frameworks and methodologies
  • 2. Use hybrid approaches (predictive + agile)
  • 3. Manage project iterations and sprints
  • 4. Adapt project approach based on feedback
- Risk and Opportunity Management
  • 1. Identify project risks
  • 2. Implement risk responses
  • 3. Monitor and control risks
  • 4. Analyze and prioritize risks
  • 5. Develop risk response strategies
- Project Integration
  • 1. Manage project closeout
  • 2. Manage project integration
  • 3. Handle project changes
  • 4. Coordinate all project knowledge areas
Business Environment (Business Environment Domain)8%- Project Governance
  • 1. Ensure alignment between project and organizational strategy
  • 2. Determine appropriate project governance structure
  • 3. Define escalation paths and decision-making authority
- Compliance and Regulations
  • 1. Implement compliance monitoring mechanisms
  • 2. Identify legal and regulatory constraints
  • 3. Assess project compliance requirements
- Organizational Strategy
  • 1. Support organizational change management
  • 2. Analyze project alignment with organizational goals
  • 3. Evaluate project benefits and value

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PMI PMP - Project Management Professional (2026) Sample Questions (Q18-Q23):

NEW QUESTION # 18
What is the most accurate rough order of magnitude (ROM)?

Answer: B


NEW QUESTION # 19
Inputs to the Plan Schedule Management process include:

Answer: C


NEW QUESTION # 20
A project manager is implementing a project for a company's operations department. The project manager receives a call from a technician in the operations department requesting changes to the project scope. The project is in the execution phase and changes could lead to a delay in the project schedule.
What should the project manager do with the change request?

Answer: B


NEW QUESTION # 21
A project manager for a building construction project is planning to go on vacation midway through the project execution phase. What should the project manager do first to ensure the team is empowered and deadlines are met?

Answer: D

Explanation:
According to the PMBOKGuide, the project manager is responsible for leading and directing the project team and ensuring that the project objectives are met. Therefore, the project manager should not delegate the decision-making authority to the team or the sponsor without analyzing the impacts and creating a plan for team decision making. The project manager should also consider the risks, issues, and stakeholder expectations that may arise during their absence and communicate the plan to the relevant parties. Postponing the vacation to a different time may not be feasible or desirable for the project manager, and it may also affect their work-life balance. Allowing the team to make decisions to stay on schedule may result in scope creep, quality issues, or conflicts among team members. Asking the project sponsor to make any necessary decisions may undermine the project manager's authority and credibility, and it may also burden the sponsor with additional work. References: PMBOKGuide, Sixth Edition, Chapter 9, Section 9.4.2.3 (Team Decision Making) and Chapter 13, Section 13.3.2.4 (Project Manager)


NEW QUESTION # 22
A project manager is reviewing the status of a large project with team members in different countries. Through the status review, the project manager notices that one team is consistently behind schedule and their work often needs to be corrected.
What should the project manager do to improve the quality of this team's work?

Answer: A


NEW QUESTION # 23
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