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PMI PMP Exam Syllabus Topics:

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

Section

Weight

Objectives

People (People Domain)

42%

- Build a High-Performing Team

1. Develop team capabilities
2. Establish team accountability mechanisms
3. Establish team ground rules
4. Facilitate team cohesion
5. Develop team charter and norms

- Lead a Team

1. Motivate and inspire team members
2. Set a clear vision and mission
3. Teach and mentor team members
4. Support diversity and inclusion
5. Empower team members

- Manage Conflict

1. Interpret conflict source and stakeholder perspectives
2. Analyze conflict resolution approaches
3. Evaluate, negotiate, and implement conflict resolution solutions

- Team Performance

1. Assess team member skills and competencies
2. Develop team member competencies
3. Evaluate team and stakeholder performance
4. Recognize and reward high performance

- Stakeholder Engagement

1. Develop stakeholder communication strategies
2. Analyze stakeholder influence and impact
3. Classify stakeholder requirements and expectations
4. Manage stakeholder engagement

Business Environment (Business Environment Domain)

- Project Governance

1. Define escalation paths and decision-making authority
2. Determine appropriate project governance structure
3. Ensure alignment between project and organizational strategy

- Organizational Strategy

1. Evaluate project benefits and value
2. Support organizational change management
3. Analyze project alignment with organizational goals

- Compliance and Regulations

1. Assess project compliance requirements
2. Implement compliance monitoring mechanisms
3. Identify legal and regulatory constraints

Process (Process Domain)

50%

- Planning and Scheduling

1. Sequence activities using appropriate methodology
2. Estimate activity duration and resource requirements
3. Develop project management plan
4. Develop schedule baseline
5. Create project charter
6. Develop and maintain WBS

- Project Integration

1. Handle project changes
2. Manage project closeout
3. Coordinate all project knowledge areas
4. Manage project integration

- Risk and Opportunity Management

1. Implement risk responses
2. Develop risk response strategies
3. Analyze and prioritize risks
4. Monitor and control risks
5. Identify project risks

- Budget and Cost Management

1. Analyze budget variances and take corrective action
2. Monitor and control project costs
3. Develop and maintain project budget

- Executing and Delivery

1. Manage scope and scope baseline
2. Manage resources and material procurement
3. Manage deliverables according to plan
4. Manage project activities
5. Manage quality assurance and quality control

- Agile and Hybrid Approaches

1. Apply agile frameworks and methodologies
2. Adapt project approach based on feedback
3. Use hybrid approaches (predictive + agile)
4. Manage project iterations and sprints

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PMI PMP - Project Management Professional (2026) Sample Questions (Q159-Q164):

NEW QUESTION # 159
The Project Manager has the responsibility of knowing what kind of message to send because his _____ may avoid communications barriers.

A. training methods
B. business interfaces
C. output
D. technical experience
E. priorities

Answer: C

NEW QUESTION # 160
A business improvement opportunity to reduce energy usage has been identified.
The project manager has assembled a team that includes site engineers to deliver this project.
However, due to production imperatives, the site engineers may not be fully focused on the project.
How should the project manager manage the team?

A. Continue the project implementation without the site engineers to ensure the schedule is maintained.
B. Contract external resources to fulfill the role of the site engineers who cannot support the project.
C. Commit each team member's time and deliverables and aim for overall project completion.
D. Develop an approved responsibility assignment matrix (RAM) to confirm internal and external resource requirements.

Answer: D

Explanation:
A RAM is a tool that maps the project work packages or activities to the project team members or roles. It helps to define and assign the responsibilities, accountabilities, and authorities of each team member for each project task. It also helps to identify and resolve any gaps, overlaps, or conflicts in the resource allocation. A RAM can be presented in various formats, such as a RACI chart, a RASCI chart, or a linear responsibility chart12.
Developing an approved RAM can help the project manager to manage the team effectively, especially when some team members, such as the site engineers, may not be fully focused on the project due to other priorities or constraints. A RAM can help the project manager to communicate and clarify the expectations and deliverables of each team member, and to monitor and control their performance and progress. A RAM can also help the project manager to coordinate and collaborate with the other stakeholders, such as the production managers, to ensure that the project and the production imperatives are aligned and balanced34.
The other options are not as effective or relevant for managing the team:
* B. Commit each team member's time and deliverables and aim for overall project completion:
Committing each team member's time and deliverables is important, but it may not be sufficient or realistic to manage the team, especially when some team members, such as the site engineers, may have competing or conflicting demands on their time and attention. Aiming for overall project completion is a desirable goal, but it may not be achievable or sustainable without proper planning, communication, and coordination among the team members and the other stakeholders.
* C. Continue the project implementation without the site engineers to ensure the schedule is maintained:
Continuing the project implementation without the site engineers may not be feasible or advisable, as the site engineers may have critical skills, knowledge, or experience that are essential for the project success. Excluding the site engineers from the project may also create risks, issues, or gaps in the project quality, scope, or integration. Moreover, it may damage the relationship and trust between the project manager and the site engineers, and reduce their motivation and commitment to the project.
* D. Contract external resources to fulfill the role of the site engineers who cannot sup-port the project:
Contracting external resources may be an option to supplement or replace the internal resources, such as the site engineers, who cannot support the project. However, this option may not be the best or the first choice, as it may involve additional costs, time, or risks for the project. Contracting external resources may also require approval, negotiation, or procurement processes that may delay or complicate the project. Furthermore, it may affect the morale, loyalty, or performance of the internal resources, who may feel threatened, replaced, or undervalued by the external resources.
:
1: Responsibility Assignment Matrix - Project Management Knowledge 2: What is a Responsibility Assignment Matrix (RAM) in Project Management? 3: How to Create a Responsibility Assignment Matrix (RAM) for Your Project 4: How to Use a RACI Matrix to Manage Project Resources : [Project Team Management: How to Manage Your Team Effectively] : [How to Manage Project Team Conflicts] : [Project Procurement Management: The Ultimate Guide]

NEW QUESTION # 161
A self-organizing team was delivering as committed. The team accepted a development task with new technology and the iterations started to have reduced velocity. What management decision is suited for this situation?

A. Add new members to the team and increase the velocity
B. Provide opportunity for team members to learn and adjust to the technology.
C. Move team members who are not performing from the team.
D. Re-assign the project to a team that has worked with this technology

Answer: B

NEW QUESTION # 162
Inputs to quality planning include

A. Quality policy, historical information, scope statement, product description standards and regulations
B. Quality policy, product description, scope statement, product description standards and regulations
C. Quality policy, quality management plan, operational definitions, product description standards and regulations
D. Quality policy, checklists, quality management plan, product description standards and regulations

Answer: B

NEW QUESTION # 163
A project manager is reviewing the lessons learned for an historical project. The review identifies that the client's engineer was adamant that they review all changes, even those not identified in the contract.
How should the project manager deal with this when planning the project?

A. Ensure the change management plan highlights this requirement to prevent future issues.
B. Update the project risk register to identify this risk and describe how to mitigate the issue.
C. Update the project charter with this information regarding change management.
D. Talk with the client to ensure they are aware of the change management procedure.

Answer: A

Explanation:
The PMBOKGuide emphasizes the importance of a comprehensive change management plan that addresses all aspects of change within a project, including those not contractually specified. By ensuring that the change management plan reflects the requirement for the client's engineer to review all changes, the project manager can proactively address potential issues and align expectations with the client's needs. This approach is consistent with best practices in managing project changes and stakeholder engagement, as it helps in preventing misunderstandings and conflicts related to change approvals12. References: PMBOK Guide - Sixth Edition; "PMBOK Guide Change Management Process For PMP Exam" article by PM-by- PM1; "Change Control Board: Roles, Responsibilities & Processes" article by ProjectManager.com2.

NEW QUESTION # 164
......

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