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PMI PMP Exam Syllabus Topics:

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

Section

Weight

Objectives

People (People Domain)

42%

- Lead a Team

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

- Build a High-Performing Team

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

- Team Performance

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

- Manage Conflict

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

- Stakeholder Engagement

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

Business Environment (Business Environment Domain)

- Organizational Strategy

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

- Project Governance

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

- Compliance and Regulations

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

Process (Process Domain)

50%

- Agile and Hybrid Approaches

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

- Planning and Scheduling

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

- Budget and Cost Management

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

- Executing and Delivery

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

- Risk and Opportunity Management

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

- Project Integration

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

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PMP受験対策書、PMP PDF

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PMI PMP - Project Management Professional (2026) 認定 PMP 試験問題 (Q91-Q96):

質問 # 91
The CEO has authorized the development of a complex financial product for a company to provide greater future benefits. The budget has been acquired through financing with global investors who expect all risks to be identified as soon as possible What should the project manager use to identify the risks?

A. Strengths, weaknesses, opportunities, and threats (SWOT) analysis
B. A risk value assessment
C. Expert judgment
D. An analysis of shared risks between parties

正解：C

解説：
Expert judgment is a technique that uses the knowledge and experience of experts to identify risks in a project. Experts can be internal or external to the project team, and they can provide insights on the sources, causes, and effects of potential risks. Expert judgment can also help to assess the probability and impact of risks, as well as the appropriate responses to them. According to the PMBOK Guide, expert judgment is one of the tools and techniques for the Identify Risks process, which is part of the Project Risk Management knowledge area. The other tools and techniques are data gathering, data analysis, interpersonal and team skills, and prompt lists. The other options are not tools and techniques for the Identify Risks process, although they may be used in other risk management processes or activities. An analysis of shared risks between parties is a way of identifying common risks that affect multiple stakeholders or projects. A SWOT analysis is a strategic planning tool that evaluates the strengths, weaknesses, opportunities, and threats of a project or organization. A risk value assessment is a method of prioritizing risks based on their expected value, which is the product of their probability and impact. References:
PMBOK Guide, 6th edition, pages 397-398, 419-420
Project Management Professional (PMP) Certification Handbook, page 9
Risk Identification in Project Management, section "PMP® Risk Identification Lifecycle"

質問 # 92
Which of the following is the primary output of the Identify Risks process?

A. Risk management plan
B. Risk register
C. Risk response plan
D. Change requests

正解：B

質問 # 93
Which of the following statements are TRUE?

A. None of the choices are correct
B. Management of the project team is complicated when team members are accountable to both a functional manger and project manager within matrix organization
C. The Develop Project Team process involves tracking team member performance, providing feedback and coordinating changes to improve project performance
D. Team building activities and general management skills are tool techniques of the Manage Project Team process

正解：B

質問 # 94
A disadvantage associated with virtual teams is that they:

A. Create the possibility for misunderstandings to arise.
B. Often cannot accommodate teams that work different hours or shifts.
C. Require communication technology that is not readily available.
D. Create difficulties when including people with disabilities.

正解：A

質問 # 95
A project manager holds meetings every Monday to review the team members' progress. The project sponsor is insisting on daily updates to ensure improved delivery on products developed by all of the teams, including this one. Some learn members indicate they are on a very light time line and would attend me Monday meeting, but not the daily update meetings.
What should the project manager do to ensure all team members participate in daily meetings?

A. Inform the functional manager and replace (earn members who cannot join the daily progress meetings.
B. Require all team members to attend the daily review meetings as they ate requested by the project sponsor.
C. Review the influence of each team member, call the team members with the highest influence to a meeting, and convince them to join the daily standups.
D. Analyse the team members' influence levels and schedule a training on the importance of daily standups and the time-bound feature of the meetings.

正解：D

解説：
The project manager should analyze the team members' influence levels and schedule a training on the importance of daily standups and the time-bound feature of the meetings (Option A). This approach is based on the principle that understanding the influence levels of team members can help in effectively managing their participation in meetings1. Additionally, training on the importance of daily standups can help team members understand the value of these meetings and encourage their participation2.
Requiring all team members to attend the daily review meetings as they are requested by the project sponsor (Option B) may not be effective if the team members do not see the value in these meetings2. Informing the functional manager and replacing team members who cannot join the daily progress meetings (Option C) may not be practical or beneficial for the project2. Reviewing the influence of each team member, calling the team members with the highest influence to a meeting, and convincing them to join the daily standups (Option D) may not ensure the participation of all team members1.
:1: 10 Project Meetings to Guide Your Project Management Team - ProjectManager.com2: 6 Techniques for Running Project Management Meetings - Fellow.app

質問 # 96
......

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