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PMI PMP Exam Syllabus Topics:

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

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PMI PMP - Project Management Professional (2026) Sample Questions (Q141-Q146):

NEW QUESTION # 141
A project sponsor is concerned that the scope is not being met correctly and has questioned several team members about this individually. When the project sponsor approached the project manager, the project manager realized that the issue was that the project sponsor understood the scope in a different manner than the project team.
What should the project manager do to address this issue?

Answer: C

Explanation:
The best course of action when there is a misalignment of understanding regarding the project scope between the project sponsor and the project team is to facilitate a stakeholder alignment session. This approach is supported by the PMBOK's emphasis on the importance of stakeholder engagement and communication to ensure a shared understanding of the project's objectives and deliverables12. It is also in line with the PMI-PBA's focus on ensuring that all stakeholders have a common understanding of the project scope and objectives, which is crucial for successful project outcomes34. References:
* PMBOK Guide and Standards1
* Scope Management | PMI2
* PMI Professional in Business Analysis (PMI-PBA)Examination Content Outline3
* Link your business analysis plan to the organization's strategy | IIBA4


NEW QUESTION # 142
An organization initiates a large project in a developing country The project manager, who is also the local stakeholder is very supportive of this project During project execution the project manager is transferred to another country The new project manager is less supportive of the project because it uses many local resources who could be focusing on other daily responsibilities What document should the project manager review?

Answer: B


NEW QUESTION # 143
Historical record from previous project are generally used for all of the following EXCEPT:

Answer: D


NEW QUESTION # 144
A project manager led the implementation of an electronic invoicing project that has just been completed. The financial manager communicated that the team discovered three invoices with errors. Which two documents should the project manager update as soon as possible? (Choose two)

Answer: B,D

Explanation:
According to the PMBOK Guide, the issue log is a project document that records and tracks the issues that arise during a project and how they are resolved. The change log is a project document that records all the changes that occur during a project, including their status, description, and impact. The project manager should update these two documents as soon as possible to reflect the invoices with errors and the actions taken to correct them. The risk register is a project document that identifies and analyzes the project risks and their responses, but it does not record the issues that have already occurred. The stakeholder register is a project document that identifies and classifies the project stakeholders and their requirements, but it does not record the issues or changes that affect them. The backlog register is not a standard project document, but it may be used in agile projects to list the product features or user stories that need to be delivered, but it does not record the issues or changes that affect the product quality.


NEW QUESTION # 145
A key stakeholder is refusing to participate in a crucial project stage and disagrees with the project team's approach. This situation is affecting the project team's morale.
What should the project manager do?

Answer: B

Explanation:
When faced with a key stakeholder who is refusing to participate and disagrees with the project team's approach, it is essential for the project manager to engage in proactive communication to resolve the disagreement. Scheduling a meeting as soon as possible allows for an open dialogue where concerns can be addressed, and a mutually agreeable approach can be developed. This aligns with the principles of stakeholder engagement and communication management as outlined in the PMBOK guide, which emphasizes the importance of involving stakeholders in decision-making processes and resolving issues through collaboration1.
:
PMBOK Guide and Standards1
Project Management Academy article on handling unresponsive key project stakeholders1 ExamTopics discussion on similar PMP exam question2


NEW QUESTION # 146
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