PMP Übungsfragen: PMP - Project Management Professional (2026) & PMP Dateien Prüfungsunterlagen

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PMI PMP Exam Syllabus Topics:

Section	Weight	Objectives
Business Environment	26%	- External Influences 1. Regulatory and legal requirements 2. Technological evolution (including AI) 3. Social and environmental considerations 4. Market and industry trends - Organizational Alignment 1. Navigate governance and compliance 2. Understand organizational structure and culture 3. Align projects with strategy and value 4. Manage organizational change - Value Delivery 1. Define and measure value 2. Ensure sustainability and impact 3. Optimize benefits realization 4. Balance constraints and priorities
People	33%	- Team Management 1. Address team performance issues 2. Manage virtual and distributed teams 3. Manage team communication 4. Develop team skills and competencies 5. Establish team culture and values - Stakeholder Engagement 1. Understand stakeholder needs and expectations 2. Manage stakeholder conflict 3. Engage and influence stakeholders 4. Maintain stakeholder relationships 5. Identify stakeholders - Leadership 1. Mentor and coach team members 2. Empower team members and stakeholders 3. Build and lead teams 4. Support team performance 5. Promote collaborative working
Process	41%	- Project Planning 1. Define governance and approach 2. Create schedule and cost estimates 3. Develop project scope and requirements 4. Plan quality, risk, and resources 5. Plan change management - Project Initiation 1. Define project purpose and justification 2. Align project with organizational strategy 3. Identify project boundaries and deliverables 4. Obtain project approval - Project Execution 1. Facilitate team collaboration 2. Monitor and control work 3. Implement risk responses 4. Manage procurement and suppliers 5. Manage project work and deliverables - Agile & Hybrid Approaches 1. Manage iterative delivery 2. Adapt processes for context 3. Select appropriate delivery approach 4. Apply agile principles and practices - Project Monitoring & Control 1. Manage changes and issues 2. Assess and respond to risk 3. Measure project performance 4. Control scope, schedule, and cost 5. Ensure compliance and quality - Project Closure 1. Release resources 2. Archive project information 3. Obtain final acceptance 4. Complete project deliverables 5. Capture lessons learned

Section

Weight

Objectives

Business Environment

26%

- External Influences

1. Regulatory and legal requirements
2. Technological evolution (including AI)
3. Social and environmental considerations
4. Market and industry trends

- Organizational Alignment

1. Navigate governance and compliance
2. Understand organizational structure and culture
3. Align projects with strategy and value
4. Manage organizational change

- Value Delivery

1. Define and measure value
2. Ensure sustainability and impact
3. Optimize benefits realization
4. Balance constraints and priorities

People

33%

- Team Management

1. Address team performance issues
2. Manage virtual and distributed teams
3. Manage team communication
4. Develop team skills and competencies
5. Establish team culture and values

- Stakeholder Engagement

1. Understand stakeholder needs and expectations
2. Manage stakeholder conflict
3. Engage and influence stakeholders
4. Maintain stakeholder relationships
5. Identify stakeholders

- Leadership

1. Mentor and coach team members
2. Empower team members and stakeholders
3. Build and lead teams
4. Support team performance
5. Promote collaborative working

Process

41%

- Project Planning

1. Define governance and approach
2. Create schedule and cost estimates
3. Develop project scope and requirements
4. Plan quality, risk, and resources
5. Plan change management

- Project Initiation

1. Define project purpose and justification
2. Align project with organizational strategy
3. Identify project boundaries and deliverables
4. Obtain project approval

- Project Execution

1. Facilitate team collaboration
2. Monitor and control work
3. Implement risk responses
4. Manage procurement and suppliers
5. Manage project work and deliverables

- Agile & Hybrid Approaches

1. Manage iterative delivery
2. Adapt processes for context
3. Select appropriate delivery approach
4. Apply agile principles and practices

- Project Monitoring & Control

1. Manage changes and issues
2. Assess and respond to risk
3. Measure project performance
4. Control scope, schedule, and cost
5. Ensure compliance and quality

- Project Closure

1. Release resources
2. Archive project information
3. Obtain final acceptance
4. Complete project deliverables
5. Capture lessons learned

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PMI PMP - Project Management Professional (2026) PMP Prüfungsfragen mit Lösungen (Q171-Q176):

171. Frage
A project charter has been approved and the project manager has been assigned to the project. The project manager is currently working with the project team to subdivide the project work packages.
What is the project manager doing?

A. Resource leveling
B. Network diagram
C. Decomposition
D. Work breakdown structure (WBS)

Antwort: D

Begründung:
The project manager is engaging in the process of creating a Work Breakdown Structure (WBS). This involves subdividing the project deliverables and project work into smaller, more manageable components, known as work packages. The WBS is a deliverable-oriented hierarchical decomposition of the work to be executed by the project team, which is essential for detailed project planning, assigning responsibilities, and tracking project progress.
References:
* PMBOK Guide - Sixth Edition and the Practice Standard for Work Breakdown Structures - Third Edition1.
* "Effective sizing and content definition of work packages" from the Project Management Journal2.
* "PMP Exam Tip: The Work Breakdown Structure (WBS)"3.
* "Decomposition in Project Management - PM Vidya" which defines Decomposition as a technique used for dividing and subdividing the project scope and project deliverables into smaller, more manageable parts4.

172. Frage
A problem occurs on an activity with free float and the project manager has extended its duration. What is MOST likely to be affected?

A. Resource schedules
B. Project duration
C. Project scope management plan
D. The latest start for the successor activity

Antwort: A

173. Frage
Midway through the execution of an agile project, there is a shift in the strategic objectives at the organization level to promote digital transformation. What should the project manager do next?

A. Escalate to the product owner and cancel the upcoming iterations.
B. Schedule a meeting with the team to assess the impact of the change.
C. Update the risk-prioritized backlog with the strategic change.
D. Prepare a user story to handle the change and assign it to the next iteration.

Antwort: B

Begründung:
In the context of an agile project, when there is a shift in strategic objectives, it is crucial for the project manager to engage with the team to understand the implications of the change. Scheduling a meeting with the team allows for a collaborative assessment of the impact, enabling the team to adapt their current work and future iterations to align with the new strategic direction. This approach is consistent with agile principles, which emphasize team collaboration, responsiveness to change, and maintaining alignment with organizational goals123.
: The answer is informed by resources on agile project management and the PMBOKguide, which provide insights into managing strategic shifts in an agile project environment123.

174. Frage
A project in aerospace design has run into a substantial technical issue, and the project team is uncertain on how to proceed. With whom should the project manager call a meeting to discuss the issue?

A. Project sponsor and the team
B. Project stakeholders and the team
C. External subject matter experts (SMEs) and the team
D. Project sponsor and the external SMEs

Antwort: C

Begründung:
According to the PMBOK Guide, 7th edition, section 4.3.2.1, when a project faces a technical issue that requires specialized knowledge or expertise, the project manager should consult with external subject matter experts (SMEs) and the team to find a solution. External SMEs are individuals or groups who have specialized knowledge or skills related to a specific aspect of the project, such as aerospace design. They can provide valuable insights, recommendations, and guidance to the project team. The project team consists of the project manager and the project staff who are responsible for performing the project work. They have the most knowledge and experience about the project and its deliverables. The project manager should involve both the external SMEs and the team in the discussion of the technical issue, as they can contribute different perspectives and ideas to resolve the issue. The project manager should also communicate the issue and the proposed solution to the project sponsor and other relevant stakeholders, but they do not need to be part of the initial meeting.

175. Frage
A business transformation project has a four-phase delivery plan. The project team has successfully delivered one phase of the project.
To further enhance team performance and empower team members, which two actions should the project manager take? (Choose two)

A. Support team members to make decisions in their areas of strength.
B. Allow team members to make limited decisions.
C. Vet all of the decisions before execution.
D. Encourage team members to cross-check decisions with the project manager.
E. Organize and assign team members to tasks where they have strengths.

Antwort: A,E

Begründung:
Empowering team members involves creating an environment where they can make decisions and take actions that play to their strengths. This not only boosts their confidence but also contributes to the overall success of the project. By focusing on collaborative goal setting, fostering a culture of feedback and self- assessment, and ensuring psychological safety, project managers can significantly enhance their team's performance1.
:
PMI's "Engaging Your Team to Greater Project Performance" article discusses the importance of engaging and empowering team members for greater project performance2.
The "Building and Leading High-Performing Teams" report by PMI highlights the role of empowerment and engagement in building high-performing teams3.
The iZenBridge's "Domain People: Task 3 Support team performance" outlines the significance of empowering team members to enhance team performance1.
Additional insights on empowering project team members can be found in the LinkedIn article "How to Empower Project Team Members: Tips and Strategies"4.

176. Frage
......

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