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PMI PMP Exam Syllabus Topics:

SectionWeightObjectives
Topic 1: Process41%- Project Monitoring & Control
  • 1. Control scope, schedule, and cost
  • 2. Ensure compliance and quality
  • 3. Assess and respond to risk
  • 4. Manage changes and issues
  • 5. Measure project performance
- Project Execution
  • 1. Implement risk responses
  • 2. Manage procurement and suppliers
  • 3. Manage project work and deliverables
  • 4. Monitor and control work
  • 5. Facilitate team collaboration
- Project Initiation
  • 1. Align project with organizational strategy
  • 2. Define project purpose and justification
  • 3. Identify project boundaries and deliverables
  • 4. Obtain project approval
- Project Closure
  • 1. Capture lessons learned
  • 2. Release resources
  • 3. Archive project information
  • 4. Obtain final acceptance
  • 5. Complete project deliverables
- Agile & Hybrid Approaches
  • 1. Select appropriate delivery approach
  • 2. Apply agile principles and practices
  • 3. Adapt processes for context
  • 4. Manage iterative delivery
- Project Planning
  • 1. Plan change management
  • 2. Create schedule and cost estimates
  • 3. Define governance and approach
  • 4. Plan quality, risk, and resources
  • 5. Develop project scope and requirements
Topic 2: Business Environment26%- Value Delivery
  • 1. Balance constraints and priorities
  • 2. Ensure sustainability and impact
  • 3. Define and measure value
  • 4. Optimize benefits realization
- External Influences
  • 1. Regulatory and legal requirements
  • 2. Social and environmental considerations
  • 3. Market and industry trends
  • 4. Technological evolution (including AI)
- Organizational Alignment
  • 1. Manage organizational change
  • 2. Align projects with strategy and value
  • 3. Navigate governance and compliance
  • 4. Understand organizational structure and culture
Topic 3: People33%- Leadership
  • 1. Build and lead teams
  • 2. Promote collaborative working
  • 3. Empower team members and stakeholders
  • 4. Support team performance
  • 5. Mentor and coach team members
- Team Management
  • 1. Develop team skills and competencies
  • 2. Manage virtual and distributed teams
  • 3. Address team performance issues
  • 4. Establish team culture and values
  • 5. Manage team communication
- Stakeholder Engagement
  • 1. Engage and influence stakeholders
  • 2. Identify stakeholders
  • 3. Maintain stakeholder relationships
  • 4. Understand stakeholder needs and expectations
  • 5. Manage stakeholder conflict

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PMI PMP Exam | Valid PMP Test Question - Help you Pass PMP: PMP - Project Management Professional (2026) Exam

These PMP - Project Management Professional (2026) (PMP) practice test questions are customizable and give real PMP - Project Management Professional (2026) (PMP) exam experience. Windows computers support desktop software. The web-based PMP Practice Exam is supported by all browsers and operating systems.

PMI PMP - Project Management Professional (2026) Sample Questions (Q123-Q128):

NEW QUESTION # 123
Another name for an Ishikawa diagram is:

Answer: B


NEW QUESTION # 124
Throughout the project, the project manager consistently checks the work performance data and finds that two stakeholders are not engaged in the project as expected. In addition, another stakeholder always complains that they are often involved in irrelevant meetings. What should the project manager do first?

Answer: D

Explanation:
The symptoms point to misaligned stakeholder engagement: some stakeholders are under-engaged, while another is over-involved in low-value interactions. The project manager should first review and update the stakeholder engagement plan (C) to recalibrate who needs what level of involvement, through which channels, and for which decisions. Updating the plan ensures engagement is intentional and tailored- defining communications frequency, meeting invitations, decision roles, and information needs based on stakeholder influence and interest. Regular communication (A) is good practice, but without adjusting the engagement strategy it can perpetuate irrelevant meetings and still fail to engage the right people. Ishikawa root cause analysis (B) is more appropriate for technical or process defect analysis and is not the first response to an engagement misfit. Removing stakeholders from meetings (D) may be part of the updated plan, but doing it immediately without aligning expectations and decision rights can create gaps in governance and dissatisfaction. A refreshed engagement plan improves collaboration efficiency, reduces meeting waste, and increases the likelihood that key stakeholders participate at the right times.


NEW QUESTION # 125
A new project team has formed and the project manager notices that some of the team members do not feel comfortable being part of the project team As a result members of the team are working individually and not as a team What should the project manager do to resolve this?

Answer: D

Explanation:
Team building in project management is the process of developing a cohesive team that will work together to achieve successful outcomes12. It involves identifying the strengths and weaknesses of each member and using those insights to create an environment where collaboration, trust, and open communication are encouraged3. In this case, facilitating a team-building meeting can help address the issue of team members working individually rather than as a team. This meeting can help the team members understand each other better, build trust, and foster a sense of belonging, which can encourage them to work together as a team12.
:
Team Building in Project Management | PMI1
Team Building | Project Management Professional (PMP) - GreyCampus2
Ways to Create a Strong Project Team | PMI - Project Management Institute4 Team Building: Success Path to Project Management - Eduhubspot3


NEW QUESTION # 126
Development team members are located in three different time zones It is difficult to find a suitable time to hold the daily standup for all team members What should the project manager do?

Answer: B


NEW QUESTION # 127
A project manager assigned team members to work in pairs on a large amount of technical reports. At times, the project manager noticed that important information was not shared properly among the team. This has caused delivery delays and, ultimately, the failure to complete the project. What is the root cause of this issue?

Answer: C

Explanation:
The root cause of the issue is related to communication techniques. When important information is not shared properly among team members, it often points to a breakdown in communication methods rather than the structure of the team or their training. Effective communication is crucial in project management to ensure that all team members are aligned and aware of the project's requirements and progress. The pairing of team members is not inherently detrimental to team cohesiveness or the sharing of information, but the way in which communication is handled within these pairings can be. If the communication techniques are not correctly applied, it can lead to misunderstandings, misalignment, and information silos, which ultimately result in delivery delays and project failure.


NEW QUESTION # 128
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