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考试最内容大纲(中英文比照版)PMP为了让工程治理专业人士(PMP)适应专业进展的变化,PMI将在2023年1月12日对PMP考试的内容进展变化这些变化将在中国区2023年3月PMP考试中表达2023年12月考试不受影响此次变化是基于PMI对工程治理专业人士的角色描述争论(RDS),争论通过对全球范围内的PMP认证持有者进展问卷调查,确认了领域、任务、学问、技能版块的内容更RDS捕获来自各行业、各工作岗位、各地区的工程治理实践者的视角,作为PMP考试的根底,以确保其正确性和相关性2023年5月初,PMI公布了最PMP考试内容大纲英文版PMP考试大纲主要变化PMP的五大实践领域保持不变然而,各领域内的任务则被修改、添加或删除以下是对此次增内容的概述领域1启开工程,增加了三个任务——任务
2、任务
7、任务8j领域2工程打算,增加了一个任务——任务13领域3工程执行,增加了两个任务——任务
6、任务7领域4工程监视与掌握,增加了两个任务——任务
6、任务7领域5工程结尾,没有增任务绩效Initiating theProject工程启动域1f任务Perform projectassessment basedupon availableinformation,lessons learnedfrom previous依据现有信息、以前工程的阅历教训以及相关干系人projects,and meetingswith relevant stakeholders,in order to supportthe evaluationof the1的会谈状况进展工程评估,以支持在特定的假设条件feasibility ofnew productsor serviceswithin thegiven assumptionsand/or constraints.及制约因素下对产品或效劳的可行性推断识别基于业务需求的关键可交付成果,以治理客户期任务Identify key deliverables based on thebusiness requirements,in order to managecustomerexpectations anddirect theachievement ofproject goals.望和指导工程目标达成2任务Perform stakeholderanalysis using appropriate tools and techniques,in order to align运用适当的工具和技术来进展干系人分析,以便与干expectations and gain supportfor the project.系人期望相符,并获得其对工程的支持3任务Identify highlevel risks,assumptions,and constraintsbased on the currentenvironment,依据现有的环境、组织因素、历史数据和专家推断来organizational factors,historical dataand expertjudgment,in orderto proposean4识别高层级风险、假设条件和制约因素,以提议实施implementation strategy.策略通过汇编和分析收集的信息,参与制定工程章程,以任务Participate inthe developmentof the project charterby compilingand analyzinggathered5确保工程干系人就章程要素达成全都information,in orderto ensureproject stakeholdersare inagreement onits elements.任务Obtain project charter approvalfrom thesponsor,in orderto formalizethe authorityassigned获得发起人对工程章程的批准,以对工程经理正式授to the project managerandgain commitment andacceptance for the project.权,并得到其对工程的支持和认可61Conduct benefitanalysis withstakeholders includingsponsor,customer,subject matter与干系人(包括发起人、客户、主题专家)实施收益任务experts,in orderto validateproject alignmentwith organizationalstrategy andexpected分析,以确认工程与组织战略和所期望的商业价值相7business value.符IInform stakeholdersof the approved projectcharter,in orderto ensurecommon understanding任务of thekeydeliverables,milestones,and theirroles andresponsibilities.就批准的工程章程通知干系人,以确保干系人就关键8可交付成果、里程碑以及他们的角色与责任达成共识[•分析技能Analytical skills•学问•收益分析技术Benefit analysistechniques•与技Elements ofa projectcharter••工程章程要素能Estimation tools and techniques••估算工具和技术Strategic management••战略治理绩效Planning theProject工程规划域2任务Review andassess detailed project requirements,constraints,and assumptionswith依据工程章程和阅历教训,利用需求收集技术,与干系stakeholders based on the projectcharter,lessons learned,and byusing requirement人一起来评估具体的工程需求、制约因素和假设条件,1gathering techniques,in orderto establishdetailedproject deliverables.以确定具体的工程可交付成果任务Develop ascope management plan,based on the approvedproject scopeand usingscope依据批准的工程章程并使用范围治理技术,制定范围治2management techniques,in ordero define,maintain,and managethe scopeof heproject.理打算,以定义、维护和治理工程范围.务Developthecostmanagementplanbasedontheprojectscope,schedule,resources,approved3依据工程范围、进度、资源、批准的工程章程和其他信projectcharterandotherinformation,usingestimatingtechniques,inordertomanageproject息,制定本钱治理治理打算,运用估算技术,以治理工costs.程本钱任务Develop theproject schedulebased ontheapprovedproject deliverablesand milestones,scope,and resourcemanagement plans,in ordero managetimely completionof theproject.4依据批准的工程可交付成果和里程碑、范围,以及资源治理打算,制定工程进度打算,以治理工程准时完工在募Develop thehuman resourcemanagement plan by definingthe rolesand通过定义工程团队成员的角色和职责来制定人力5responsibilities oftheproject team members,in orderto createa project organizational2源治理打算,以创立工程组织架构并供给如何分派和structure andprovide guidanceregarding howresources willbe assignedand managed.]治理资源的指南r任务Develop thecommunications managementplan basedontheprojectorganizationstructure依据工程组织架构和干系人需求制定沟通治理打算,以and stakeholderrequirements,in orderto defineand managethe flowofproject information.6定义和治理工程信息流任务Develop theprocurement managementplan basedon heproject scope,budget,and依据工程范围、预算和进度制定选购治理打算,以确保schedule,in orderto ensure that therequired projectresources willbe available.7所需工程资源的可用性任务Develop the quality managementplan anddefine thequality standardsfortheproject andits8products,basedontheproject scope,risks,and requirements,in orderto preventthe依据工程范围、风险和需求制定质量治理打算并定义工occurrence ofdefects and control thecost ofquality.程质量标准,以预防缺陷发生并掌握质量本钱任务Develop thechange managementplan bydefining howchanges willbe addressedand通过定义如何处理和掌握变更,制定变更治理计划,以controlled,in orderto trackand managechange.9跟踪和治理变更LDevelop therisk managementplan byidentifying,analyzing,and prioritizingproject risks,通过风险识别、分析和优先级排序制定风险治理打算,任务and definingrisk response strategies,in orderto manageuncertainty andopportunity并定义风险应对策略,以治理工程生命周期中的不确定10throughout theproject lifecycle.性和时机L依据适用的政策和程序向相关干系人展现工程管理打任务Present theproject managementplan to the relevantstakeholders accordingto applicable算,以猎取批准来连续工程执行policies andprocedures,in orderto obtainapproval toproceed withproject execution.11任务召开启动会议,沟通工程开工、关键里程碑以及其他相Conduct kick-off meeting,communicating thestart oftheproject,key milestones,and other12关信息,以告知干系人,争取干系人参与,并获得干系relevant information,in orderto informand engagestakeholders andgaincommitment.人承诺任务Develop the stakeholder managementplan byanalyzing needs,interests,and potential通过分析需求、利益和潜在影响,制定干系人管impact,in orderto effectivelymanage stakeholders^^expectations andengage themin13理打算,以有效治理干系人期望并争取他们参与工程决project decisions.策•变更治理规划学问与Change managementplanning••本钱治理规划,包括工程预算工具和技术Cost managementplanning,including projectbudgeting tools and techniques•技能•沟通规划Communications planning•Contract typesand selectioncriteria••合同类型与选择标准Estimation tools and techniques••估算工具与技术Human resourceplanning••人力资源规划Lean andefficiency principles••精益与效率准则Procurement planning••选购规划Quality managementplanning••质量治理规划Requirements gatheringtechniques e.g.,planning sessions,brainstorming,and focus•需求收集技术(例如规划会议、头脑风暴和焦groups•点小组)Regulatory andenvironmental impactsassessment planning••监管与环境影响评估规划Risk managementplanning••风险治理规划Scope deconstructione.g.,WBS,Scope backlogtools and techniques••范围分解(例如WBS、范围待办列表)工具与Scope managementplanning•技术Stakeholder managementplanning••范围治理规划Time managementplanning,including schedulingtools and techniques••时间治理规划,包括制定进度打算工具和技术Workflow diagrammingtechniques••工作流程图技术绩效Executing theProject工程执行域3\cquire and manage projectresources byfollowing thehuman resourceand procurement任务1通过遵循人力资源和选购治理打算来猎取和治理工management plans,in orderto meetproject requirements.程资源,以满足工程需求任务2Manage taskexecution basedontheproject managementplan byleading anddeveloping the通过领导和进展工程团队,依据工程治理计划治理projectteam,in orderto achieveproject deliverables.工程任务执行,以实现工程可交付成果任务3Implement thequality managementplan usingthe appropriate tools and techniques,in使用适宜的工具和技术来实施质量治理计orderto ensurethatwork isperformed inaccordance withrequired qualit划炉蛔保按所需的质量标准完成工作fImplementapprovedchanges andcorrectiveactionsbyfollowingthechanmanagementplan,犯遵循变更治理打算实施已批准的变更和订正措任务4in orderto meetproject requirements.施,以满足工程需求Implement approvedactions byfollowing therisk managementplan,in ordcminimize the任务5尊循风险治理打算实施已批准的措施,以使见隐对impact ofthe risks and takeaidvantage ofopportunities ont敏普影响最小化,并充分利用时机IManage theflow ofinformation byfollowing thecommunications plan,in ostakeholders遵循海通钟剜治理信息流,以保持干系人参与和知任务6engaged andinformed.情Maintain stakeholderrelationships byfollowing thestakeholder managenienordertoreceive任务7慝循而系次治理打算维护干系人关系,以获得干系continued supportand manageexpectations.人持续支持并治理干系人期望I持续改进过程Continuous improvementprocesses Contractmanagement techniquesElements ofa学问与合同治理技术statement ofwork Interdependenciesamong projectelements Projectbudgeting toolsand技能工作说明书要素techniques Qualitystandard tools工程要素间的依靠关系工程预算工具和技术质量Vendor management techniques标准工具供给商治理技术绩效Monitoring andControlling theProject工程监控域4任务Measure project performance using appropriatetoolsandtechniques,in identifyand质附适当的工具和技术测量工程绩效,以识别和量化各种quantify anyvariances andcorrective actions.1偏差和订正措施任务Manage changesto theproject byfollowing thechange managementplan,toensurethat遵循堂费管理打算来治理工程变更,以确保工程目标照旧project goalsremain alignedwith businessneeds.2与商业需要保持全都任务3Verify thatprojectdeliverablesconform tothequalitystandards estaquality management酎避俄闲适】当酶工具和技术,3佥证工程可交付成果,planbyusingappropriatetoolsandtechniques,in projectrequirements andbusiness群合质)量管理打算所建立的质量标准,以满足工程需needs.求和业务需要任务Monitor andassess riskby determiningwhether exposurehas changedevaluating the坨通过打算风险敞口是否发生变化,以及评价风险也前策effectiveness ofresponsestrategies,in orderto managrisksandopportunities onthe4翻蚓有效性来监控和评估风险,以治理风险和时机对工程project.的影响任务评审问题)国说,如有需要进展更,使用适宜的:的史具Review theissue log,and updateif necessary,and determinecorrectiv usingappropriate5杷技术来确定订正措施,以使其对工程的toolsandtechniques,in orderto minimizethe impaproject.影响最小化任务Capture,analyze,andmanagelessons learnedusing lessonslearned matechniques,in】遹途使1用阅历教训治理技术来收集、分析和治理阅6ordertoenable continuousimprovement.历教训,以持续改进艮揭采购徐划将督选购活动,以验证符合工程目标任务Monitor procurementactivities accordingtotheprocurement plan,in ocompliance withprojectobjectives.7学问Performance measurementand trackingtechniques e.g.,EV,CPM,PERT,Trend•绩效测量与跟踪技术(例如EV、CPM、与技Analysis•PERT、趋势分析)能Process analysistechniques eg,LEAN,Kanban,Six Sigma••过程分析技术(例如精益、看板、六西格玛)Project controllimits e.g.,thresholds,tolerance••工程掌握界限(例如临界值、公差)Project financeprinciples••工程财务准则Project monitoringtoolsandtechniques*•工程监视工具与技术Project qualitybest practices and standardse.g.,ISO,BS,CMML IEEE••工程质量最正确实践与标准(例如ISO、BS、Quality measurementtools e.g.,statistical sampling,control charts,flow-charting,CMMk IEEE)inspection,assessment•Risk identificationand analysistechniques••质量测量技术(例如统计抽样、掌握图、流程图、检Risk responsetechniques•查、评估)Quality validationand verificationtechniques••风险识别与分析技术•风险响应技术绩效Closing heProject•质工量程确收认尾与核实技术域5|任务从相关干系人获得工程可交付成果的最终验收,以确认Obtain finalacceptance oftheprojectdeliverables from relevantstakeholders,in orderto1confirm thatprojectscopeand deliverableswere achieved.工程的范围和可交付成果已实现依据工程打算,将可交付成果的全部权移交给指定干系任务Transfer heownership ofdeliverables tothe assignedstakeholders inaccordance withtheproject plan,in orderto facilitateproject closure.人,以促进工程收尾2任务Obtain financial,legal,and administrativeclosure usinggenerally acceptedpracticesand以普遍公认的做法和政策来进展财务、法律和行政收尾,3policies,in orderto communicateformal projectclosure andensure transferof liability.以做好工程收尾的正式沟通,并确保责任的移交任务Prepareandsharethefinalprojectreportaccordingtothecommunicationsmanagementplan,依据沟通治理打算预备和共享最终的工程报告,以记录4in orderto documentand conveyprojectperformanceand assistin projectevaluation.和传递工程绩效,并帮助工程评估任务Collate lessonslearned thatwere documentedthroughout theproject andconduct a5comprehensive projectreview,in orderto updatethe organization,s整理工程过程中记录的阅历教训,并实施全面的卜织的学问库任务Archive projectdocuments andmaterials usinggenerally acceptedpractices,in orderto承受普遍公认的做法来归档工程文件和资料,以符合法6comply withstatutory requirementsand forpotential usein futureprojects andaudits.定要求,并可供今后工程以及审计的潜在使用任务Obtain feedbackfromrelevantstakeholders,usingappropriatetoolsandtechniques and依据干系人治理打算,使用适宜的工具和技术从相关干系人获得反响,以评估干系人的满足度basedonthestakeholdermanagementplan,in orderto evaluatetheir satisfaction.7f•文件归档实践与法规Archiving practicesand statutes••合规(法规/组织)[Compliance statute/organization•Contract closurerequirements••合同收尾需求Close-out procedures••收尾程序Feedback techniques••反响技术Performance measurementtechniques KPIand keysuccess factors••绩效测量技术(KPI和关键成功因素)Project reviewtechniques••工程评审技术Transition planningtechnique••移交规划技术全部绩效域Cross-Cutting Knowledgeand Skills穿插学问与技能•乐观倾听Active listening••应用法律和规章Applicable lawsand regulations••收益实现Benefits realization••头脑风暴技术Brainstorming techniques••商业敏锐Business acumen••变更治理技术Change managementtechniques•Coaching,mentoring,training,and motivationaltechniques••教练、指导、培训与鼓励技术Communication channels,tools,techniques,and methods••沟通渠道、工具、技术与方法Configuration management••配置治理Conflict resolution••冲突解决Customer satisfactionmetrics••客户满足度量指标Data gatheringtechniques••数据收集技术Decision making••决策Delegation techniques••授权技术Diversity andcultural sensitivity••多样性与文化敏感度Emotional intelligence••情商Expert judgmenttechnique••专家推断技术Facilitation••引导Generational sensitivityand diversity••代际敏感性与多样性Information managementtools,techniques,and methods••信息治理工具、技术与方法Interpersonal skills••人际关系技能Knowledge management••学问治理Leadership tools,techniques,and skills*Lessons learnedmanagementtechniques••领导力工具、技术与技能Meeting managementtechniques••阅历教训治理技术Negotiating andinfluencing techniquesand skills••会议治理技术Organizational andoperational awareness••谈判与影响技术与技能Peer-review processes••组织与运营意识Presentation toolsandtechniques••同行评审流程Prioritization/time management••演示工具与技术Problem-solving toolsandtechniques••优先级/时间治理Project financeprinciples••问题解决工具与技术Quality assuranceandcontrollechniques••工程财务准则Relationship management••质量保证与掌握技术Risk assessmenttechniques••关系治理Situational awareness••风险评估技术Stakeholder managementtechniques••情景意识Team-building techniques••干系人治理技术Virlual/remote teammanagement••团队建设技术。