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Prerequisites for the PMI PMP Exam

The question is, what are the requirements needed for this exam? The answer is that there are two main categories in which candidates have to fall, for being eligible for the PMP certification exam. It is not compulsory to fulfill both sets, the Candidate may fulfill either set one or set two.

Candidate must have:

  • 36 months leading projects.
  • A four-year academic record.
  • 35 hours of project management education.

OR

Candidate must have:

  • 60 months of leading projects.
  • A High School diploma or associate academic study record.
  • 35 hours of project management education.

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Monitoring and Controlling

The monitoring and controlling section will cover 7 key tasks as listed below:

  • Managing project changes by following the details of the change management plan;
  • Confirming if the project deliverables follow the quality standards as highlighted in the quality management plan;
  • Controlling procurement activities by following the procurement plan.
  • Monitoring and assessing risks;
  • Measuring project management performance using the right tools and techniques;
  • Capturing, analyzing, and managing the lessons learned using the lessons management techniques;

Reference: https://www.pmi.org/certifications/project-management-pmp

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PMI PMP 中文 Exam Syllabus Topics:

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

PMI Project Management Professional (2025 Version) (PMP中文版) Sample Questions:

一位项目经理正在负责一个流程改进项目。与该团队合作的业务分析师被指示要以高效的方式与生产线团队成员沟通。由于流程重复会影响他们的反应时间,因此生产线团队成员对流程改进以提高产品质量抱有浓厚的兴趣。
项目经理应该如何建议业务分析师改善与生产线团队的互动?

  • A. 咨询主题专家(SME),他们可以提供关于经常影响生产线运营的主要差距的见解。
  • B. 参考过去 10 个公司项目中用于流程改进的生产线生产经验教训。
  • C. 向过去两个月内与生产线团队成员共事过的人员发放调查问卷,征求他们的建议。
  • D. 为生产线团队成员举办研讨会,让他们积极参与流程改进的设计。
Reveal Solution  Discussion  0

Correct Answer: D  🗳️

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产品负责人将 20% 的时间投入到项目中。他向项目经理抱怨,团队成员通过邮件提出各种问题,并且拒绝提供工作量估算,直到所有问题都得到解答。这导致最终的工作量估算被延误。
项目经理应该怎么做?

  • A. 指导团队成员审阅给定的业务需求文档。
  • B. 在联系产品负责人之前,请先进行内部讨论。
  • C. 安排与所有相关方开会,讨论未决事项。
  • D. 运用专家判断,提供项目的粗略成本。
Reveal Solution  Discussion  0

Correct Answer: C  🗳️

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一个外部开发团队正在为该组织开发一个大型定制应用程序。由于需求尚未完全明确,项目经理与项目发起人决定采用混合开发模式。项目经理还与供应商达成一致,承诺在规定的迭代周期内完成最小可行产品(MVP)的需求,并根据新发现的需求对应用程序进行更新。
项目经理应该监控和分析哪些指标?

  • A. MVP 需求完成百分比、已完成迭代次数和正在进行的迭代次数。
  • B. MVP 中已完成的需求数量、被拒绝的需求数量和缺陷数量。
  • C. 人员工作的总天数、MVP 的剩余预算以及个人完成的项目数。
  • D. 已分配资源数量、MVP 工作项百分比和缺陷。
Reveal Solution  Discussion  0

Correct Answer: B  🗳️

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在项目启动会议上,两位关键利益相关者就项目范围和交付成果的验收问题发生了争论。项目经理应该重点关注哪些方面来解决争论?

  • A. 参考商业案例,确认对项目目标和价值创造的共同理解。
  • B. 与利益相关者进行头脑风暴,以完成项目范围说明并最终确定交付成果。
  • C. 首先更新风险登记册,记录范围差异,然后将其上报至下一级别。
  • D. 向项目发起人反映利益相关者的意见分歧,并寻求交付成果方面的指导。
Reveal Solution  Discussion  0

Correct Answer: A  🗳️

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在年度会议的会后总结中,项目经理意识到团队在处理赞助协议和活动后勤方面可以改进。具体来说,团队发现,在规划初期就与赞助商签订更清晰的合同,有助于避免最后一刻出现问题。
项目经理应该如何处理组织过程资产(OPA)?

  • A. 重点是根据与会者对赞助商合同流程的反馈意见,更新 OPA。
  • B. 使 OPA 与基于行业良好实践的一般活动管理指南保持一致。
  • C. 根据赞助商合同流程的当前项目评估建议,更新 OPA。
  • D. 在更新 OPA 之前,请等待下一个事件完成,以便在记录之前验证建议。
Reveal Solution  Discussion  0

Correct Answer: C  🗳️

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