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1、PMP考试最内容大纲（中英文比照版）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
2、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，没有增任务绩效域1Initiating the Project工程启动f任务1Perform project assessment based upon available information, lessons learned from previous projects, and meetings with
3、relevant stakeholders, in order to support the evaluation of the feasibility of new products or services within the given assumptions and/or constraints.依据现有信息、以前工程的阅历教训以及相关 干系人的会谈状况进展工程评估，以支持在特定 的假设条件及制约因素下对产品或效劳的 可行性推断。任务2Identify key deliverables based on the business requirements, in order to ma
4、nage customer expectations and direct the achievement of project goals.识别基于业务需求的关键可交付成果，以治理 客户期望和指导工程目标达成。任务3Perform stakeholder analysis using appropriate tools and techniques, in order to align expectations and gain support for the project.运用适当的工具和技术来进展干系人分析，以 便与干系人期望相符，并获得其对工程的支持任务4Identify high
5、level risks, assumptions, and constraints based on the current environment, organizational factors, historical data and expert judgment, in order to propose an implementation strategy.依据现有的环境、组织因素、历史数据和专家 推断来识别高层级风险、假设条件和制约因 素，以提议实施策略。任务5Participate in the development of the project charter by compi
6、ling and analyzing gathered information, in order to ensure project stakeholders are in agreement on its elements.通过汇编和分析收集的信息，参与制定工程章 程，以确保工程干系人就章程要素达成全都。任务6Obtain project charter approval from the sponsor, in order to formalize the authority assigned to the project manager and gain commitment and
7、acceptance for the project.获得发起人对工程章程的批准，以对工程经理 正式授权，并得到其对工程的支持和认可。1任务7Conduct benefit analysis with stakeholders (including sponsor, customer, subject matter experts), in order to validate project alignment with organizational strategy and expected business value.与干系人（包括发起人、客户、主题专家）实 施收益分析，以确认工程与组织
8、战略和所期望 的商业价值相符。I任务8Inform stakeholders of the approved project charter, in order to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities.就批准的工程章程通知干系人，以确保干系人 就关键可交付成果、里程碑以及他们的角色与 责任达成共识。学问 与技 能Analytical skills Benefit analysis techniques Elements of
9、a project charter Estimation tools and techniques Strategic management 分析技能收益分析技术工程章程要素估算工具和技术战略治理绩效域2Planning the Project工程规划任务1Review and assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned, and by using requirement gat
10、hering techniques, in order to establish detailed project deliverables.依据工程章程和阅历教训，利用需求收集技术， 与干系人一起来评估具体的工程需求、制约因素和 假设条件，以确定具体的工程可交付成果。任务2Develop a scope management plan, based on the approved project scope and using scope management techniques, in order (o define, maintain, and manage the scope of
11、(he project.依据批准的工程章程并使用范围治理技术，制定范 围治理打算，以定义、维护和治理工程范围。.务3Develop the cost management plan based on the project scope, schedule, resources, approved project charter and other information, using estimating techniques, in order to manage project costs.依据工程范围、进度、资源、批准的工程章程和其 他信息，制定本钱治理治理打算，运用估算技术， 以治理工
12、程本钱。任务4Develop the project schedule based on the approved project deliverables and milestones, scope, and resource management plans, in order (o manage timely completion of the project.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5Develop the human resource management plan by defining the rol
13、es andresponsibilities of the project team members, in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed.通过定义工程团队成员的角色和职责来制定人力2源治理打算，以创立工程组织架构并供给如何 分派和治理资源的指南。r任务6Develop the communications management plan based on the projec
14、t organization structure and stakeholder requirements, in order to define and manage the flow of project information.依据工程组织架构和干系人需求制定沟通治理打算， 以定义和治理工程信息流。任务7Develop the procurement management plan based on (he project scope, budget, and schedule, in order to ensure that the required project resources
15、 will be available.依据工程范围、预算和进度制定选购治理打算， 以确保所需工程资源的可用性。任务8Develop the quality management plan and define the quality standards for the project and its products, based on the project scope, risks, and requirements, in order to prevent the occurrence of defects and control the cost of quality.依据工程范围、风
16、险和需求制定质量治理打算并定 义工程质量标准，以预防缺陷发生并掌握质量本 钱。任务9Develop the change management plan by defining how changes will be addressed and controlled, in order to track and manage change.通过定义如何处理和掌握变更，制定变更治理计 划，以跟踪和治理变更。L任务10Develop the risk management plan by identifying, analyzing, and prioritizing project risks,
17、 and defining risk response strategies, in order to manage uncertainty and opportunity throughout the project life cycle.通过风险识别、分析和优先级排序制定风险治理打 算，并定义风险应对策略，以治理工程生命周期 中的不确定性和时机。L任务11Present the project management plan to the relevant stakeholders according to applicable policies and procedures, in or
18、der to obtain approval to proceed with project execution.依据适用的政策和程序向相关干系人展现工程管 理打算，以猎取批准来连续工程执行。任务12Conduct kick-off meeting, communicating the start of the project, key milestones, and other relevant information, in order to inform and engage stakeholders and gain commitment.召开启动会议，沟通工程开工、关键里程碑以及 其
19、他相关信息，以告知干系人，争取干系人参与， 并获得干系人承诺。任务13Develop the stakeholder management plan by analyzing needs, interests, and potential impact, in order to effectively manage stakeholders expectations and engage them in project decisions.通过分析需求、利益和潜在影响，制定干系人管理打算，以有效治理干系人期望并争取他们参与工 程决策。学问 与技 能Change management plann
20、ing Cost management planning, including project budgeting tools and techniques Communications planning Contract types and selection criteria Estimation tools and techniques Human resource planning Lean and efficiency principles Procurement planning Quality management planning Requirements gathering
21、techniques (e.g., planning sessions, brainstorming, and focus groups) Regulatory and environmental impacts assessment planning Risk management planning Scope deconstruction (e.g., WBS, Scope backlog) tools and techniques Scope management planning Stakeholder management planning Time management plann
22、ing, including scheduling tools and techniques Workflow diagramming techniques 变更治理规划 本钱治理规划，包括工程预算工具和技术 沟通规划 合同类型与选择标准 估算工具与技术 人力资源规划 精益与效率准则 选购规划 质量治理规划需求收集技术（例如规划会议、头脑风暴和焦点小组） 监管与环境影响评估规划 风险治理规划 范围分解（例如WBS、范围待办列表）工具与技术 范围治理规划 时间治理规划，包括制定进度打算工具和技术 工作流程图技术绩效域3Executing the Project工程执行任务1cquire and
23、manage project resources by following the human resource and procurement management plans, in order to meet project requirements.通过遵循人力资源和选购治理打算来猎取和 治理工程资源，以满足工程需求任务2Manage task execution based on the project management plan by leading and developing the project team, in order to achieve project del
24、iverables.通过领导和进展工程团队，依据工程治理计 划治理工程任务执行，以实现工程可交付成 果。任务3Implement the quality management plan using the appropriate tools and techniques, in使用适宜的工具和技术来实施质量治理计order to ensure that work is performed in accordance with required qualit划炉 蛔保按所需的质量标准完成工作。f任务4Implement approved changes and corrective action
25、s by following the chan management plan, in order to meet project requirements.犯遵循变更治理打算实施已批准的变更和订正 措施，以满足工程需求。任务5Implement approved actions by following the risk management plan, in ordc minimize the impact of the risks and take aidvantage of opportunities on t尊循风险治理打算实施已批准的措施，以使 见隐对敏普影响最小化，并充分利用时机
26、。I任务6Manage the flow of information by following the communications plan, in o stakeholders engaged and informed.遵循海通钟剜治理信息流，以保持干系人参 与和知情。任务7Maintain stakeholder relationships by following the stakeholder managenien order to receive continued support and manage expectations.慝循而系次治理打算维护干系人关系，以获 得干系人持
27、续支持并治理干系人期望。I学问 与技 能Continuous improvement processes Contract management techniques Elements of a statement of work Interdependencies among project elements Project budgeting tools and techniques Quality standard toolsVendor management techniques持续改进过程合同治理技术工作说明书要素工程要素间的依靠关系 工程预算工具和技术 质量标准工具供给商治理技术绩
28、效域4Monitoring and Controlling the Project工程监控任务1Measure project performance using appropriate tools and techniques, in identify and quantify any variances and corrective actions.质附适当的工具和技术测量工程绩效，以识别和 量化各种偏差和订正措施。任务2Manage changes to the project by following the change management plan, to ensure that
29、 project goals remain aligned with business needs.遵循堂费管理打算来治理工程变更，以确保工程 目标照旧与商业需要保持全都。任务 3Verify that project deliverables conform to the quality standards esta quality management plan by using appropriate tools and techniques, in project requirements and business needs.酎避俄闲适】当酶工具和技术，3佥证工程可交付成 果,群合质
30、）量管理打算所建立的质量标准，以满足 工程需求和业务需要。任务4Monitor and assess risk by determining whether exposure has changed evaluating the effectiveness of response strategies, in order to manag risks and opportunities on the project.坨通过打算风险敞口是否发生变化，以及评价风险 也前策翻蚓有效性来监控和评估风险，以治理风 险和时机对工程的影响。任务5Review the issue log, and updat
31、e if necessary, and determine correctiv using appropriate tools and techniques, in order to minimize the impa project.评审问题）国说，如有需要进展更，使用适宜的 :的史具杷技术来确定订正措施，以使其对工程的影响最小化。任务6Capture, analyze, and manage lessons learned using lessons learned ma techniques, in order to enable continuous improvement.】遹途使1
32、用阅历教训治理技术来收集、分析和治理 阅历教训，以持续改进任务7Monitor procurement activities according to the procurement plan, in o compliance with project objectives.艮揭采购徐划将督选购活动，以验证符合工程目 标。学问Performance measurement and tracking techniques (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 analysis t
33、echniques (eg, LEAN, Kanban, Six Sigma) Project control limits (e.g., thresholds, tolerance) Project finance principles Project monitoring tools and techniques*Project quality best practices and standards (e.g., ISO, BS, CMML IEEE) Quality measurement tools (e.g., statistical sampling, control chart
34、s, flow- charting, inspection, assessment) Risk identification and analysis techniques Risk response techniques Quality validation and verification techniques 过程分析技术（例如：精益、看板、六西格玛） 工程掌握界限（例如：临界值、公差） 工程财务准则 工程监视工具与技术 工程质量最正确实践与标准（例如：ISO、BS、CMMk IEEE） 质量测量技术（例如：统计抽样、掌握图、流程 图、检查、评估） 风险识别与分析技术 风险响应技术 质量
35、确认与核实技术绩效域5Closing (he Project工程收尾|任务1Obtain final acceptance of the project deliverables from relevant stakeholders, in order to confirm that project scope and deliverables were achieved.从相关干系人获得工程可交付成果的最终验收， 以确认工程的范围和可交付成果已实现。任务2Transfer (he ownership of deliverables to the assigned stakeholders i
36、n accordance with the project plan, in order to facilitate project closure.依据工程打算，将可交付成果的全部权移交给指 定干系人，以促进工程收尾。任务3任务4任务5任务6Obtain financial, legal, and administrative closure using generally accepted practices and policies, in order to communicate formal project closure and ensure transfer of liabili
37、ty.以普遍公认的做法和政策来进展财务、法律和行政 收尾，以做好工程收尾的正式沟通，并确保责任 的移交。Prepare and share the final project report according to the communications management plan, in order to document and convey project performance and assist in project evaluation.依据沟通治理打算预备和共享最终的工程报告， 以记录和传递工程绩效，并帮助工程评估。Collate lessons learned that w
38、ere documented throughout the project and conduct a comprehensive project review, in order to update the 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。Archive project documents and materials using generally accepted practices, in order to comply with statutory requirements and for potential use in fut
39、ure projects and audits.承受普遍公认的做法来归档工程文件和资料，以符 合法定要求，并可供今后工程以及审计的潜在使 用。任务7Obtain feedback from relevant stakeholders, using appropriate tools and techniques and based on the stakeholder management plan, in order to evaluate their satisfaction.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。fArchiving pra
40、ctices and statutes Compliance (statute/organization) Contract closure requirements Close-out procedures Feedback techniques 文件归档实践与法规合规（法规/组织）合同收尾需求收尾程序反响技术绩效测量技术（KPI和关键成功因素）工程评审技术移交规划技术Performance measurement techniques (KPI and key success factors) Project review techniques Transition planning te
41、chnique 全部绩效域Cross-Cutting Knowledge and Skills穿插学问与技能Active listening Applicable laws and regulations Benefits realization Brainstorming techniques Business acumen Change management techniques Coaching, mentoring, training, and motivational techniques Communication channels, tools, techniques, and
42、methods Configuration management Conflict resolution Customer satisfaction metrics Data gathering techniques Decision making Delegation techniques Diversity and cultural sensitivity Emotional intelligence Expert judgment technique Facilitation Generational sensitivity and diversity Information manag
43、ement tools, techniques, and methods Interpersonal skills Knowledge management Leadership tools, techniques, and skills*Lessons learned management techniques Meeting management techniques Negotiating and influencing techniques and skills Organizational and operational awareness Peer-review processes
44、 Presentation tools and techniques Prioritization/time management Problem-solving tools and techniques Project finance principles Quality assurance and control lechniques Relationship management Risk assessment techniques Situational awareness Stakeholder management techniques Team-building techniqu
45、es Virlual/remote team management 乐观倾听应用法律和规章收益实现头脑风暴技术商业敏锐变更治理技术教练、指导、培训与鼓励技术沟通渠道、工具、技术与方法配置治理冲突解决客户满足度量指标数据收集技术决策授权技术多样性与文化敏感度情商专家推断技术引导 代际敏感性与多样性 信息治理工具、技术与方法 人际关系技能 学问治理 领导力工具、技术与技能 阅历教训治理技术 会议治理技术 谈判与影响技术与技能 组织与运营意识 同行评审流程 演示工具与技术 优先级/时间治理 问题解决工具与技术 工程财务准则 质量保证与掌握技术 关系治理 风险评估技术 情景意识 干系人治理技术 团队建设技术 虚拟/远程团队治理