2023年-PMP项目管理师考试大纲(中英对照)

1PMP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，PMI2023112日对PMP考试的内容进展变化。这些20233PMP考试中表达。202312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。20235月初，PMIPMP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：1启开工程，增加了三个任务——278j2工程打算，增加了一个任务——133工程执行，增加了两个任务——674工程监视与掌握，增加了两个任务——675工程结尾，没有增任务绩效绩效InitiatingtheProject工程启动1任务1Performprojectassessmentbaseduponavailableinformation,lessonslearnedfrompreviousprojects,andmeetingswithrelevantstakeholders,inordertosupporttheevaluationofthefeasibilityofnewproductsorserviceswithinthegivenassumptionsand/orconstraints.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2Identifykeydeliverablesbasedonthebusinessrequirements,inordertomanagecustomerexpectationsanddirecttheachievementofprojectgoals.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3Performstakeholderanalysisusingappropriatetoolsandtechniques,inordertoalignexpectationsandgainsupportfortheproject.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4Identifyhighlevelrisks,assumptions,andconstraintsbasedonthecurrentenvironment,organizationalfactors,historicaldataandexpertjudgment,inordertoproposeanimplementationstrategy.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5Participateinthedevelopmentoftheprojectcharterbycompilingandanalyzinggatheredinformation,inordertoensureprojectstakeholdersareinagreementonitselements.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。责任达成共识。学问Analyticalskills分析技能与技Benefitanalysistechniques收益分析技术能Elementsofaprojectcharter工程章程要素Estimationtoolsandtechniques估算工具和技术Strategicmanagement战略治理绩效PlanningtheProject2任务Reviewandassessdetailedprojectrequirements,constraints,andassumptionswithstakeholdersbasedontheprojectcharter,lessonslearned,andbyusingrequirementgatheringtechniques,inordertoestablishdetailedprojectdeliverables.任务Developascopemanagementplan,basedontheapprovedprojectscopeandusingscopemanagementtechniques,inordertodefine,maintain,andmanagethescopeoftheproject.任务Developthecostmanagementplanbasedontheprojectscope,schedule,resources,approvedprojectcharterandotherinformation,usingestimatingtechniques,inordertomanageprojectcosts.任务Developtheprojectschedulebasedontheapprovedprojectdeliverablesandmilestones,scope,andresourcemanagementplans,inordertomanagetimelycompletionoftheproject.任务Developthehumanresourcemanagementplanbydefiningtherolesand

工程规划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。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。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，以治理工程本钱。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。通过定义工程团队成员的角色和职责来制定人力responsibilitiesoftheprojectteammembers,inordertocreateaprojectorganizational资源治理打算，以创立工程组织架构并供给如何structureandprovideguidanceregardinghowresourceswillbeassignedand 分派和治理资源的指南。managed.任务6Obtainprojectcharterapprovalfromthesponsor,inorderto任务6Obtainprojectcharterapprovalfromthesponsor,inordertoformalizetheauthorityassignedtotheprojectmanagerandgaincommitmentandacceptancefortheproject.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。任务7Conductbenefitanalysiswithstakeholders(includingsponsor,customer,subjectmatterexperts),inordertovalidateprojectalignmentwithorganizationalstrategyandexpectedbusinessvalue.与干系人〔包括发起人、客户、主题专家〕实施收益分析，以确认工程与组织战略和所期望的商业价值相符。任务8Informstakeholdersoftheapprovedprojectcharter,inordertoensurecommonunderstandingofthekeydeliverables,milestones,andtheirrolesandresponsibilities.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structureandstakeholderrequirements,inordertodefineandmanagetheflowofprojectinformation.任务Developtheprocurementmanagementplanbasedontheprojectscope,budget,andschedule,inordertoensurethattherequiredprojectresourceswillbeavailable.任务Developthequalitymanagementplananddefinethequalitystandardsfortheprojectanditsproducts,basedontheprojectscope,risks,andrequirements,inordertopreventtheoccurrenceofdefectsandcontrolthecostofquality.

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。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。依据工程范围、风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Developthechangemanagementplanbydefininghowchangeswillbeaddressedand 通过定义如何处理和掌握变更，制定变更治理计controlled,inordertotrackandmanagechange. 划，以跟踪和治理变更。任务Developtheriskmanagementplanbyidentifying,analyzing,andprioritizingprojectrisks,anddefiningriskresponsestrategies,inordertomanageuncertaintyandopportunitythroughouttheprojectlifecycle.任务Presenttheprojectmanagementplantotherelevantstakeholdersaccordingto

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。依据适用的政策和程序向相关干系人展现工程管applicablepoliciesandprocedures,inordertoobtainapprovaltoproceedwithproject 理打算，以猎取批准来连续工程执行。execution.任务Conductkick-offmeeting,communicatingthestartoftheproject,keymilestones,and 召开启动会议，沟通工程开工、关键里程碑以及otherrelevantinformation,inordertoinformandengagestakeholdersandgaincommitment.

其他相关信息，以告知干系人，争取干系人参与，并获得干系人承诺。任务Developthestakeholdermanagementplanbyanalyzingneeds,interests,andpotential 通过分析需求、利益和潜在影响，制定干系人管impact,inordertoeffectivelymanagestakeholders”expectationsandengagetheminprojectdecisions.学问Changemanagementplanning与技Costmanagementplanning,includingprojectbudgetingtoolsandtechniques能 CommunicationsplanningContracttypesandselectioncriteriaEstimationtoolsandtechniquesHumanresourceplanningLeanandefficiencyprinciplesProcurementplanningQualitymanagementplanning

理打算，以有效治理干系人期望并争取他们参与工程决策。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Requirementsgatheringtechniques(e.g.,planningsessions,brainstorming,andfocus 需求收集技术〔例如规划会议、头脑风暴和焦groups)RegulatoryandenvironmentalimpactsassessmentplanningRiskmanagementplanningScopedeconstruction(e.g.,WBS,Scopebacklog)toolsandtechniquesScopemanagementplanningStakeholdermanagementplanningTimemanagementplanning,includingschedulingtoolsandtechniquesWorkflowdiagrammingtechniques

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 绩效 ExecutingtheProject工程执行1Acquireandmanageprojectresourcesbyfollowingthehumanresourceandprocurementmanagementplans,inordertomeetprojectrequirements.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2Managetaskexecutionbasedontheprojectmanagementplanbyleadinganddevelopingtheprojectteam,inordertoachieveprojectdeliverables.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。3Implementthequalitymanagementplanusingtheappropriatetoolsandtechniques,in使用适宜的工具和技术来实施质量治理计orderordertoensurethatworkisperformedinaccordancewithrequiredqualittnad.所需的质量标准完成工作。4Implementapprovedchangesandcorrectiveactionsbyfollowingthechange遵循变更治理打算实施已批准的变更和订正managementplan,inordertomeetprojectrequirements.措施，以满足工程需求。任务5Implementapprovedactionsbyfollowingtheriskmanagementplan,inordeo风险治理打算实施已批准的措施，以使minimizetheimpactoftherisksandtakeadvantageofopportunitiesontepoet影响最小化，并充分利用时机。任务6Managetheflowofinformationbyfollowingthecommunicationsplan,inodrtep治理信息流，以保持干系人参stakeholdersengagedandinformed.与和知情。任务7Maintainstakeholderrelationshipsbyfollowingthestakeholdermanagemenlnn治理打算维护干系人关系，以获ordertoreceivecontinuedsupportandmanageexpectations.得干系人持续支持并治理干系人期望。学问Continuousimprovementprocesses持续改进过程与技Contractmanagementtechniques合同治理技术能Elementsofastatementofwork工作说明书要素Interdependenciesamongprojectelements工程要素间的依靠关系Projectbudgetingtoolsandtechniques工程预算工具和技术Qualitystandardtools质量标准工具Vendormanagementtechniques供给商治理技术绩效绩效MonitoringandControllingtheProject工程监控4任务1Measureprojectperformanceusingappropriatetoolsandtechniques,inorderto工具和技术测量工程绩效，以识别和identifyandquantifyanyvariancesandcorrectiveactions.量化各种偏差和订正措施。任务Managechangestotheprojectbyfollowingthechangemanagementplan,inorder理打算来治理工程变更，以确保工程2toensurethatprojectgoalsremainalignedwithbusinessneeds.目标照旧与商业需要保持全都。任务3Verifythatprojectdeliverablesconformtothequalitystandardsestablishedinthe工具和技术，验证工程可交付成qualitymanagementplanbyusingappropriatetoolsandtechniques,inordertomeet打算所建立的质量标准，以满足projectrequirementsandbusinessneeds.工程需求和业务需要。任务4Monitorandassessriskbydeterminingwhetherexposurehaschangedand过打算风险敞口是否发生变化，以及评价风险evaluatingtheeffectivenessofresponsestrategies,inordertomanagetheimpactof来监控和评估风险，以治理风risksandopportunitiesontheproject.险和时机对工程的影响。任务5Reviewtheissuelog,andupdateifnecessary,anddeterminecorrectiveactionsby，如有需要进展更，使用适宜的usingappropriatetoolsandtechniques,inordertominimizetheimpactonthe技术来确定订正措施，以使其对工程的project.影响最小化。任务6Capture,analyze,andmanagelessonslearnedusinglessonslearnedmanagement阅历教训治理技术来收集、分析和治理techniques,inordertoenablecontinuousimprovement.阅历教训，以持续改进任务Monitorprocurementactivitiesaccordingtotheprocurementplan,inordertoverify督选购活动，以验证符合工程目7compliancewithprojectobjectives.标。学问 学问 Performancemeasurementandtrackingtechniques(e.g.,EV,CPM,PERT,Trend与技Analysis)能 Processanalysistechniques(e.g.,LEAN,Kanban,SixSigma)Projectcontrollimits(e.g.,thresholds,tolerance)ProjectfinanceprinciplesProjectmonitoringtoolsandtechniquesProjectqualitybestpracticesandstandards(e.g.,ISO,BS,CMMI,IEEE)Qualitymeasurementtools(e.g.,statisticalsampling,controlcharts,flow-charting,inspection,assessment)RiskidentificationandanalysistechniquesRiskresponsetechniquesQualityvalidationandverificationtechniques绩效测量与跟踪技术〔例如：EV、CPM、PERT、趋势分析〕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、CMMI、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确认与核实技术绩效ClosingtheProject5

工程收尾任务Obtainfinalacceptanceoftheprojectdeliverablesfromrelevantstakeholders,inorder 从相关干系人获得工程可交付成果的最终验收，toconfirmthatprojectscopeanddeliverableswereachieved. 以确认工程的范围和可交付成果已实现。任务Transfertheownershipofdeliverablestotheassignedstakeholdersinaccordancewith 依据工程打算，将可交付成果的全部权移交给指theprojectplan,inordertofacilitateprojectclosure. 定干系人，以促进工程收尾。任务Obtainfinancial,legal,andadministrativeclosureusinggenerallyacceptedpracticesandpolicies,inordertocommunicateformalprojectclosureandensuretransferofliability.任务Prepareandsharethefinalprojectreportaccordingtothecommunicationsmanagementplan,inordertodocumentandconveyprojectperformanceandassistinprojectevaluation.任务Collatelessonslearnedthatweredocumentedthroughouttheprojectandconducta

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。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。整理工程过程中记录的阅历教训，并实施全面的comprehensiveprojectreview,inordertoupdatetheorganization’sknwegae更组织的学问库。任务Archiveprojectdocumentsandmaterialsusinggenerallyacceptedpractices,inordertocomplywithstatutoryrequirementsandforpotentialuseinfutureprojectsandaudits.任务Obtainfeedbackfromrelevantstakeholders,usingappropriatetoolsandtechniques

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。依据干系人治理打算，使用适宜的工具和技术从andbasedonthestakeholdermanagementplan,inordertoevaluatetheirsatisfaction. 相关干系人获得反响，以评估干系人的满足度。ArchivingpracticesandstatutesCompliance(statute/organization)ContractclosurerequirementsClose-outproceduresFeedbacktechniques

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Performancemeasurementtechniques(KPIandkeysuccessfactors)ProjectreviewtechniquesTransitionplanningtechnique

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全部绩效域Cross-CuttingKnowledgeandSkillsActivelisteningApplicablelawsandregulationsBenefitsrealizationBrainstormingtechniquesBusinessacumenChangemanagementtechniques

穿插学问与技能乐观倾听应用法律