CAPM® Syllabus — Learning Objectives by Domain

Use this syllabus as your CAPM® coverage checklist. Work through each domain in order and drill targeted sets after every section.

What’s covered

• Project Management Fundamentals and Core Concepts (36%)
• Predictive, Plan-Based Methodologies (17%)
• Agile Frameworks/Methodologies (20%)
• Business Analysis Frameworks (27%)

Project Management Fundamentals and Core Concepts (36%)

Practice this topic →

Task 1 — Project life cycles and processes

• Distinguish between a project, a program, and a portfolio (concept).
• Distinguish between a project and operations (concept).
• Explain how projects create value through outcomes and benefits (concept).
• Explain how a project can be a vehicle for organizational change (concept).
• Distinguish between predictive, adaptive, and hybrid approaches and identify when each is appropriate (concept).
• Distinguish between issues, risks, assumptions, constraints, and dependencies in a scenario (concept).
• Explain PMI’s five project management focus areas (Initiating, Planning, Executing, Monitoring and Controlling, Closing) and what decisions typically occur in each (concept).
• Explain PMI’s seven project management performance domains and how they provide an integrated view of project work (concept).
• Review or critique scope for missing boundaries, unclear assumptions, or weak acceptance criteria (concept).
• Recognize scope creep signals and determine when a change request is required (concept).
• Apply PMI’s Code of Ethics and Professional Conduct to select the safest action in an ethics scenario (concept).
• Explain tailoring as selecting fit-for-purpose practices and artifacts based on context and constraints (concept).

Task 2 — Project management planning

• Explain why planning is needed across scope, schedule, cost/finance, quality, resources, communications, risk, and procurement (concept).
• Distinguish between the deliverables of a project management plan and a product management plan (concept).
• Distinguish between a milestone and a task duration and interpret what each implies for planning and tracking (concept).
• Identify key inputs to planning (assumptions, constraints, dependencies, stakeholder needs) and document them appropriately (concept).
• Determine the number and type of resources required for a plan given scope and schedule constraints (concept).
• Use a risk register in a given situation to capture risk, owner, response, and monitoring trigger (concept).
• Use a stakeholder register in a given situation to capture influence, needs, and engagement approach (concept).
• Explain baselines (scope, schedule, cost) and why a defined reference is needed for control (concept).
• Explain project closure and transitions and identify common closure activities (acceptance, handover, lessons learned) (concept).
• Explain benefits planning at a high level (defining outcomes, measures, and transition readiness) (concept).
• Identify common planning pitfalls (unclear scope, missing acceptance criteria, unrealistic constraints) and choose a corrective action (concept).
• Select the best next planning step when key information is missing or stakeholders are misaligned (concept).

Task 3 — Project roles and responsibilities

• Compare and contrast the roles and responsibilities of project managers and project sponsors (concept).
• Compare and contrast the roles and responsibilities of the project team and the project sponsor (concept).
• Explain why role clarity and decision rights prevent rework and delays (concept).
• Explain the importance of the project manager’s role (initiator, negotiator, listener, coach, working member, facilitator) (concept).
• Distinguish between leadership and management and apply the distinction to a scenario (concept).
• Explain emotional intelligence (EQ) and identify how it affects communication, conflict, and team performance (concept).
• Use a responsibility assignment concept (e.g., RACI) to clarify who is responsible, accountable, consulted, and informed (concept).
• Recognize when escalation is required and identify an appropriate escalation path (concept).
• Identify common team dynamics and collaboration issues and choose an appropriate project manager response (concept).
• Determine who should approve, contribute to, or be informed about a decision based on their role and authority (concept).

Task 4 — Execute planned strategies and frameworks

• Follow a communication strategy to select the right channel, cadence, and level of detail for a stakeholder group (concept).
• Execute a planned risk strategy by implementing responses and monitoring triggers (concept).
• Differentiate when to use an issue log versus a risk register (concept).
• Execute a stakeholder engagement approach and adjust it based on feedback and outcomes (concept).
• Apply a change control flow: capture request, analyze impacts, approve/reject, update plans, and communicate (concept).
• Monitor performance indicators and choose an appropriate corrective action when results deviate from plan (concept).
• Explain project initiation steps and benefit planning and identify what must be clarified before execution begins (concept).
• Use facilitation and meeting practices to keep execution aligned to objectives and constraints (concept).
• Document decisions, assumptions, and actions so that governance and traceability are preserved (concept).
• Identify when to re-plan due to new constraints, new information, or material changes (concept).

Task 5 — Problem-solving tools and techniques

• Evaluate the effectiveness of a meeting based on purpose, participation, outcomes, and follow-up actions (concept).
• Select an appropriate collaboration technique for a scenario (standup, brainstorming, focus group, workshop) (concept).
• Explain the purpose of brainstorming and describe how to converge on decisions using lightweight techniques (concept).
• Use a root-cause analysis technique (e.g., 5 Whys) to diagnose an issue (concept).
• Use a cause-and-effect (fishbone) framing to categorize contributing factors (concept).
• Apply a simple decision matrix or trade-off analysis to choose among options (concept).
• Select a conflict resolution approach appropriate to the situation and relationship constraints (concept).
• Use retrospective or lessons learned outputs to propose a measurable process improvement (concept).
• Recognize group decision pitfalls (e.g., anchoring, groupthink) and choose a facilitation countermeasure (concept).
• Write a clear problem statement that separates symptoms from root cause and avoids jumping to solutions (concept).

Predictive, Plan-Based Methodologies (17%)

Practice this topic →

Task 1 — When to use a predictive, plan-based approach

• Identify scenarios where a predictive, plan-based approach is appropriate (stable requirements, limited change, compliance constraints) (concept).
• Assess suitability of a predictive approach for different organizational structures (virtual, co-located, matrix, hierarchical) (concept).
• Determine typical activities that occur within Initiating, Planning, Executing, Monitoring and Controlling, and Closing in a predictive environment (concept).
• Give examples of activities within common predictive processes (scope, schedule, finance, resources, risk, communications) (concept).
• Distinguish between deliverables, work packages, activities, and milestones (concept).
• Distinguish between requirements, scope, and acceptance criteria and identify which is missing in a scenario (concept).
• Explain how baselines support predictability and control in a plan-based project (concept).
• Identify dependencies and constraints that must be surfaced early for predictive plans to be reliable (concept).
• Explain why integrated planning is needed to align scope, schedule, cost/finance, and risk (concept).
• Recognize common predictive pitfalls (over-optimism, unclear scope, underestimating rework) and choose a mitigation (concept).
• Select the most appropriate approach (predictive vs adaptive vs hybrid) when the scenario includes mixed constraints (concept).
• Differentiate between corrective action and approved change and choose the right path for a deviation (concept).

Task 2 — Project schedule and plan components

• Explain work breakdown structures (WBS) and how decomposition supports estimating and control (concept).
• Explain work packages and how they relate to deliverables, responsibilities, and acceptance (concept).
• Sequence activities using dependencies and interpret the resulting network logic (concept).
• Apply critical path method to identify the longest path and explain float conceptually (concept).
• Calculate expected duration using a simple three-point (PERT) estimate and interpret the result (concept).
• Calculate schedule variance (SV) using earned value concepts and interpret what the sign implies (concept).
• Explain how resource constraints affect schedules and recognize when leveling or smoothing is needed (concept).
• Apply a quality management plan conceptually by identifying quality activities that must be scheduled (inspections, reviews, tests) (concept).
• Apply an integration management plan conceptually by coordinating changes across subsidiary plans (concept).
• Select an appropriate schedule control action when the baseline is at risk (re-sequence, adjust resources, de-scope) (concept).
• Explain schedule reporting (status, forecast, risks to milestones) and tailor the message to stakeholders (concept).

Task 3 — Document and control predictive projects

• Identify artifacts commonly used in predictive, plan-based projects (charter, scope statement, WBS, schedule baseline, budget, risk register, issue log, change log) (concept).
• Differentiate control artifacts (baselines, logs, registers) from working documents and explain why the difference matters (concept).
• Define PV, EV, and AC and explain what each represents in earned value analysis (concept).
• Calculate schedule variance (SV) and cost variance (CV) and interpret the sign of each (concept).
• Calculate schedule performance index (SPI) and cost performance index (CPI) and interpret values relative to 1.0 (concept).
• Explain BAC, EAC, and ETC conceptually and use them to describe a forecast direction (concept).
• Identify when a deviation should be handled as corrective action versus formal change control (concept).
• Document risk responses and issue resolutions so that owners, dates, and outcomes are traceable (concept).
• Use basic quality monitoring signals (defects, trends, control limits concept) to decide when to investigate (concept).
• Select the right report or log to update based on the scenario (status report vs issue log vs change log) (concept).
• Maintain artifact versioning and approvals for key baseline documents to preserve governance (concept).
• Explain how progress reporting differs from value delivery and why “percent complete” can be misleading without clear criteria (concept).

Agile Frameworks/Methodologies (20%)

Practice this topic →

Task 1 — When to use an adaptive approach

• Explain when an adaptive approach is appropriate (uncertainty, evolving requirements, frequent feedback needs) (concept).
• Compare the pros and cons of adaptive and predictive, plan-based projects (concept).
• Identify the suitability of adaptive approaches for different organizational structures (virtual, co-located, matrix, hierarchical) (concept).
• Identify organizational process assets that facilitate adaptive delivery (templates, definitions of done, working agreements) (concept).
• Identify enterprise environmental factors that facilitate or constrain adaptive delivery (culture, tooling, governance, risk tolerance) (concept).
• Explain how adaptive delivery manages scope through prioritization and incremental delivery rather than fixed upfront scope (concept).
• Identify common adaptive tracking metrics (burn-down, cycle time, throughput) and what they indicate (concept).
• Recognize when hybrid delivery is appropriate and describe a simple hybrid split of responsibilities (concept).
• Apply scenario reasoning to justify choosing an adaptive approach over a predictive approach (concept).
• Identify common adaptive risks (scope churn, quality drift, technical debt) and propose mitigations (concept).

Task 2 — Plan project iterations

• Distinguish logical units of work for an iteration (stories, features, backlog items) (concept).
• Interpret the pros and cons of iteration-based delivery for risk, feedback, and predictability (concept).
• Translate a WBS into an iteration plan by decomposing deliverables into smaller backlog items (concept).
• Determine inputs for scope in an adaptive environment (vision, roadmap, backlog, acceptance criteria) (concept).
• Explain iteration planning steps: select items, clarify acceptance criteria, estimate, and commit to a goal (concept).
• Explain the importance of adaptive tracking versus predictive tracking (working increments vs percent complete) (concept).
• Use velocity or throughput concepts to forecast capacity at a high level and recognize their limitations (concept).
• Differentiate definition of ready from definition of done and explain how they reduce churn (concept).
• Manage dependencies and capacity in iteration planning and identify when to split work (concept).
• Choose the best next step when an iteration becomes overloaded or blocked (de-scope, re-prioritize, remove impediments) (concept).
• Identify when re-planning is needed based on new information, feedback, or shifting priorities (concept).

Task 3 — Document and control adaptive projects

• Identify artifacts that are used in adaptive projects (product backlog, sprint backlog, board, burndown, retrospective outputs) (concept).
• Explain how transparency (visible work) functions as a control mechanism in adaptive delivery (concept).
• Interpret a basic board state (to do / doing / done) and identify bottlenecks or blocked work (concept).
• Use review/demos as a validation control and describe how feedback is captured and prioritized (concept).
• Describe how changes are managed through backlog refinement and reprioritization in adaptive delivery (concept).
• Track impediments and decide when to escalate to protect iteration goals (concept).
• Tailor documentation to meet governance needs while remaining lightweight (concept).
• Explain how definition of done and acceptance criteria protect quality (concept).
• Identify when more formal controls are required (regulated environments) and what to add (concept).
• Select the appropriate artifact to update in response to a given scenario (new requirement, defect trend, blocked work) (concept).

Task 4 — Components of an adaptive plan

• Distinguish the core components of Scrum (roles, events, artifacts) and their purpose (concept).
• Distinguish the core components of Kanban (WIP limits, policies, flow metrics) and their purpose (concept).
• Describe key Extreme Programming (XP) practices at a high level and explain how they support quality (concept).
• Describe SAFe® at a high level and identify why organizations use scaling constructs (concept).
• Compare how Scrum and Kanban plan and track work (iterations vs flow) (concept).
• Explain backlog hierarchy (epics, features, stories) and how work is refined (concept).
• Explain how adaptive plans connect roadmap, release planning, and iteration planning (concept).
• Identify the purpose of key agile ceremonies (planning, daily sync, review, retrospective) (concept).
• Identify how acceptance criteria and definition of done enable consistent delivery (concept).
• Recognize common adaptive anti-patterns (mini-waterfall sprints, skipping retrospectives) and propose corrections (concept).
• Select which adaptive methodology components matter most given a scenario constraint (timebox, flow, scaling, engineering quality) (concept).
• Explain how adaptive planning embeds feedback and learning loops to reduce risk and rework (concept).

Task 5 — Task management steps (adaptive)

• Interpret success criteria for an adaptive task and determine whether it meets acceptance criteria (concept).
• Prioritize tasks in adaptive project management using value, risk, and dependency considerations (concept).
• Apply WIP thinking to reduce multitasking and improve flow (concept).
• Split work items to reduce size, clarify scope, and improve predictability (concept).
• Handle urgent work in an adaptive context without silently breaking the plan (make trade-offs explicit) (concept).
• Use daily coordination to surface blockers, clarify next steps, and protect iteration goals (concept).
• Triage defects by severity and impact and decide whether to fix now or defer with explicit rationale (concept).
• Escalate impediments appropriately when the team cannot resolve them independently (concept).
• Update backlog priorities based on feedback and new information (concept).
• Select the best next action when scope changes mid-iteration (re-negotiate scope, re-prioritize, or adjust goal) (concept).

Business Analysis Frameworks (27%)

Practice this topic →

Task 1 — BA roles and responsibilities

• Distinguish between stakeholder roles (process owner, process manager, product manager, product owner, sponsor) (concept).
• Explain why defining roles and responsibilities improves requirement quality and decision speed (concept).
• Differentiate between internal and external roles and identify how constraints differ (concept).
• Describe core business analysis responsibilities: elicit, analyze, document, validate, and manage requirements (concept).
• Explain how business analysis supports value delivery by clarifying problems, outcomes, and success measures (concept).
• Identify who typically approves requirements, acceptance criteria, and release readiness (concept).
• Explain how BAs collaborate with project management and delivery roles across predictive and adaptive approaches (concept).
• Use a responsibility assignment concept (e.g., RACI) to clarify BA-related decision rights (concept).
• Apply a scenario to choose who should be consulted or informed when requirements change (concept).
• Recognize ethical and confidentiality considerations in requirements work and choose the safest action (concept).

Task 2 — Stakeholder communication (BA)

• Recommend the most appropriate communication channel or tool for a situation (report, workshop, presentation, backlog) (concept).
• Explain why communication is critical for a business analyst to align teams on features, requirements, and constraints (concept).
• Tailor requirements communication to the audience (executive, end user, delivery team) (concept).
• Facilitate requirements workshops to surface trade-offs and decision criteria (concept).
• Manage conflicting feedback and choose a technique to restore shared understanding (concept).
• Document decisions, assumptions, and approvals so they remain traceable (concept).
• Use visual artifacts (process maps, prototypes, models) to reduce ambiguity and improve alignment (concept).
• Identify communication breakdown signals and choose corrective actions (clarify, confirm, escalate) (concept).
• Select an appropriate cadence for BA communication given volatility and stakeholder availability (concept).

Task 3 — Gather requirements

• Match requirements techniques to scenarios (user stories, use cases, models, prototypes) (concept).
• Identify the best requirements gathering approach for a situation (interviews, surveys, workshops, observation, lessons learned) (concept).
• Differentiate functional and non-functional requirements and explain how each impacts acceptance (concept).
• Describe current state versus future state and identify gaps that requirements must address (concept).
• Create or interpret a requirements traceability matrix and map requirements to deliverables and tests (concept).
• Explain how a product backlog functions as a requirements repository in adaptive delivery (concept).
• Prioritize requirements using value, risk, and dependency considerations (concept).
• Write clear, testable requirements supported by acceptance criteria (concept).
• Capture assumptions, constraints, and open questions during elicitation and choose how to resolve them (concept).
• Resolve conflicting requirements by surfacing decision criteria and negotiating trade-offs (concept).
• Validate requirements with stakeholders and identify when re-elicitation is needed (concept).
• Select the next best action when requirements are ambiguous or incomplete (clarify with examples, prototype, or workshop) (concept).

Task 4 — Product roadmaps

• Explain the application and purpose of a product roadmap (sequencing value delivery) (concept).
• Differentiate between roadmap, release plan, and iteration plan (concept).
• Determine which components belong in which releases based on value, dependencies, and constraints (concept).
• Apply a simple prioritization approach to order roadmap items (concept).
• Incorporate stakeholder feedback into roadmap updates while keeping trade-offs explicit (concept).
• Recognize overcommitment and choose an action (de-scope, re-sequence, adjust timeline) (concept).
• Ensure roadmap items align to business objectives and success measures (concept).
• Communicate roadmap changes and rationale to stakeholders at the appropriate level of detail (concept).
• Select the most appropriate release sequencing decision in a scenario with competing constraints (concept).

Task 5 — How methodology influences BA processes

• Determine the role of a business analyst in predictive versus adaptive approaches (documents vs backlog and iteration support) (concept).
• Explain how requirements change control differs between plan-based projects and adaptive projects (formal change vs backlog refinement) (concept).
• Tailor documentation depth to governance requirements without creating unnecessary overhead (concept).
• Explain how validation differs across approaches (formal sign-off vs incremental demos and acceptance criteria) (concept).
• Describe how BAs collaborate with product owners and delivery teams in adaptive environments (concept).
• Explain how traceability can be maintained in adaptive or hybrid delivery without excessive documentation (concept).
• Handle iterative elicitation and refinement as learning occurs and priorities shift (concept).
• Select the correct BA deliverable or action given the project methodology and constraints (concept).
• Identify when a hybrid approach is needed and propose how to split BA activities across predictive and adaptive practices (concept).

Task 6 — Validate requirements through delivery

• Define acceptance criteria and explain why they are required for verification and validation (concept).
• Distinguish between verification and validation and apply the distinction to a scenario (concept).
• Determine whether a project or product is ready for delivery using a requirements traceability matrix or product backlog (concept).
• Use definition of done concepts to decide whether an increment is releasable (concept).
• Conduct a stakeholder review/UAT-style validation and capture feedback as changes or defects (concept).
• Differentiate defects from requirement changes and choose the appropriate handling path (concept).
• Ensure delivered work meets the intended business need, not just a documented specification (concept).
• Use traceability to confirm that requirements are covered by tests and acceptance evidence (concept).
• Identify transition and readiness needs (training, support, data migration concept) before delivery (concept).
• Decide whether to accept, rework, or defer delivery based on acceptance criteria and risk tolerance (concept).
• Select the best next action when acceptance criteria are unclear or disputed (clarify, revise, and obtain agreement) (concept).

Tip: When a question feels ambiguous, restate (1) the goal, (2) the tightest constraint, and (3) what information is missing. The “best answer” usually follows from that.