PMP® Syllabus — Learning Objectives by Domain

Use this syllabus as your PMP® coverage checklist. Work through each domain and practice immediately after each task set.

What’s covered

• People (42%)
• Process (50%)
• Business Environment (8%)

People (42%)

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Task 1 — Manage conflict

• Diagnose the source, type, and stage of conflict from scenario cues (e.g., role ambiguity, resource contention, competing priorities).
• Analyze contextual drivers of conflict (power dynamics, incentives, culture, time pressure, virtual-team frictions) to choose an effective response.
• Select and justify an appropriate conflict management technique (collaborate, compromise, smooth, force, withdraw) to protect outcomes and relationships.
• Facilitate a resolution conversation using active listening, reframing, and interests-based negotiation to reach workable agreements.
• Escalate conflict using agreed governance and ground rules when it exceeds team authority, while preserving psychological safety.
• Document the resolution and follow-up actions (ownership, due dates, updated working agreements) to prevent recurrence.

Task 2 — Lead a team

• Define and communicate a clear team vision, mission, and near-term goals that connect daily work to business value.
• Tailor leadership style (directive, coaching, supporting, delegating) to team maturity, risk, urgency, and stakeholder expectations.
• Apply servant leadership behaviors (remove impediments, empower decisions, enable growth) to increase team ownership and throughput.
• Motivate and influence stakeholders using appropriate levers (shared goals, transparency, recognition, and aligned incentives).
• Analyze stakeholder influence and engagement patterns to anticipate resistance and improve alignment on priorities and trade-offs.
• Choose leadership actions that match individuals’ needs and perceptions while reinforcing inclusion and respectful collaboration.

Task 3 — Support team performance

• Define practical performance indicators (quality, predictability, cycle time/velocity, stakeholder satisfaction) for the team’s way of working.
• Evaluate team member performance using observable behaviors and agreed metrics rather than assumptions or status opinions.
• Choose an appropriate feedback approach (timely, specific, private/public as needed) that improves performance without harming trust.
• Create growth and development actions (coaching, pairing, training, stretch tasks) that close skill gaps required by the project.
• Recognize progress and contributions in ways that reinforce desired behaviors and strengthen team cohesion.
• Verify performance improvement with follow-up metrics, retrospectives, and observed changes in delivery outcomes.

Task 4 — Empower team members and stakeholders

• Organize work around strengths and cross-functional capacity while avoiding single points of failure.
• Set clear accountability expectations (ownership, acceptance criteria, definition of done) to support reliable delivery.
• Assign decision-making authority at the right level (team, product owner, sponsor, governance) to speed decisions while staying compliant.
• Use lightweight role clarity tools (RACI/RASCI, decision rights, escalation paths) to reduce friction and rework.
• Evaluate whether empowerment is working by observing initiative, decision quality, and follow-through, then adjust boundaries as needed.
• Balance autonomy with transparency by establishing checkpoints, information radiators, and audit-friendly traceability.

Task 5 — Ensure team members/stakeholders are adequately trained

• Identify required competencies (domain, tools, compliance, delivery methods) and assess current capability gaps.
• Select fit-for-purpose training options (formal courses, mentoring, communities of practice, hands-on labs) based on urgency and learning style.
• Plan and secure time, budget, and resources for training without jeopardizing critical delivery commitments.
• Integrate training into the delivery plan (enablement sprints, pairing, guided practice) to convert learning into performance.
• Measure training outcomes using objective signals (skills assessments, reduced defects, faster cycle time, improved stakeholder feedback).
• Continuously update the training plan as scope, technology, and team composition change.

Task 6 — Build a team

• Assess stakeholder and team skills using a skills matrix and identify gaps that threaten delivery or quality.
• Determine project resource requirements across phases (roles, capacity, specialty skills) and confirm availability constraints.
• Select sourcing options (internal assignment, contractors, vendors) that fit schedule, budget, and compliance requirements.
• Onboard team members with clear goals, context, and working agreements to shorten time-to-productivity.
• Continuously reassess team capability as requirements evolve and adjust staffing or enablement accordingly.
• Establish knowledge transfer practices (pairing, documentation standards, demos) to maintain continuity across transitions.

Task 7 — Address and remove impediments, obstacles, and blockers for the team

• Identify impediments and distinguish symptoms from root causes (process, tools, dependencies, governance, skills).
• Prioritize blockers based on delivery impact, risk, and urgency, not simply who complains loudest.
• Remove blockers through influence and escalation (sponsors, functional managers, vendors) while protecting team focus time.
• Implement systemic fixes (policy changes, automation, clarified interfaces) rather than repeated workarounds.
• Track impediment resolution outcomes and confirm that throughput/quality improves after removal.
• Continuously scan for new impediments and prevent recurrence via retrospectives and action ownership.

Task 8 — Negotiate project agreements

• Define the negotiation boundaries (scope, schedule, budget, quality, risk) and identify constraints and non-negotiables.
• Clarify priorities and the ultimate objective(s) for an agreement, including acceptable trade-offs and fallback positions.
• Select a negotiation strategy (collaborative/problem-solving vs competitive) that matches relationship and long-term needs.
• Conduct negotiations with stakeholders/vendors using clear criteria, documented assumptions, and decision authority checks.
• Validate that the final agreement supports project objectives and expected business value, not just short-term concessions.
• Document terms, responsibilities, and change mechanisms to reduce ambiguity and future disputes.

Task 9 — Collaborate with stakeholders

• Assess stakeholder engagement needs and tailor involvement based on influence, interest, and impact on outcomes.
• Align stakeholder expectations with project objectives by clarifying constraints, trade-offs, and decision rights.
• Build trust through transparency, consistent follow-through, and early surfacing of risks and issues.
• Facilitate collaborative sessions (workshops, backlog refinement, design reviews) that produce decisions and shared ownership.
• Negotiate across competing stakeholder needs while protecting scope integrity and value delivery.
• Monitor engagement health and adjust communication and participation plans to sustain support.

Task 10 — Build shared understanding

• Break down misunderstandings to identify root causes (assumptions, inconsistent definitions, missing context, conflicting incentives).
• Elicit perspectives from all necessary parties and confirm facts before proposing solutions.
• Use consensus techniques (decision matrix, trade-off analysis, facilitated negotiation) to reach an actionable agreement.
• Create shared artifacts (decision log, requirements, acceptance criteria) to make agreements durable and auditable.
• Validate shared understanding using playbacks, demos, and “teach back” checks to reduce rework.
• Proactively detect emerging misunderstandings through active listening, clarification questions, and early stakeholder feedback.

Task 11 — Engage and support virtual teams

• Assess virtual team needs and constraints (time zones, language, culture, tooling, security, home environment) that affect collaboration.
• Select communication and collaboration tools and define norms for synchronous vs asynchronous work.
• Design meeting practices that respect time zones and reduce fatigue (agenda discipline, facilitation, recording decisions).
• Build inclusion and trust in distributed teams through visibility, psychological safety, and equitable participation.
• Measure the effectiveness of virtual engagement (cycle time, handoff errors, sentiment) and adjust working agreements.
• Mitigate virtual-specific risks such as misinterpretation, isolation, and hidden work through deliberate feedback loops.

Task 12 — Define team ground rules

• Communicate relevant organizational principles (ethics, compliance, security, respect) and connect them to daily working norms.
• Co-create a team charter/working agreement covering decision-making, communication, conflict handling, and definition of done.
• Establish mechanisms that reinforce adherence (retrospectives, visible agreements, coaching) rather than relying on reminders alone.
• Address ground-rule violations consistently using constructive feedback and agreed escalation paths.
• Adapt ground rules as the team, scope, and delivery approach change while maintaining continuity.
• Ensure external stakeholders understand interfaces, expectations, and how the team makes and records decisions.

Task 13 — Mentor relevant stakeholders

• Identify stakeholders who need mentoring (new team members, product owners, sponsors, partners) and clarify learning goals.
• Coach stakeholders on their roles, responsibilities, and expected behaviors for the chosen delivery approach.
• Transfer tacit knowledge through pairing, shadowing, and structured walkthroughs of key artifacts and decisions.
• Provide timely feedback and reinforcement that improves independent decision-making and collaboration quality.
• Measure mentoring outcomes through observed behavior change, reduced rework, and smoother handoffs.
• Promote a learning culture that normalizes questions, experimentation, and continuous improvement.

Task 14 — Promote team performance through the application of emotional intelligence

• Recognize emotional cues and triggers in yourself and others that can affect decisions, conflict, and communication quality.
• Use empathy and active listening to uncover concerns and constraints that are not stated explicitly in scenarios.
• Adapt communication style to audience needs (detail vs summary, directness, cultural context) without losing clarity.
• De-escalate tension and rebuild trust by separating people from problems and focusing on interests and outcomes.
• Influence without authority by building rapport, credibility, and mutual respect across stakeholder groups.
• Reflect on feedback and adjust leadership behaviors to improve psychological safety and team effectiveness.

Process (50%)

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Task 1 — Execute project with the urgency required to deliver business value

• Identify opportunities to deliver value incrementally (MVP, early releases, phased deliverables) while controlling risk.
• Prioritize work based on business value, urgency, dependencies, and risk reduction instead of effort alone.
• Support the team in decomposing work into smaller, testable increments that can be validated with stakeholders.
• Monitor value delivery signals (benefit metrics, feedback, adoption) and adjust priorities to maximize outcomes.
• Manage trade-offs to maintain urgency without sacrificing quality, compliance, or long-term maintainability.
• Reconfirm that day-to-day execution remains aligned with the business case and benefits goals.

Task 2 — Manage communications

• Develop a communication strategy and plan that defines audiences, channels, frequency, and decision artifacts.
• Tailor communication content and format to stakeholder needs (executive summaries, technical detail, risk-focused views).
• Facilitate meetings and workshops that produce decisions and actions, not just status updates.
• Establish feedback loops (demos, reviews, retrospectives) that reduce surprises and improve alignment.
• Prevent communication breakdowns by clarifying assumptions, confirming understanding, and documenting decisions.
• Use information radiators and transparent reporting to support governance and stakeholder trust.

Task 3 — Assess and manage risks

• Identify project risks using appropriate techniques (brainstorming, checklists, assumptions analysis, lessons learned).
• Analyze probability, impact, and urgency to prioritize risks and focus response effort where it matters most.
• Select and justify risk responses (avoid, mitigate, transfer, accept; exploit/enhance/share for opportunities) based on scenario constraints.
• Assign owners and implement risk response actions, including contingencies and trigger conditions.
• Monitor risks throughout delivery, update the risk register, and manage residual and secondary risks.
• Integrate risk thinking into planning and decision-making to reduce late-stage surprises and rework.

Task 4 — Engage stakeholders

• Identify stakeholders and analyze their influence, interest, and impact on project decisions and success criteria.
• Develop engagement strategies that address stakeholder expectations, concerns, and the level of required involvement.
• Use proactive communication and relationship management to maintain support and reduce resistance.
• Resolve stakeholder conflicts through negotiation, trade-off framing, and governance-based escalation when needed.
• Monitor engagement effectiveness and adjust approaches as stakeholder priorities or the environment changes.
• Secure timely decisions and approvals by clarifying decision rights, inputs, and accountability.

Task 5 — Plan and manage budget and resources

• Develop cost estimates and budgets using appropriate techniques (analogous, parametric, bottom-up) for the project context.
• Plan resource needs (skills, capacity, timing) and align them with the schedule and delivery approach.
• Optimize resource utilization by balancing constraints, resolving conflicts, and addressing bottlenecks.
• Monitor cost performance and forecast outcomes using practical indicators (burn rate, EVM concepts, variance analysis).
• Take corrective actions when variances occur (replan, de-scope, add resources, change approach) and communicate impacts.
• Manage resource-related risks (availability, productivity, vendor dependencies) with mitigation and contingency planning.

Task 6 — Plan and manage schedule

• Define activities and sequence work using dependencies and constraints (FS/SS/FF/SF, leads/lags).
• Estimate durations and develop a schedule baseline appropriate to the approach (predictive vs iterative planning).
• Identify the critical path and manage float to protect key milestones and the project finish date.
• Monitor schedule performance and apply corrective actions (re-sequencing, crashing, fast tracking) when warranted.
• Manage schedule risks by addressing dependencies, buffers, and uncertainty early rather than late in execution.
• Communicate schedule impacts transparently and update plans/baselines with governance approval when required.

Task 7 — Plan and manage quality of products/deliverables

• Define quality requirements, standards, and acceptance criteria that reflect stakeholder needs and compliance constraints.
• Plan quality management activities (assurance and control) that prevent defects and detect issues early.
• Use quality tools (Pareto, fishbone, control charts, checklists) to analyze defects and identify root causes.
• Implement continuous improvement actions (process changes, automation, peer reviews) to reduce rework and variability.
• Balance scope, schedule, and cost pressures with quality outcomes and long-term maintainability.
• Validate deliverables against acceptance criteria and manage nonconformities through corrective and preventive actions.

Task 8 — Plan and manage scope

• Elicit and document requirements using appropriate methods (interviews, workshops, prototypes, user stories) and confirm stakeholder intent.
• Define scope boundaries and translate them into deliverable decomposition (WBS) or a prioritized backlog, depending on approach.
• Validate scope with stakeholders using acceptance criteria and formal sign-off or iterative review mechanisms.
• Control scope by managing changes through change control or backlog refinement to prevent uncontrolled expansion.
• Detect and correct scope creep and gold plating by aligning work to approved objectives and measurable value.
• Maintain traceability between requirements, work items, and delivered outcomes to support governance and quality.

Task 9 — Integrate project planning activities

• Integrate subsidiary plans (scope, schedule, cost, quality, resources, risk, procurement, communications) into a coherent strategy.
• Coordinate dependencies and constraints across teams, vendors, and organizational functions to reduce planning conflicts.
• Ensure integrated baselines and planning assumptions are consistent and explicitly documented.
• Tailor the integrated plan to the delivery approach (predictive/agile/hybrid) and required governance controls.
• Use integrated change control/backlog management to keep plans aligned as conditions change.
• Review and update the integrated plan periodically based on performance data, risk signals, and stakeholder feedback.

Task 10 — Manage project changes

• Evaluate change requests by analyzing impacts on scope, schedule, cost, quality, risk, and benefits.
• Apply the appropriate approval pathway (CCB/governance vs product owner decisions) based on methodology and decision rights.
• Update baselines, plans, or backlog to reflect approved changes while maintaining traceability and auditability.
• Communicate changes and impacts to affected stakeholders and ensure alignment on next steps.
• Implement approved changes and verify they achieve the intended outcome without introducing unacceptable risk.
• Manage change fatigue by sequencing changes, clarifying rationale, and maintaining focus on value delivery.

Task 11 — Plan and manage procurement

• Determine make/buy decisions and define a procurement strategy aligned with risk, schedule, and internal capability.
• Select contract types and define procurement requirements (SOW, deliverables, SLAs) that reduce ambiguity and disputes.
• Conduct vendor evaluation and selection using objective criteria and documented scoring methods.
• Negotiate procurement terms to align incentives, manage risk allocation, and protect project objectives.
• Manage vendor performance through reviews, acceptance criteria, and issue/change management processes.
• Close procurements with formal acceptance, final payments, documentation, and transition/knowledge transfer as needed.

Task 12 — Manage project artifacts

• Identify the artifacts required for the project’s lifecycle and approach (charter, plans, logs, backlog, reports) and define ownership.
• Maintain artifact accuracy and version control so decisions are made from current, trusted information.
• Use traceability to connect requirements to work items, tests, and delivered outcomes to reduce rework and gaps.
• Keep artifacts accessible and understandable to stakeholders while protecting sensitive information appropriately.
• Establish update cadence and governance for artifacts (who updates, when, and what triggers changes).
• Archive artifacts for organizational learning and future reuse while meeting retention/compliance needs.

Task 13 — Determine appropriate project methodology/methods and practices

• Evaluate project context (uncertainty, constraints, compliance, stakeholder tolerance) to select predictive, agile, or hybrid approaches.
• Tailor practices (planning, estimation, cadence, reporting) to fit the product, team capability, and environment.
• Define lifecycle and delivery flow (phases, iterations, continuous flow) and ensure stakeholders understand how work progresses.
• Select methods and techniques that support outcomes (e.g., WBS vs backlog, EVM vs burn-up, stage gates vs reviews).
• Anticipate impacts of methodology choices on governance, vendor contracts, and change control mechanisms.
• Inspect and adapt practices based on performance data, feedback, and evolving project conditions.

Task 14 — Establish project governance structure

• Define project decision rights, escalation paths, and approval thresholds consistent with organizational policies.
• Establish roles and responsibilities (sponsor, steering, PMO, product leadership) to support timely decisions and accountability.
• Set governance controls for scope, risk, quality, procurement, and compliance that are proportional to project risk and size.
• Define reporting cadences and performance metrics that enable oversight without creating unnecessary bureaucracy.
• Ensure governance supports transparency and ethical behavior while protecting sensitive or regulated information.
• Review and adjust governance as the project moves through phases and as risk and stakeholder needs change.

Task 15 — Manage project issues

• Identify and log issues promptly and distinguish issues from risks, changes, and defects based on time and certainty.
• Assess issue impact on scope, schedule, cost, quality, and stakeholder confidence to prioritize response.
• Perform root cause analysis to address underlying drivers rather than repeatedly treating symptoms.
• Assign ownership, define action plans, and track resolution to closure with clear due dates and evidence.
• Escalate issues through governance when authority, funding, or cross-functional decisions are required.
• Capture lessons learned from major issues to improve future planning, risk identification, and team practices.

Task 16 — Ensure knowledge transfer for project continuity

• Plan knowledge transfer activities for onboarding, role changes, vendor transitions, and handoff to operations/support.
• Select effective knowledge transfer mechanisms (documentation standards, walkthroughs, pairing, recordings, job aids).
• Ensure critical knowledge is captured and accessible (architecture, decisions, procedures, risks, known issues).
• Validate knowledge transfer by confirming recipients can operate, maintain, and troubleshoot deliverables independently.
• Capture and institutionalize lessons learned as organizational process assets for future projects.
• Protect continuity by reducing single points of failure through cross-training and shared ownership.

Task 17 — Plan and manage project/phase closure or transitions

• Define closure/transition criteria (acceptance, documentation, operational readiness) and confirm completion before exit.
• Obtain formal acceptance and close out contracts/procurements, including resolving claims and final payments.
• Transition deliverables to operations with training, support plans, and agreed service/ownership boundaries.
• Release resources responsibly and recognize contributions to support team morale and organizational retention.
• Archive project artifacts and document lessons learned so future teams can reuse knowledge and avoid repeat mistakes.
• Plan post-project follow-up for benefits tracking and continuous improvement, even after delivery is complete.

Business Environment (8%)

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Task 1 — Plan and manage project compliance

• Identify compliance requirements (security, privacy, health and safety, regulatory, contractual) that apply to the project and deliverables.
• Classify compliance categories and determine who owns each requirement (legal, security, risk, business, vendor).
• Analyze threats to compliance and integrate them into the risk approach and project planning activities.
• Implement methods that support compliance (controls, audits, checklists, gated reviews, evidence collection).
• Evaluate consequences of noncompliance and recommend corrective actions that reduce exposure and protect stakeholders.
• Measure and report compliance status throughout delivery and take timely action when gaps are detected.

Task 2 — Evaluate and deliver project benefits and value

• Translate business case intent into measurable benefits and value metrics that can be tracked during and after delivery.
• Plan how benefits will be realized, measured, and reported, including ownership beyond project closure.
• Deliver value iteratively and validate outcomes with stakeholders using acceptance criteria and feedback loops.
• Evaluate whether delivered outputs are producing the expected outcomes and adjust scope or approach to improve value.
• Manage trade-offs and prioritize changes based on incremental benefit, opportunity cost, and risk.
• Communicate benefits status transparently, including assumptions, dependencies, and variance from expectations.

Task 3 — Evaluate and address external business environment changes for impact on scope

• Monitor external changes (regulations, technology, market conditions, geopolitical events) that may affect project viability.
• Assess and prioritize impacts on scope/backlog, schedule, cost, and risk based on new external conditions.
• Recommend response options (scope/backlog adjustment, reprioritization, schedule/cost changes) aligned with business value.
• Coordinate approvals and communicate impacts through governance, ensuring stakeholders understand trade-offs.
• Continuously review the environment and update plans and risk assumptions to avoid operating on outdated constraints.
• Maintain strategic alignment by reassessing whether the project still supports organizational objectives under changed conditions.

Task 4 — Support organizational change

• Assess organizational culture and readiness factors that influence adoption of project outputs and new ways of working.
• Evaluate how organizational changes (reorgs, leadership shifts, policy changes) affect project scope, delivery, and stakeholder engagement.
• Evaluate how the project will impact the organization (process, roles, incentives) and determine actions to support adoption.
• Support change management activities (communication, training, champions, resistance management) integrated with delivery plans.
• Identify and address resistance and adoption risks early through stakeholder engagement and clear value framing.
• Measure adoption and change outcomes with appropriate indicators and adjust enablement actions as needed.

Tip: For “best answer” questions, restate (1) the objective, (2) the tightest constraint, and (3) what information is missing. The right answer usually reflects a sensible sequence: clarify → analyze → decide → communicate → execute.