最新-PMP项目管理师考试大纲(中英对照)资料

1、精品文档PMP考试最新内容大纲（中英文对照版）为了让项目管理专业人士（ PMP）适应专业发展的变化，PMI将在2016年1月12日对PMP考试的内容进行变化。这些 变化将在中国区2016年3月PMP考试中体现。2015年12月考试不受影响。此次变化是基于PMI对项目管理专业人士的角色描述研究（RDS），研究通过对全球范围内的 PMP认证持有者进行问 卷调查，确认了领域、任务、知识、技能版块的内容更新。 RDS捕捉来自各行业、各工作岗位、各地区的项目管理实践 者的视角，作为PMP考试的基础，以确保其正确性和相关性。2015年5月初，PMI发布了最新PMP考试内容大纲英文版。PMP考试大纲主要变化

2、：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。以下是对此次新增内容的概述：领域1启动项目，增加了三个任务一一任务2、任务7、任务8j领域2项目计划，增加了一个任务 一一任务13领域3项目执行，增加了两个任务 一一任务6、任务7领域4项目监视与控制，增加了两个任务 一一任务6、任务7领域5项目结尾，没有新增任务绩效域1In itiat ing the Project项目启动任务1Perform project assessme nt based upon available in formati on, less ons learned from previous p

3、rojects, and meet ings with releva nt stakeholders, in order to support the evaluati on of the feasibility of new products or services with in the give n assumpti ons an d/or con stra in ts.根据现有信息、以前项目的经验教训以及相关 干系人的会谈情况进行项目评估，以支持在特 定的假设条件及制约因素下对新产品或服务的 可行性判断。任务2Ide ntify key deliverables based on th

4、e bus in ess requireme nts, in order to man age customer expectati ons and direct the achieveme nt of project goals.识别基于业务需求的关键可交付成果，以管理客户期望和指导项目目标达成。任务3Perform stakeholder an alysis using appropriate tools and tech niq ues, in order to alig n expectations and gain support for the project.运用适当的工具和技术

5、来进行干系人分析，以便与干系人期望相符，并获得其对项目的支持任务4Identify high level risks, assumptions, and constraints based on the current environment, organizational factors, historical data and expert judgment, in order to propose an impleme ntati on strategy.根据现有的环境、组织因素、历史数据和专家判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

6、the development of the project charter by compiling and analyzing gathered in formati on, in order to en sure project stakeholders are in agreeme nt on its eleme nts.通过汇编和分析收集的信息，参与制定项目章 程，以确保项目干系人就章程要素达成一致。任务6Obtai n project charter approval from the spon sor, i n order to formalize the authority a

7、ssig ned to the project man ager and gai n commitme nt and accepta nee for the project.获得发起人对项目章程的批准，以对项目经理 正式授权，并得到其对项目的支持和认可。任务°7Con duct ben efit an alysis with stakeholders (in cludi ng spon sor, customer, subject matter experts), i n order to validate project alig nment with orga ni zati o

8、nal strategy and expected bus in ess value.与干系人（包括发起人、客户、主题专家）实 施收益分析，以确认项目与组织战略和所期望 的商业价值相符。任务8Inform stakeholders of the approved project charter, i n order to en sure comm on un dersta nding of the key deliverables, milest on es, and their roles and resp on sibilities.就批准的项目章程通知干系人，以确保干系人 就关键可交付成

9、果、里程碑以及他们的角色与 责任达成共识。知识与技能An alytical skills ?.Ben efit an alysis tech niq ues ?.Elements of a project charter ?.Estimation tools and techniques ?.Strategic man ageme nt ?.分析技能收益分析技术？ 諏目章程要素？ 古算工具和技术？战略管理绩效域2Pla nning the Project项目规划任务1Review and assess detailed project requireme nts, con stra in ts

10、, and assumpti ons with stakeholders based on the project charter, lessons learned, and by using requirement gatheri ng tech niq ues, in order to establish detailed project deliverables.根据项目章程和经验教训，利用需求收集技术， 与干系人一起来评估详细的项目需求、制约因素 和假设条件，以确定详细的项目可交付成果。任务.2Develop a scope man ageme nt pla n, based on t

11、he approved project scope and using scope man ageme nt tech niq ues, in order to defi ne, main tai n, and man age the scope of the project.根据批准的项目章程并使用范围管理技术，制定 范围管理计划，以定义、维护和管理项目范围。任务3Develop the cost man ageme nt pla n based on the project scope, schedule, resources, approved project charter and o

12、ther information, using estimating techniques, in order to man age project costs.根据项目范围、进度、资源、批准的项目章程和 其他信息，制定成本管理管理计划，运用估算技 术，以管理项目成本。任务4Develop the project schedule based on the approved project deliverables and milest on es, scope, and resource man ageme nt pla ns, in order to man age timely comp

13、leti on of the project.根据批准的项目可交付成果和里程碑、范围，以 及资源管理计划，制定项目进度计划，以管理项 目及时完工。任务5Develop the huma n resource man ageme nt pla n by defi ning the roles andresp on sibilities of the project team members, in order to create a project orga ni zati onalstructure and provide guida nce regard ing how resources

14、will be assig ned andman aged.通过定义项目团队成员的角色和职责来制定人力 资源管理计划，以创建项目组织架构并提供如何 分派和管理资源的指南。任务6Develop the comm uni cati ons man ageme nt pla n based on the project orga ni zati on structure and stakeholder requireme nts, in order to defi ne and man age the flow of project in formati on.根据项目组织架构和干系人需求制定沟通管

15、理计 划，以定义和管理项目信息流。任务7Develop the procureme nt man ageme nt pla n based on the project scope, budget, and schedule, in order to en sure that the required project resources will be available.根据项目范围、预算和进度制定采购管理计划， 以确保所需项目资源的可用性。任务8Develop the quality management plan and define the quality standards for

16、the project and its products, based on the project scope, risks, and requireme nts, in order to preve nt the occurre nce of defects and con trol the cost of quality.根据项目范围、风险和需求制定质量管理计划并 定义项目质量标准，以预防缺陷发生并控制质量 成本。任务9Develop the cha nge man ageme nt pla n by defi ning how cha nges will be addressed an

17、d con trolled, in order to track and man age cha nge.通过定义如何处理和控制变更，制定变更管理计 划，以跟踪和管理变更。任务10Develop the risk management plan by identifying, analyzing, and prioritizing project risks, and defi ning risk resp onse strategies, in order to man age un certa in ty a nd opport un ity throughout the project

18、life cycle.通过风险识别、分析和优先级排序制定风险管理 计划，并定义风险应对策略，以管理项目生命周 期中的不确定性和机会。任务11Prese nt the project man ageme nt pla n to the releva nt stakeholders accord ing to applicable policies and procedures, in order to obta in approval to proceed with project executi on.根据适用的政策和程序向相关干系人展示项目管理计划，以获取批准来继续项目执行。任务12Con

19、duct kick-off meeti ng, comm uni cat ing the start of the project, key milest on es, and other releva nt in formati on, in order to inform and en gage stakeholders and gain commitme nt.召开启动会议，沟通项目开工、关键里程碑以及其他相关信息，以告知干系人，争取干系人参 与，并获得干系人承诺。任务13Develop the stakeholder man ageme nt pla n by an alyz ing

20、n eeds, in terests, and pote ntial impact, in order to effectively man age stakeholders' expectati ons and en gage them in project decisi ons.通过分析需求、利益和潜在影响，制定干系人管 理计划，以有效管理干系人期望并争取他们参与 项目决策。知识与技能Change man ageme nt pla nning ?.Cost management planning, including project budgeting tools and tech

21、niques ?.Comm uni cati ons pla nning ?.Con tract types and selecti on criteria ?.Estimation tools and techniques ?.Huma n resource pla nning ?.Lean and efficiency principles ? Procureme nt pla nning ? Quality management planning ?Requireme nts gatheri ng tech niq ues (e.g., pla nning sessi ons, brai

22、n storm ing, and focus groups) ?Regulatory and environmental impacts assessment planning ? Risk man ageme nt pla nning ? *Scope dec on structi on (e.g., WBS, Scope backlog) tools and tech niq ues ? Scope man ageme nt pla nning ? Stakeholder management planning ? Time man ageme nt pla nning, in clud

23、ing scheduli ng tools and tech niq ues ?Workflow diagramm ing tech niq ues ? 変更管理规划减本管理规划，包括项目预算工具和技术韵通规划韵同类型与选择标准$古算工具与技术啟力资源规划携益与效率准则赤购规划濒量管理规划需求收集技术（例如规划会议、头脑风暴和焦点小组）必管与环境影响评估规划枫险管理规划鈍围分解（例如 WBS、范围待办列表）工具与 技术越围管理规划扌寸间管理规划，包括制定进度计划工具和技术缸作流程图技术绩效域3Executi ng the Project项目执行任务1Acquire and man age pr

24、oject resources by follow ing the huma n resource and procureme nt man ageme nt pla ns, in order to meet project requireme nts.通过遵循人力资源和采购管理计划来获取和管理项目资源，以满足项目需求任务2Man age task executi on based on the project man ageme nt pla n by leadi ng and develop ing the project team, in order to achieve project

25、 deliverables.通过领导和发展项目团队，根据项目管理计 划管理项目任务执行，以实现项目可交付成 果。任务3Implement the quality management plan using the appropriate tools and techniques, in使用合适的工具和技术来实施质量管理计r1order to en sure that work is performed in accorda nee with required quality stan dards.划，以确保按所需的质量标准完成工作。任务4Impleme nt approved cha nges

26、 and corrective actions by follow ing the cha nge man ageme nt pla n, in order to meet project requireme nts.遵循变更管理计划实施已批准的变更和纠正 措施，以满足项目需求。任务5Impleme nt approved acti ons by follow ing the risk man ageme nt pla n, in order to minimize the impact of the risks and take advantage of opportunities on t

27、he project.遵循风险管理计划实施已批准的措施，以使 风险对项目影响最小化，并充分利用机会。任务6Man age the flow of in formati on by follow ing the comm uni cati ons pla n, in order to keep stakeholders en gaged and in formed.遵循沟通计划管理信息流，以保持干系人参 与和知情。任务7Maintain stakeholder relati on ships by follow ing the stakeholder man ageme nt pla n, in

28、 order to receive continued support and man age expectati ons.遵循干系人管理计划维护干系人关系，以获得干系人持续支持并管理干系人期望。知识与技能Continuous improvement processes ?.Con tract man ageme nt tech niq ues ?.Elements of a statement of work ?.Interdependencies among project elements ?.Project budgeting tools and techniques .Quality

29、 sta ndard tools ?.Ven dor man ageme nt tech niq ues ?.持续改进过程合同管理技术工作说明书要素项目要素间的依赖关系项目预算工具和技术 质量标准工具供应商管理技术绩效域4?Mon itori ng and Con trol ling the Project项目监控任务1Measure project performa nce using appropriate tools and tech niq ues, in order to iden tify and qua ntify any varia nces and corrective ac

30、ti ons.使用适当的工具和技术测量项目绩效，以识别和 量化各种偏差和纠正措施。任务2Man age cha nges to the project by follow ing the cha nge man ageme nt pla n, in order to en sure that project goals rema in alig ned with bus in ess n eeds.遵循变更管理计划来管理项目变更，以确保项目 目标依然与商业需要保持一致。任务3Verify that project deliverables conform to the quality stan

31、 dards established in the quality management plan by using appropriate tools and techniques, in order to meet project requireme nts and bus in ess n eeds.通过使用适当的工具和技术，验证项目可交付成 果符合质量管理计划所建立的质量标准，以满足 项目需求和业务需要。任务4Monitor and assess risk by determining whether exposure has changed andevaluat ing the ef

32、fective ness of resp onse strategies, in order to man age the impact of risks and opportunities on the project.通过决定风险敞口是否发生变化，以及评价风险 应对策略的有效性来监控和评估风险，以管理风 险和机会对项目的影响。任务5Review the issue log, and update if n ecessary, and determ ine corrective acti ons by using appropriate tools and tech niq ues, in

33、order to mini mize the impact on the project.评审问题日志，如有需要进行更新，使用合适的 的工具和技术来确定纠正措施，以使其对项目的 影响最小化。任务Capture, an alyze, and man age less ons lear ned using less ons lear ned man ageme nt tech niq ues, in order to en able continu ous improveme nt.通过使用经验教训管理技术来收集、分析和管理6经验教训，以持续改进任务7Mon itor procureme nt a

34、ctivities accord ing to the procureme nt pla n, in order to verify complia nce with project objectives.根据采购计划监督采购活动，以验证符合项目目 标。知识与技能Performance measurement and tracking techniques (e.g., EV, CPM, PERT, ?Trend An alysis) ?.Process analysis techniques (e.g., LEAN, Kanban, Six Sigma) ?.Project control

35、limits (e.g., thresholds, tolerance) ?.Project finance principles ?.Project monitoring tools and techniques .Project quality best practices and standards (e.g., ISO, BS, CMMI, IEEE) ?.Quality measureme nt tools (e.g., statistical sampli ng, con trol charts, flow- chart ing, inspection, assessment)?.

36、Risk identification and analysis techniques ?.Risk resp onse tech niq ues ?.Quality validation and verification techniques ?.发效测量与跟踪技术（例如：EV、CPM、PERT、趋势分析）应程分析技术（例如：精益、看板、六西格玛）叔目控制界限（例如：临界值、公差）叔目财务准则叔目监督工具与技术駆目质量最佳实践与标准（例如：ISO、BS、CMMI、IEEE）拱量测量技术（例如：统计抽样、控制图、流程 图、检查、评估）枫险识别与分析技术枫险响应技术遁量确认与核实技术绩效域5Cl

37、osing the Project项目收尾任务1Obtai n final accepta nce of the project deliverables from releva nt stakeholders, in order to con firm that project scope and deliverables were achieved.从相关干系人获得项目可交付成果的最终验收，以确认项目的范围和可交付成果已实现。任务2Tran sfer the own ership of deliverables to the assig ned stakeholders in accord

38、a nce with the project pla n, in order to facilitate project closure.根据项目计划，将可交付成果的所有权移交给指 定干系人，以促进项目收尾。任务.3Obtai n finan cial, legal, and adm ini strative closure using gen erally accepted practices and policies, in order to comm uni cate formal project closure and en sure tran sfer of liability.以普

39、遍公认的做法和政策来进行财务、法律和行 政收尾，以做好项目收尾的正式沟通，并确保责 任的移交。任务4Prepare and share the final project report accord ing to the comm uni cati onsman ageme nt pla n, in order to docume nt and convey project performa nce and assist in project evaluati on.根据沟通管理计划准备和分享最终的项目报告， 以记录和传递项目绩效，并帮助项目评估。任务5Collate less ons lea

40、r ned that were docume nted throughout the project and con duct a comprehensive project review, in order to update the organization' s整理项目过程中记录的经验教训，并实施全面的 项目评审ge以更新组织的知识库。任务6Archive project docume nts and materials using gen erally accepted practices, in order to comply with statutory requireme

41、 nts and for pote ntial use in future projects and audits.采用普遍公认的做法来归档项目文件和资料，以 符合法定要求，并可供今后项目以及审计的潜在 使用。任务7Obtai n feedback from releva nt stakeholders, using appropriate tools and tech niq ues and based on the stakeholder man ageme nt pla n, in order to evaluate their satisfacti on.根据干系人管理计划，使用合适的

42、工具和技术从相关干系人获得反馈，以评估干系人的满意度。Archiving practices and statutes ?.取件归档实践与法规Compliance (statute/organization) ?.論规（法规/组织）Con tract closure requireme nts ?.仝同收尾需求Close-out procedures ?.攵尾程序Feedback tech niq ues ?.摂馈技术Performa nce measureme nt tech niq ues (KPI and key success factors) ?.儼效测量技术（KPI和关键成功因素）Project review techniques ?.諏目评审技术Transition planning technique ?.誉交规划技术所有绩效域Cross-Cutti ng Kno wledge and Skills交叉知识与技能Active listening ?.Applicable laws and regulations ?.Ben efits realizati on ?.Brain storm ing tech niq ues ?.Busin ess acume n ?.Change man ageme