为了让项目管理专业人士（PMP）适应专业发展的变化，PMI将对PMP考试的内容进行变化。这些变化将在2015年12月PMP考试中体现。 2015年6月及9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）。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。浏览详细变化，请点击：考试大纲。其余的变化将在2015年6月15日前公布。

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——任务2、任务7、任务8

领域2 项目计划 增加了一个任务——任务13

领域3 项目执行 增加了两个任务——任务6、任务7

领域4 项目监视与控制 增加了两个任务——任务6、任务7

领域5 项目结尾 没有新增任务

考试大纲详解

Domain I :Initiating the Project

领域I:启动项目

Task 1 Perform project assessment based upon available information, lessons learned from previous projects, and meetings with relevant stakeholders, in order to support the evaluation of the feasibility of new products or services within the given assumptions and/or constraints.

根据现有资料，经验教训，与干系人的会议等来评估项目，以便对假设和/或限制内的产品或服务进行可行性研究。

Task 2 Identify key deliverables based on the business requirements, in order to manage customer expectations and direct the achievement of project goals.

在商业需求的基础上识别重要可交付成果，以管理客户期望并指引达成项目目标。

Task 3 Perform stakeholder analysis using appropriate tools and techniques, in order to align expectations and gain support for the project.

通过合适的工具与技术进行干系人分析，以管理干系人期望，并获得到对项目的支持。

Task 4 Identify high level risks, assumptions, and constraints based on the current environment, organizational factors, historical data and expert judgment, in order to propose an implementation strategy.

根据当前环境，组织过程资产，历史数据和专家判断，来确定高层级风险，假设和约束，以便提出实施方案。

Task 5 Participate in the development of the project charter by compiling and analyzing gathered information, in order to ensure project stakeholders are in agreement on its elements.

通过参与项目章程的编写与分析相关内容，以确保项目干系人对内容达成共识。

Task 6 Obtain project charter approval from the sponsor, in order to formalize the authority assigned to the project manager and gain commitment and acceptance for the project.

从发起人处获得项目章程的批准，以正式授权给项目经理。

Task 7 Conduct benefit analysis with stakeholders (including sponsor, customer, subject matter experts), in order to validate project alignment with organizational strategy and expected business value.

与干系人进行效应分析（包括发起人，客户，主题专家等），以验证项目与组织战略及预期商业价值的匹配程度。

Task 8 Inform stakeholders of the approved project charter, in order to ensure common understanding of the key deliverables, milestones, and their roles and responsibilities.

通知批准项目章程的干系人，以确保大家对重要可交付成果、里程碑、角色与职责达成共识。

erform project assessment based upon available information, lessons learned from previous projects, and meetings with relevant stakeholders, in order to support the evaluation of the feasibility of new products or services within the given assumptions and/or constraints.

根据现有资料，经验教训，与干系人的会议等来评估项目，以便对假设和/或限制内的产品或服务进行可行性研究。

Domain II Planning the Project

领域II：项目计划

 

Task 1 Review and assess detailed project requirements, constraints, and assumptions with stakeholders based on the project charter, lessons learned, and by using requirement gathering techniques, in order to establish detailed project deliverables.

基于项目章程，经验教训，使用需求收集技术，与干系人一起审查和评估详细的项目需求，约束和假设，以建立详细的项目可交付成果。

 

Task 2 Develop a scope management plan, based on the approved project scope and using scope management techniques, in order to define, maintain, and manage the scope of the project.

基于批准的项目范围并使用范围管理技术，编写范围管理计划，为了定义，维护和管理项目范围。

 

Task 3 Develop 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.

基于项目范围，进度，资源和批准的项目章程与其他相关信息，通过估算技术，编写成本管理计划，以管理成本。

 

Task 4 Develop the project schedule based on the approved project deliverables and milestones, scope, and resource management plans, in order to manage timely completion of the project.

基于批准的项目可交付成果与里程碑，范围与资源管理计划，编写项目进度，以期望项目按时完成。

 

Task 5 Develop the human resource management plan by defining the roles and responsibilities of the project team members, in order to create a project organizational structure and provide guidance regarding how resources will be assigned and managed.

基于已定义的项目团队成员的角色与职责编写人力资源管理计划，为了创建项目的组织结构并提供资源如何分配与管理的指导意见。

 

Task 6 Develop the communications management plan based on the project organization structure and stakeholder requirements, in order to define and manage the flow of project information.

基于项目的组织结构和干系人需求制定编写沟通管理计划，以便定义与管理项目信息流。

 

Task 7 Develop the procurement management plan based on the project scope, budget, and schedule, in order to ensure that the required project resources will be available.

根据项目范围、预算、进度制定项目采购管理计划，为了确保项目所需的资源可用。

 

Task 8 Develop 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.

根据项目范围，风险与需求，制定质量管理计划，制定项目及其产品的质量标准，为了防止缺陷的发生和控制质量成本。

 

Task 9 Develop the change management plan by defining how changes will be addressed and controlled, in order to track and manage change.

制定变更管理计划来定义变更将如何处理与控制，以跟踪和管理变更。

 

Task 10 Develop the risk management plan by identifying, analyzing, and prioritizing project risks, and defining risk response strategies, in order to manage uncertainty and opportunity throughout the project life cycle.

制定风险管理计划，来定义，分析以及优先考虑项目风险，并确定风险应对策略，在整个项目生命周期来管理不确定性和机会。

 

Task 11 Present the project management plan to the relevant stakeholders according to applicable policies and procedures, in order to obtain approval to proceed with project execution.

依照适当的政策与程序，让项目相关干系人批准项目管理计划，并进入执行阶段。

 

Task 12 Conduct 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.

开展启动会议，确认项目开始，并沟通关键里程碑和其它相关信息，以告知干系人参与，并获得承诺。

 

Task 13 Develop the stakeholder management plan by analyzing needs, interests, and potential impact, in order to effectively manage stakeholders' expectations and engage them in project decisions.

通过分析需要，利益和潜在影响，制定干系人管理计划，为了有效地管理干系人期望，以前如何让他们参与项目决策。

Domain III Executing the Project

领域III 项目执行

Task 1 Acquire and manage project resources by following the human resource and procurement management plans, in order to meet project requirements.

根据人力资源管理计划和采购管理计划获得并管理项目资源，以满足项目需求。

 

Task 2 Manage task execution based on the project management plan by leading and developing the project team, in order to achieve project deliverables.

基于项目管理计划领导和建设项目团队，来管理任务的执行，以完成项目可交付成果。

 

Task 3 Implement the quality management plan using the appropriate tools and techniques, in order to ensure that work is performed in accordance with required quality standards.

使用适当的工具与技术落实质量管理计划，确保工作是按照要求的质量标准进行。

 

Task 4 Implement approved changes and corrective actions by following the change management plan, in order to meet project requirements.

按照变更管理计划，实施批准的变更和纠正措施，以满足项目要求。

 

Task 5 Implement approved actions by following the risk management plan, in order to minimize the impact of the risks and take advantage of opportunities on the project.

根据风险管理计划实施批准的措施，以尽量减少风险的影响，并最大化项目的机会。

 

Task 6 Manage the flow of information by following the communications plan, in order to keep stakeholders engaged and informed.

根据沟通（管理）计划管理信息流，确保项目干系人对项目的参与与知情。

 

Task 7 Maintain stakeholder relationships by following the stakeholder management plan, in order to receive continued support and manage expectations.

根据干系人管理计划来维系与干系人的关系，以获得持续的支持及管理他们的期望。

Domain IV Monitoring and Controlling the Project

领域IV：项目监视与控制

Task 1 Measure project performance using appropriate tools and techniques, in order to identify and quantify any variances and corrective actions.

使用适当的工具与技术测量项目绩效，以便识别和量化偏差与纠正措施。

 

Task 2 Manage changes to the project by following the change management plan, in order to ensure that project goals remain aligned with business needs.

根据变更管理计划对变更进行管理，以确保项目目标与业务需求保持一致。

 

Task 3 Verify that project deliverables conform to the quality standards established in the quality management plan by using appropriate tools and techniques, in order to meet project requirements and business needs.

使用适当的工具与技术，验证项目可交付成果符合质量管理计划中的质量标准，以满足项目需求与业务需要。

 

Task 4 Monitor and assess risk by determining whether exposure has changed and evaluating the effectiveness of response strategies, in order to manage the impact of risks and opportunities on the project.

评估风险是否发生或改变，及应对策略的有效性，以便管理风险与机遇对项目的影响。

 

Task 5 Review the issue log, and update if necessary, and determine corrective actions by using appropriate tools and techniques, in order to minimize the impact on the project.

审查问题日志，并在必要时更新，通过适当的工具与技术确定纠正措施，以减少对项目的影响。

 

Task 6 Capture, analyze, and manage lessons learned using lessons learned management techniques, in order to enable continuous improvement.

使用经验教训的管理技术，捕获，分析和管理经验教训，以便持续改进。

 

Task 7 Monitor procurement activities according to the procurement plan, in order to verify compliance with project objectives.

根据采购（管理）计划监督采购活动，以验证是否符合项目目标。

Domain V Closing the Project

领域V：项目结尾

Task 1 Obtain final acceptance of the project deliverables from relevant stakeholders, in order to confirm that project scope and deliverables were achieved.

获得相关项目干系人对项目可交付成果的最终验收，以确认项目范围与可交付成果达成。

Task 2 Transfer the ownership of deliverables to the assigned stakeholders in accordance with the project plan, in order to facilitate project closure.

按照项目计划把可交付成果的所有权移交给指定干系人，以促成项目关闭。

Task 3 Obtain financial, legal, and administrative closure using generally accepted practices and policies, in order to communicate formal project closure and ensure transfer of liability.

使用通用的实践和政策等以达成项目财务、法律、行政等方面的结束，以正式的结束项目并确保责任的转移。

Task 4 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.

根据沟通管理计划准备一份最终项目报告，以记录并传达项目绩效并帮助项目进行评估。

Task 5 Collate lessons learned that were documented throughout the project and conduct a comprehensive project review, in order to update the organization’s knowledge base.

整理并记录项目的经验教训，并进行项目后评价。以更新组织的共享知识库。

Task 6 Archive project documents and materials using generally accepted practices, in order to comply with statutory requirements and for potential use in future projects and audits.

存档项目文档和公认的做法的相关资料，以满足书面要求并为未来的项目提供帮助。

Task 7 Obtain feedback from relevant stakeholders, using appropriate tools and techniques and based on the stakeholder management plan, in order to evaluate their satisfaction.

根据干系人管理计划，通过适当的工具与技术获得相关项目干系人的反馈，以评估他们的满意度。