The Project Management Institute (PMI) jealously guards the reputation of its premier qualification, the Project Management Professional (PMP). So it regularly updates the standards and how it assesses them. And now we’re about to get a major PMP exam change, in December 2019.
In late August 2019, PMP has announced they will delay implementation of the changes to the PMP Examination.
The last day for candidates to take the current version of the PMP exam is now 30
This is a response to concerns – largely I suspect – from Registered education providers, REPs. You can see what the two REPs we recommend say about the changes, below.
You can read the full announcement on the PMI’s website.
You have more
And here is PMI’s content comparison; their ‘Crossover Map’.
So, in this article, we’ll look at the background to the PMP Exam Change, and how the exam will change. And we’ll also add our commentary on these changes.
It’s important to note first that we have no privileged knowledge. Everything in this article is based on what the PMP has published on its website. So, you can look for everything you need to know about the forthcoming exam change, for yourself. Here are the links you’ll need:
The last date for you to take the current exam is 15 December, 2019.
Because the work of a project management professional has changed (and is changing), so the PMP exam must change to reflect this.
The structure of the exam will no longer be based on the Project Management Process Groups.
The exam will be structured around these three domains, and in these proportions:
The exam will therefore move further away from its formerly closer connection to the PMI’s Project Management Body of Knowledge, the PMBOK Guide. Which leads me to ask…
It feels like just yesterday that we got the 6th Edition of the PMBOK Guide. But it is nearly two years ago: September 2017. Without a doubt, the 7th Edition will reflect some of the changes to the PMP exam that we’ll see from 16 D
PMI has named Mike Griffiths as co-lead for the 7th Edition of the PMBOK Guide. Mike was involved in the creation of the Agile method, DSDM, and has over 20 years of experience in Agile methods. He’s an Agilist through and through.
What that tells me – and this short article on his website confirms it – is that we can expect the 7th Edition to be a BIG change from recent editions. Rather than an incremental change, I suspect Mike will want to shake things up. He says:
‘this will not be just an update,Mike Griffiths, Let’s Rewrite the PMBOK, 19 June 2019
insteada radical departure from all previous editions aligned with PMI’s new digital transformation strategy.’
All I can tell you is that:
PMI’s commitment to a world class standard of certification has implications. One is that they must base their examinations on a formal Role Delineation Study (RDS) or Job Task Analysis (JTA). They conduct research every 3-5 years, and it’s four years since the last study.
PMI carried out a survey of the trends in our profession that the current PMP exam fails to address. These then fed into their Job Task Analysis to produce a more relevant PMP exam for the coming period. Here, ‘relevant’ means the things project managers do in their real work settings.
The new PMP exam will therefore have its questions mapped against the June 2019 PMP Examination Content Outline (ECO).
So, in short: the work of a project management professional has changed (and is changing). So, the PMP exam must change to reflect this.
The current (June 2015 ECO) PMP exam is based on five domains that closely mirror the Project Management Process Groups in the PMBOK Guide. Each has tasks that a Project Manager needs to be able to fulfil, and a set of statements of knowledge and skills that PMI expects them to have. The ECO also specifies the proportion of questions for each domain. Here’s a summary:
|Domain||Questions in ||No. of Tasks||Knowledge & Skills|
|Monitoring and Controlling||25%||7||10|
Most of the tasks, knowledge, and skills are fully documented in the PMBOK Guide. However, some are unique to the ECO. This
The new PMP Examination Content Outline (ECO) sets out three domains. These do not reflect the PMBOK Guide in any direct way, although Domain II, Process, does cover a lot the PMBOK Knowledge Areas and you’ll find much (but not all) of the knowledge for this domain in the PMBOK Guide.
Each task has a variable number of ‘enablers’. These are bullet points that illustrate the work that PMI associates with the task. They intend those bullets to do no more than give representative examples.
If the Domains don’t track to the PMBOK Guide, neither do the three Domains match the three sides of the PMI’s Talent Triangle – although they do bear a family resemblance. This does not smack of joined-up thinking. So, as I’ve wondered before, are we due for a revision to the Talent Triangle before long?
So, let’s summarise:
|Domain||Questions in Exam||No. of Tasks|
|I. People||42%||14 (40%)|
|II. Process||50%||17 (49%)|
|III. Business Environment||8%||4 (11%)|
The examination will split approximately equally between traditional, predictive project management (as per the PMBOK Guide) and Agile or hybrid approaches (set out in the Agile Practice Guide). And predictive, agile, and hybrid approaches will feature
The PMP Examination Content Outline (ECO) is a short (10
This reflects, to a large extent, the Leadership dimension of the PMI’s Talent Triangle. Here, we have:
To me, this suggests a strong focus on your role as a team leader. I particularly welcome Task 11: ‘Engage and Support Virtual Teams’. This recognizes the reality of many modern workplaces. Not just large multi-nationals, by the way. Lots of small businesses need to participate in multi-organization projects.
This domain covers the Technical aspects of project management (as does the Technical Project Management dimension of the Talent Triangle). It does not drop directly onto the PMBOK guide, but an inspection allows us to map relationships. We’ll do so in both directions.
|PMP ECO Process Domain Task||PMBOK Chapter|
|Task 1: Execute project with the urgency required to deliver business value||Chapter 1, 2|
|Task 2: Manage communications||Chapter 10|
|Task 3: As||Chapter 11|
|Task 4: Engage Stakeholders||Chapter 13|
|Task 5: Plan and manage budget and resources||Chapter 7, 9|
|Task 6: Plan and manage schedule||Chapter 6|
|Task 7: Plan and manage quality of products/deliverables||Chapter 8|
|Task 8: Plan and manage scope||Chapter 5|
|Task 9: Integrate project planning activities||Chapter 4|
|Task 10: Manage project changes||Chapter 4, 5|
|Task 11 Plan and manage procurement||Chapter 12|
|Task 12: Manage project artefacts||Chapter 4, 5, 8|
|Task 13: Determine appropriate project methodology/methods and practices||Chapter 1 |
+ Agile Practice Guide
|Task 14: Establish project governance||Largely missing from the PMBOK Guide|
|Task 15 Manage Project Issues||Largely missing from the PMBOK Guide|
|Task 16: Ensure knowledge transfer for project continuity||Largely missing from the PMBOK Guide|
|Task 17: Plan and manage project/phase closure or transitions||Part 2 Chapter 6|
Phase closure l
|PMBOK Guide 6th Edition Chapter||PMP ECO Process Domain Task|
|1. Introduction||Task 13, 15|
|2. The Environment in which Projects Operate||Task 15|
|3. The Role of the Project Manager|
|4. Project Integration Management||Task 9, 10, 12|
|5. Project Scope Management||Task 8, 10, 12|
|6. Project Schedule Management||Task 6|
|7. Project Cost Management||Task 5|
|8. Project Quality Management||Task 7, 12|
|9. Project Resource Management||Task 5|
|10. Project Communications Management||Task 2|
|11. Project Risk Management||Task 3|
|12. Project Procurement Management||Task 11|
|13. Project Stakeholder Management||Task 4|
To me, this suggests that the authors of the PMP ECO wanted to assert their independence from the PMBOK Guide. The PMBOK Guide has never been a syllabus or sole sourcebook for the PMP examination (as it is for CAPM). But, there is enough mapping here to have allowed them to bring them more closely in line – even if only by choosing a different sequence, to match the PMBOK chapter order.
This seems nothing less than perverse! It’s clearly a deliberate choice to keep the PMP examination very different from the PMBOK Guide.
This domain is very similar in intent to the Strategic and Business Management dimension of the Talent Triangle. Though, necessarily, it is smaller in scope. It only makes up 8 percent of the exam, and has four tasks. I particularly cheer Tasks 1 and 2:
Since we originally published this article in July 2019, PMP has published its own content comparison; their ‘Crossover Map’. Click the link to view and download it from their site.
I think you’ll have got the gist already. I like these changes… a lot.
I’d like the Examination Content Outline to say more (much more) about the role of predictive, agile, and hybrid approaches in the exam and in the body of knowledge that PMI now expects PMP candidates to master. I am hopeful of more detailed information soon.
And, I can always find picky things to dispute. But the essence of this is a very positive change, that addresses a number of my long-standing concerns with the PMBOK Guide and the PMP syllabus. Most notably, these are around:
Anyone who provides help, advice, or learning materials for PMP aspirants will have a lot to do, to prepare new materials to properly address the PMP Exam Change. As you would expect, PMI Registered Education Providers like PM PrepCast and PTCoE, with whom we work, are working hard on this.
Cornelius is President of OSP International LLP, which provides all the PM PreCast courses and materials, and is their principal trainer and voice of the PrepCast. No-one is more knowledgeable about PMP than Cornelius.
As a PMP trainer, I have always focused not only on teaching my students how to pass their exam but also on how to become better project managers. That is why I think the change in the ECO is a step in the right direction.
With this change, PMI is moving away from the five current and somewhat ‘technical’ domains and shifts the focus of the exam to test a candidate’s knowledge of, and experience, in the skills necessary to actually lead and manage a project.
This is not to say that the knowledge of project management methods, concepts, and techniques, is any less important, but a candidate will now also need to show that they truly know how to lead a project and how to bring it to successful completion.Cornelius Fichtner, PMP, CSM – Private Communication, 4 July 2019
PM PrepCast has published their response to the new Examination Content Outline on their website. In it they cover their take on the changes and how they advise current aspirants to prepare.
They also commit to publishing:
As you’d expect, Cornelius and his team have you covered!
Nader Rad is a Project Management author, speaker, and adviser with 16 years of experience in project planning, project management consultancy, and project board advisory work. He is the face and voice of our PMP and CAPM Exam Preparation course. And Nader has recently been appointed to the 12-person Core Team for the development of the PMI’s PMBOK Guide 7th Edition. Here’s what Nader said:
I like the structure of the new exam content outline; it’s practical. I’m even wondering it may be a good idea to add this perspective to the PMBOK Guide as well; so, there will be three ways of looking at everything, process groups, Knowledge areas, and the three new domains
However, I hope that the 7th Edition of the PMBOK Guide will address the difference between the PMBOK Guide and the PMP exam, which is becoming larger these days. I believe the PMBOK Guide should be the main resource for the exam.Nader Rad, PMP – Private Communication, 12 Augusty 2019
‘Because this change is mainly in the perspective, the main update we’ll need for our course is in the simulated exams. We are working to see how this new outline is going to be implemented before we can make any changes.’
As you’d expect, Nader and his colleagues have you covered!
My advice echoes that of PMP: get in soon and plan your campaign thoroughly.
PMP says you should:
What they don’t say is this: the pressure will be on you to pass first time. It will become increasingly unlikely that you’ll have time before 15 December to schedule a second attempt under the current exam guidelines.
There is clearly a big advantage to taking your exam by 15 December. The current examination content outline has been in place since June 2015. Both examiners (who set questions and pass marks) and the training companies like PM PrepCast and PTCoE (who have developed training materials) understand it well.
From 16 December, we’ll be in very new territory, with all the uncertainty that means. As before, we’ll be advising you wait until the first cohort of examinees
This is a better syllabus.
And, if you master it, you’ll be a better project manager.
I expect the exam will be harder. But nothing worthwhile should be easy.
Rather than rush: wait, and get the better PMP qualification.
Please do tell us what you think of PMI’s changes, in the comments below.
Dr Mike Clayton is one of the most successful and in-demand project management trainers in the UK. He is author of 13 best-selling books, including four about project management. He is also a prolific blogger and contributor to ProjectManager.com and Project, the journal of the Association for Project Management. Between 1990 and 2002, Mike was a successful project manager, leading large project teams and delivering complex projects. In 2016, Mike launched OnlinePMCourses.
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