Project Management Institute (PMI)

PMP prep

For experienced project leaders who want to prove they can deliver value with predictive, agile and hybrid approaches, on the exam that follows the July 2026 content outline.

Start free Unlock everything · $49

The real exam

Questions	180 (170 scored, 10 unscored pretest)
Time	240 minutes
Breaks	Two optional 10-minute breaks; a finished section locks
Pass mark	Not published by PMI
Domains	People 33%, Process 41%, Business Environment 26%
Approaches	About 40% predictive, 60% agile or hybrid
Item types	Case-study sets (first), single and multiple response, matching, graphic-based, hotspot, pull-down
Content outline	New Exam Content Outline, live since 9 July 2026
Delivery	Pearson VUE test centre or online proctored
Renewal	60 PDUs every 3 years

What you get

lessons

hours of reading

560

original questions

full mock exams

Mocks follow the real rules: 180 questions in 240 minutes, 3 sections with breaks, flag and review.

Syllabus

People33%

Build a common vision, lead and empower the team, manage conflict, engage and align stakeholders, transfer knowledge and run communication (8 tasks).

Process41%

Plan and deliver the work: approach and integrated plan, scope, value, resources, procurement, finance, quality, schedule, status and closure (10 tasks).

Business Environment26%

Governance, compliance, change control, impediments and issues, risk, continuous improvement, organisational change and external change (8 tasks).

Course outline

The PMP exam and the PMI mindset · 4 lessons
Foundations · 5 lessons
Agile and hybrid in depth · 5 lessons
People: vision, leadership and conflict · 5 lessons
People: stakeholders, communication and knowledge · 5 lessons
Process: planning delivery · 5 lessons
Process: resources, procurement, finance and quality · 5 lessons
Process: status, metrics and closure · 4 lessons
Business Environment: governance, compliance and change · 4 lessons
Business Environment: risk, improvement and the wider world · 7 lessons
Exam strategy and final review · 4 lessons

Try a question

Three weeks into a hybrid project to replace a hospital's patient scheduling system, the project manager notices that the clinical leads describe the goal as "fewer missed appointments" while the IT leads describe it as "retiring the old server platform." Both groups are building features that pull in different directions. What should the project manager do FIRST?

A. Bring both groups together to revisit the charter and vision and agree one shared outcome

B. Ask the sponsor to issue a memo stating which goal takes priority

C. Split the backlog so each group can pursue its own goal in parallel

D. Raise a change request to update the scope statement with both goals

Show answer

Answer: A. People task 1 asks the project manager to ensure a shared vision and keep it current. When groups describe the goal differently, the first move is to bring them together around the charter and product vision and agree one statement. Escalation or formal change comes later, only if facilitation fails.

In a sprint review, stakeholders praise the new reporting feature, but the product owner later tells the project manager that the sales director "still thinks we are building a full CRM." The product roadmap was shared by email two months ago. What should the project manager do?

A. Work with the product owner to walk the sales director through the roadmap and what each release targets

B. Add CRM features to the backlog so the sales director is satisfied

C. Send the roadmap email to the sales director again, this time with a read receipt and a short summary at the top

D. Tell the sales director that scope is frozen for this release and any CRM requests must wait for the next one

Show answer

Answer: A. When a stakeholder's picture of the product differs from the plan, the root cause is usually communication. Interactive discussion of the roadmap with the product owner aligns the stakeholder with the vision. Pushing documents again rarely changes understanding.

PMP and PMI are registered marks of the Project Management Institute, Inc. Passwell is not affiliated with, endorsed by or sponsored by PMI, and is not a PMI Authorized Training Partner. All questions and lessons are original and are not taken from the real exam. Facts checked 2026-11-14.