Updated: October 2026 Are you here because you've heard the PMP exam changed on 9 July 2026? Here's what you need to know. The Project Management Professional (PMP)® exam updated in July 2026, but what exactly is different? And what do the new training eligibility requirements mean for candidates when these come into e…
Updated: October 2026 Are you here because you've heard the PMP exam changed on 9 July 2026? Here's what you need to know. The Project Management Professional (PMP)® exam updated in July 2026, but what exactly is different? And what do the new training eligibility requirements mean for candidates when these come into e…
Whoah, the exam changed? I didn't know. How did that happen?
Every so often PMI carry out an assessment of what a project manager does all day. This is done by carrying out a Job Task Analysis, where PMI analyzes the standards and industry practices globally so the exam and the exam content outline can be updated to accurately reflect the job.
In other words, PMI (or more specifically, the agency contracted to do this work) look at what a project manager actually does day-to-day and link this back to the certification. If they didn't, you'd find that the PMP exam was still based on the ways of working we had back when the certification was first introduced.
This latest analysis from PMI has shown, as is to be expected, that the project manager's role has evolved. Plus PMI want to put more emphasis on emerging trends like AI and sustainability. The exam is being updated to reflect that.
After the July 2026 update, we don't know when the exam will change again. It was last updated (I think, from memory) in 2021 so this version will be valid for around 5 years I'd guess. If there is a release of the PMBOK® Guide Ninth Edition in this time it will likely not change what you need to study, as the PMBOK Guide and the Exam Content Outline for PMP are not updated at the same time.
In context
- Topic: Proyectos, PMO y Riesgos — Gestión de proyectos, oficinas de proyecto y riesgo del portafolio.
- Source: Rebel's Guide to PM
- Published: 16/10/2026
Continue reading at the original source →
Excerpt published automatically by the site radar. The full text belongs to its publisher and is linked above.
Why it matters
A project management office is worth the decisions it makes possible, not the reports it produces. Once the PMO becomes the function chasing status updates, it has already lost: the team learns to fill in the template and the real information goes back to travelling through the corridors.
What I look at first in a case like this is not the plan, it is how often it gets corrected. A project that replans every month with fresh data lands far closer than one that spends a year defending the baseline it signed when it knew least.
What usually goes wrong
What I see fail most is the absent sponsor. They sign the kick-off, appear in the photo, and do not come back until there is a problem. Without somebody with real authority clearing obstacles every fortnight, the project manager ends up negotiating as an equal with areas that do not report to them, and loses.
What to watch
- Which risks are identified, who owns each one, and when they were last reviewed.
- The size of the first useful delivery: the further out it is, the more it resembles a bet.
- How it was estimated and how close the same organisation's previous estimates turned out to be.
How I read this entry
If this landed on my desk, the first thing I would ask for is not percentage complete: it is the list of pending decisions with a name and a date. A percentage can be dressed up; a decision stuck for three weeks with an identified owner cannot be argued with, and it explains the delay far better.
This entry is an excerpt from the original source, selected by the site radar. The commentary above is the site's own and does not belong to the cited publisher.
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Living through this in your own team?
Open the chat and tell me how you're handling it. I'm interested in comparing notes.
