PMP-KR 문제 81
몇 가지 이해관계자 요구사항과 관련하여 프로젝트 팀은 우선순위 상충에 대한 주요 문제를 강조했습니다. 프로젝트 관리자는 무엇을 해야 합니까?
정답: B
Explanation
According to the PMBOK Guide, one of the interpersonal skills that a project manager should have is conflict management. Conflict management involves resolving, eliminating, or reducing the impact of conflicts that may arise among stakeholders during the project life cycle. Conflicting stakeholder requirements are a common source of conflict on projects, and the project manager should use appropriate techniques to balance and resolve them. Some of these techniques are: identifying the root cause of the conflict, understanding the stakeholders' perspectives and interests, finding areas of agreement and common ground, facilitating constructive communication and dialogue, and negotiating a mutually acceptable solution. The project manager should not ignore, avoid, or postpone dealing with the conflicting requirements, as this may lead to more problems and dissatisfaction later. The project manager should also not escalate the issue to the PMO or let the project team decide, as this may undermine the project manager's authority and responsibility. The project manager should take the lead in resolving the conflict and ensuring that the stakeholder requirements are aligned with the project objectives and scope. References: PMBOK Guide, 6th edition, pages 56-57,
513-514.
According to the PMBOK Guide, one of the interpersonal skills that a project manager should have is conflict management. Conflict management involves resolving, eliminating, or reducing the impact of conflicts that may arise among stakeholders during the project life cycle. Conflicting stakeholder requirements are a common source of conflict on projects, and the project manager should use appropriate techniques to balance and resolve them. Some of these techniques are: identifying the root cause of the conflict, understanding the stakeholders' perspectives and interests, finding areas of agreement and common ground, facilitating constructive communication and dialogue, and negotiating a mutually acceptable solution. The project manager should not ignore, avoid, or postpone dealing with the conflicting requirements, as this may lead to more problems and dissatisfaction later. The project manager should also not escalate the issue to the PMO or let the project team decide, as this may undermine the project manager's authority and responsibility. The project manager should take the lead in resolving the conflict and ensuring that the stakeholder requirements are aligned with the project objectives and scope. References: PMBOK Guide, 6th edition, pages 56-57,
513-514.
PMP-KR 문제 82
프로젝트 관리자는 리소스가 여러 위치에 분산되어 있는 글로벌 프로젝트를 이끌고 있습니다. 이해관계자들은 요구사항에 대해 서로 다른 해석을 가지고 있습니다. 프로젝트 관리자는 범위 확장에 대해 우려하고 있습니다.
범위를 통제하기 위해 프로젝트 관리자는 어떤 조치를 취해야 합니까?
범위를 통제하기 위해 프로젝트 관리자는 어떤 조치를 취해야 합니까?
정답: A
Explanation
The project manager should accept only those changes that are approved by the CCB prior to being implemented because this is the best way to control the scope and prevent scope creep. Scope creep is the uncontrolled expansion of the project scope due to the addition of new requirements or changes without proper authorization, analysis, or documentation. Scope creep can negatively affect the project performance, quality, schedule, cost, and stakeholder satisfaction. To control the scope, the project manager should follow the change management process, which includes submitting change requests, evaluating the impact of changes, obtaining approval from the CCB, and updating the project documents and baselines accordingly. The CCB is a group of stakeholders who are responsible for reviewing, approving, rejecting, or deferring change requests based on predefined criteria and authority levels. By following this process, the project manager can ensure that only valid and necessary changes are implemented, and that the project scope is aligned with the project objectives and stakeholder expectations. References:
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter
2.2.3, page 27
PMP Exam Content Outline, Domain III: Executing, Task 8
The project manager should accept only those changes that are approved by the CCB prior to being implemented because this is the best way to control the scope and prevent scope creep. Scope creep is the uncontrolled expansion of the project scope due to the addition of new requirements or changes without proper authorization, analysis, or documentation. Scope creep can negatively affect the project performance, quality, schedule, cost, and stakeholder satisfaction. To control the scope, the project manager should follow the change management process, which includes submitting change requests, evaluating the impact of changes, obtaining approval from the CCB, and updating the project documents and baselines accordingly. The CCB is a group of stakeholders who are responsible for reviewing, approving, rejecting, or deferring change requests based on predefined criteria and authority levels. By following this process, the project manager can ensure that only valid and necessary changes are implemented, and that the project scope is aligned with the project objectives and stakeholder expectations. References:
A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter
2.2.3, page 27
PMP Exam Content Outline, Domain III: Executing, Task 8
PMP-KR 문제 83
복잡한 프로젝트가 실행 단계에 있습니다. 프로젝트를 처음 접하는 주요 이해관계자가 프로젝트 결과물을 승인하지 않아 전체 진행 상황에 영향을 미칠 수 있습니다.
프로젝트 관리자는 다음에 무엇을 해야 합니까?
프로젝트 관리자는 다음에 무엇을 해야 합니까?
정답: A
Explanation
= The project manager should meet with the stakeholder to understand what is causing the delays in approving the project deliverables. This is the best way to address the stakeholder's concerns, expectations, and needs, and to build trust and rapport with them. The project manager should also communicate the impact of the delays on the project progress and seek the stakeholder's feedback and support. The other options are not the best actions to take in this situation, as they do not involve direct communication with the stakeholder or attempt to resolve the underlying issue. References: = A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 3: Stakeholder Performance, Section 3.2: Engage Stakeholders, Page 77-78.
= The project manager should meet with the stakeholder to understand what is causing the delays in approving the project deliverables. This is the best way to address the stakeholder's concerns, expectations, and needs, and to build trust and rapport with them. The project manager should also communicate the impact of the delays on the project progress and seek the stakeholder's feedback and support. The other options are not the best actions to take in this situation, as they do not involve direct communication with the stakeholder or attempt to resolve the underlying issue. References: = A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition, Chapter 3: Stakeholder Performance, Section 3.2: Engage Stakeholders, Page 77-78.
PMP-KR 문제 84
고객이 변경 예정일 1일 전에 추가 변경을 요청합니다. 프로젝트 관리자는 변경 요청에 어떻게 대응해야 합니까?
정답: C
Explanation
According to the PMBOK Guide, the project manager should manage the project scope, including the planning, validation, and control of the scope. The project manager should also manage the project changes, including the initiation, evaluation, approval, and implementationof the changes. In this scenario, the project manager received a request to add additional changes 1 day before the planned change date. This is a potential change to the project scope that may also impact the project time, cost, quality, and other aspects. The best course of action is to review the additional changes and perform integrated change control. This can help the project manager to assess the feasibility and desirability of the change request, and to determine the appropriate response and approval. Reviewing the additional changes and performing integrated change control (option C) is the best solution to the issue, as it demonstrates proactive and effective project scope and change management. Rejecting the changes as the lead time is too short (option A) may not be feasible or ethical, as it may violate the customer's expectations and satisfaction, and may damage the trust and relationship with the customer. Determining whether the project team is capable of making the changes (option B) may not be sufficient or realistic, as it may ignore or overlook the impact and value of the change request, and may create a conflict or resentment among the project team. Checking if the changes are covered in the statement of work (SOW) (option D) may not be relevant or helpful, as it may not address the change request itself, nor does it account for the possible deviations or changes that may occur during the project execution. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Change Request - Project Management Knowledge2 : Managing Change Requests in Project Management [Template]3 : Which Project Documents Need A Change Request For Updates?4
According to the PMBOK Guide, the project manager should manage the project scope, including the planning, validation, and control of the scope. The project manager should also manage the project changes, including the initiation, evaluation, approval, and implementationof the changes. In this scenario, the project manager received a request to add additional changes 1 day before the planned change date. This is a potential change to the project scope that may also impact the project time, cost, quality, and other aspects. The best course of action is to review the additional changes and perform integrated change control. This can help the project manager to assess the feasibility and desirability of the change request, and to determine the appropriate response and approval. Reviewing the additional changes and performing integrated change control (option C) is the best solution to the issue, as it demonstrates proactive and effective project scope and change management. Rejecting the changes as the lead time is too short (option A) may not be feasible or ethical, as it may violate the customer's expectations and satisfaction, and may damage the trust and relationship with the customer. Determining whether the project team is capable of making the changes (option B) may not be sufficient or realistic, as it may ignore or overlook the impact and value of the change request, and may create a conflict or resentment among the project team. Checking if the changes are covered in the statement of work (SOW) (option D) may not be relevant or helpful, as it may not address the change request itself, nor does it account for the possible deviations or changes that may occur during the project execution. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Change Request - Project Management Knowledge2 : Managing Change Requests in Project Management [Template]3 : Which Project Documents Need A Change Request For Updates?4
PMP-KR 문제 85
새로운 개발 프로젝트가 곧 시작될 예정이며, 프로젝트 관리자는 유명 고객이 모든 스프린트에서 매우 구체적이고 빈번하게 요청을 한다는 것을 알고 있습니다. 이 프로젝트에는 제3자와의 계약 조정이 필요하며, 프로젝트 관리자는 고객 및 파트너의 기대치를 관리할 수 있는 더 나은 방법을 찾아야 합니다.
프로젝트 관리자는 어떤 전략을 사용해야 합니까?
프로젝트 관리자는 어떤 전략을 사용해야 합니까?
정답: D
Explanation
A project manager who is working on a new development project with a high-profile customer and third parties should use the strategy of working very closely with the customer and third parties to meet their needs.
This is because:
The customer makes very specific and frequent requests in all sprints, which means that the customer has high expectations and involvement in the project. The project manager should maintain regular and effective communication with the customer, and seek to understand and address their requirements, feedback, and concerns. The project manager should also manage the customer's expectations by setting clear and realistic goals, scope, and deliverables, and by providing transparent and accurate progress reports and status updates.
The project demands contract coordination with third parties, which means that the project involves multiple stakeholders and dependencies. The project manager should establish and maintain good relationships with the third parties, and ensure that their roles and responsibilities are clearly defined and documented in the contract. The project manager should also monitor and control the performance and quality of the third parties, and resolve any issues or conflicts that may arise during the project execution.
Working very closely with the customer and third parties to meet their needs is consistent with the agile project management approach, which emphasizes customer satisfaction, collaboration, and adaptation.
The project manager should adopt agile practices and tools, such as iterative and incremental development, user stories, backlog management, sprint planning, daily stand-up meetings, retrospectives, and demos, to deliver value to the customer and the third parties in a timely and efficient manner.
The other three options are not the best strategies for the project manager to use, because:
Specifying the scope and features to be deployed in the contract clearly is a good practice, but it is not enough to meet the customer and third parties' needs. The project manager should also be flexible and responsive to the changing requirements and expectations of the customer and the third parties, and be able to adjust the scope and features accordingly.
Changing the marketing and product management definitions to meet stakeholder needs is a risky and unnecessary strategy, as it may cause confusion and inconsistency in the project. The project manager should align the marketing and product management definitions with the stakeholder needs, rather than changing them.
Focusing on the implementation of a software as a service (SaaS) solution for the customer is a specific and narrow strategy, which may not suit the nature and scope of the project. The project manager should consider the feasibility, suitability, and desirability of the SaaS solution for the customer and the third parties, and evaluate other possible alternatives, before deciding on the best solution for the project.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
4 Ways Project Managers Can Help with Customer Engagement
Process of Managing Project Contracts | PMI
Third-Party Project Management- Project Communications Model
A project manager who is working on a new development project with a high-profile customer and third parties should use the strategy of working very closely with the customer and third parties to meet their needs.
This is because:
The customer makes very specific and frequent requests in all sprints, which means that the customer has high expectations and involvement in the project. The project manager should maintain regular and effective communication with the customer, and seek to understand and address their requirements, feedback, and concerns. The project manager should also manage the customer's expectations by setting clear and realistic goals, scope, and deliverables, and by providing transparent and accurate progress reports and status updates.
The project demands contract coordination with third parties, which means that the project involves multiple stakeholders and dependencies. The project manager should establish and maintain good relationships with the third parties, and ensure that their roles and responsibilities are clearly defined and documented in the contract. The project manager should also monitor and control the performance and quality of the third parties, and resolve any issues or conflicts that may arise during the project execution.
Working very closely with the customer and third parties to meet their needs is consistent with the agile project management approach, which emphasizes customer satisfaction, collaboration, and adaptation.
The project manager should adopt agile practices and tools, such as iterative and incremental development, user stories, backlog management, sprint planning, daily stand-up meetings, retrospectives, and demos, to deliver value to the customer and the third parties in a timely and efficient manner.
The other three options are not the best strategies for the project manager to use, because:
Specifying the scope and features to be deployed in the contract clearly is a good practice, but it is not enough to meet the customer and third parties' needs. The project manager should also be flexible and responsive to the changing requirements and expectations of the customer and the third parties, and be able to adjust the scope and features accordingly.
Changing the marketing and product management definitions to meet stakeholder needs is a risky and unnecessary strategy, as it may cause confusion and inconsistency in the project. The project manager should align the marketing and product management definitions with the stakeholder needs, rather than changing them.
Focusing on the implementation of a software as a service (SaaS) solution for the customer is a specific and narrow strategy, which may not suit the nature and scope of the project. The project manager should consider the feasibility, suitability, and desirability of the SaaS solution for the customer and the third parties, and evaluate other possible alternatives, before deciding on the best solution for the project.
References:
Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Seventh Edition. Project Management Institute.
Project Management Institute. (2020). Agile Practice Guide. Project Management Institute.
4 Ways Project Managers Can Help with Customer Engagement
Process of Managing Project Contracts | PMI
Third-Party Project Management- Project Communications Model
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