PMP-KR 문제 156
일부 산업의 이해관계자는 프로젝트 관리자를 거치지 않고 프로그래머 및 시스템 분석가와 직접 거래하는 것을 선호합니다. 이로 인해 프로젝트의 리소스 관리가 복잡해집니다.
프로젝트 관리자는 이 문제를 어떻게 해결해야 합니까?
프로젝트 관리자는 이 문제를 어떻게 해결해야 합니까?
정답: A
Explanation
According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The communications management plan should include the stakeholder communication requirements, the information to be communicated, the communication methods and technologies, the frequency and timing of communication, the roles and responsibilities of the communication participants, and the escalation process for resolving issues. The communications management plan should also align with the stakeholder engagement plan, which describes the strategies and actions to increase the support and minimize the resistance of the stakeholders throughout the project life cycle. By promoting the adoption of the communications management plan with the project team, the project manager can ensure that the project communications are consistent, clear, and effective, and that the stakeholders are kept informed and engaged.
This can also help to prevent or resolve any conflicts or misunderstandings that may arise from the direct interaction between the stakeholders and the programmers or system analysts. Promoting the adoption of the communications management plan with the project team (option A) is the best solution to the issue, as it demonstrates proactive and collaborative project communication and stakeholder management. Requesting a meeting with senior management to escalate the situation (option B) may not be necessary or appropriate, as it may imply that the project manager is unable to handle the issue and may damage the trust and relationship with the stakeholders. Hosting a team-building event to develop team cohesion and improve communication (option C) may also be ineffective or irrelevant, as it does not address the root cause of the issue or provide a clear guidance on how to communicate with the stakeholders. Proposing implementing a new projectmanagement information system (PMIS) (option D) may also be unrealistic or costly, as it may require additional resources and time to acquire and deploy the new system, and may not guarantee the improvement of the project communication or stakeholder engagement. References: : Project Management Institute. (2017).
A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA:
Author1
According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, monitored, and controlled. The communications management plan should include the stakeholder communication requirements, the information to be communicated, the communication methods and technologies, the frequency and timing of communication, the roles and responsibilities of the communication participants, and the escalation process for resolving issues. The communications management plan should also align with the stakeholder engagement plan, which describes the strategies and actions to increase the support and minimize the resistance of the stakeholders throughout the project life cycle. By promoting the adoption of the communications management plan with the project team, the project manager can ensure that the project communications are consistent, clear, and effective, and that the stakeholders are kept informed and engaged.
This can also help to prevent or resolve any conflicts or misunderstandings that may arise from the direct interaction between the stakeholders and the programmers or system analysts. Promoting the adoption of the communications management plan with the project team (option A) is the best solution to the issue, as it demonstrates proactive and collaborative project communication and stakeholder management. Requesting a meeting with senior management to escalate the situation (option B) may not be necessary or appropriate, as it may imply that the project manager is unable to handle the issue and may damage the trust and relationship with the stakeholders. Hosting a team-building event to develop team cohesion and improve communication (option C) may also be ineffective or irrelevant, as it does not address the root cause of the issue or provide a clear guidance on how to communicate with the stakeholders. Proposing implementing a new projectmanagement information system (PMIS) (option D) may also be unrealistic or costly, as it may require additional resources and time to acquire and deploy the new system, and may not guarantee the improvement of the project communication or stakeholder engagement. References: : Project Management Institute. (2017).
A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA:
Author1
PMP-KR 문제 157
최근에 프로젝트 관리자가 곧 시작될 새 프로젝트에 배정되었습니다. 조직은 이미 고객과 범위 및 최종 납품 날짜를 자세히 설명하는 고정 비용 계약을 체결했지만 프로젝트 관리자는 프로젝트가 처음에 계획된 반복 횟수만큼 완료되지 못하게 하는 몇 가지 내부 제약 조건과 조건을 식별했습니다.
프로젝트 관리자는 다음에 무엇을 해야 합니까?
프로젝트 관리자는 다음에 무엇을 해야 합니까?
정답: B
Explanation
According to the PMBOK Guide, an assumption log is a project document that records the assumptions and constraints that affect the project planning and execution. The assumption log helps to identify, validate, and monitor the assumptions and constraints throughout the project life cycle, and to address any deviations or changes that may occur. The assumption log also helps to communicate the assumptions and constraints to the project stakeholders, and to manage their expectations and feedback. In this scenario, the project manager faces a fixed-cost contract that defines the scope and final delivery date of the project, but also several internal constraints and conditions that may prevent the project from being completed as planned. The best course of action is to create an assumption log and map the assumptions to the impediments based on the impact to the project value. This can help the project manager to assess the validity and reliability of the assumptions, to identify and prioritize the impediments that may affect the project performance and delivery, and to develop appropriate strategies and actions to mitigate or resolve them. Creating an assumption log and mapping assumptions to impediments based on the impact to the project value (option B) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. Creating a contingency plan in case the project deviates from the initial plan (option A) may also be helpful, but it is not the first step that the project manager should take. A contingency plan is a predefined action plan that specifies the steps to be taken if an identified risk event occurs. Before creating a contingency plan, the project manager should first identify and analyze the assumptions and impediments that may cause the project deviation, and determine the probability and impact of the risk events. Creating an issue log template that will be used to identify and track impediments (option C) may also be useful, but it is not the most comprehensive or effective approach. An issue log is a project document that records and monitors the issues that arise during the project and require resolution. However, an issue log does not capture the assumptions and constraints that underlie the issues, nor does it provide a clear mapping of the assumptions to the impediments based on the impact to the project value. Creating a schedule management plan to ensure the project meets the delivery date (option D) may also be necessary, but it is not the most urgent or relevant action. A schedule management plan is a component of the project management plan that establishes the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. However, a schedule management plan does not address the assumptions andimpediments that may affect the project scope and value, nor does it account for the fixed-cost contract that limits the flexibility and adaptability of the project schedule. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute.
(2017). Agile Practice Guide. Newtown Square, PA: Author2 : The special challenges of project management under fixed-price contracts. (2015)3 : Fixed price agile projects. (2011)2 : Managing Fixed Price Contracts. (2009)3
According to the PMBOK Guide, an assumption log is a project document that records the assumptions and constraints that affect the project planning and execution. The assumption log helps to identify, validate, and monitor the assumptions and constraints throughout the project life cycle, and to address any deviations or changes that may occur. The assumption log also helps to communicate the assumptions and constraints to the project stakeholders, and to manage their expectations and feedback. In this scenario, the project manager faces a fixed-cost contract that defines the scope and final delivery date of the project, but also several internal constraints and conditions that may prevent the project from being completed as planned. The best course of action is to create an assumption log and map the assumptions to the impediments based on the impact to the project value. This can help the project manager to assess the validity and reliability of the assumptions, to identify and prioritize the impediments that may affect the project performance and delivery, and to develop appropriate strategies and actions to mitigate or resolve them. Creating an assumption log and mapping assumptions to impediments based on the impact to the project value (option B) is the best solution to the issue, as it demonstrates proactive and effective project integration and risk management. Creating a contingency plan in case the project deviates from the initial plan (option A) may also be helpful, but it is not the first step that the project manager should take. A contingency plan is a predefined action plan that specifies the steps to be taken if an identified risk event occurs. Before creating a contingency plan, the project manager should first identify and analyze the assumptions and impediments that may cause the project deviation, and determine the probability and impact of the risk events. Creating an issue log template that will be used to identify and track impediments (option C) may also be useful, but it is not the most comprehensive or effective approach. An issue log is a project document that records and monitors the issues that arise during the project and require resolution. However, an issue log does not capture the assumptions and constraints that underlie the issues, nor does it provide a clear mapping of the assumptions to the impediments based on the impact to the project value. Creating a schedule management plan to ensure the project meets the delivery date (option D) may also be necessary, but it is not the most urgent or relevant action. A schedule management plan is a component of the project management plan that establishes the policies, procedures, and documentation for planning, developing, managing, executing, and controlling the project schedule. However, a schedule management plan does not address the assumptions andimpediments that may affect the project scope and value, nor does it account for the fixed-cost contract that limits the flexibility and adaptability of the project schedule. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author1 : Project Management Institute.
(2017). Agile Practice Guide. Newtown Square, PA: Author2 : The special challenges of project management under fixed-price contracts. (2015)3 : Fixed price agile projects. (2011)2 : Managing Fixed Price Contracts. (2009)3
PMP-KR 문제 158
하이브리드 프로젝트는 제품의 민첩한 제공과 마케팅 전략의 예측 개발 모두에서 여러 가지 문제를 겪고 있습니다. 서로 다른 시간대에 위치한 이해관계자로부터 피드백을 받으려면 프로젝트 관리자는 어떻게 해야 합니까?
정답: A
Explanation
According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. The communications management plan should include information such as the communication requirements, methods, formats, frequency, and channels for different stakeholders, as well as the time zones, languages, and cultural factors that may affect the communication process. The communications management plan should also define the escalation process, the feedback mechanism, and the communication roles and responsibilities. Therefore, the project manager should refer to the communications management plan to determine the best way to receive feedback from stakeholders located in different time zones, taking into account their preferences, expectations, and availability. References: PMBOK Guide, 6th edition, pages 29, 376, 377, 378.
According to the PMBOK Guide, the communications management plan is a component of the project management plan that describes how project communications will be planned, structured, implemented, and monitored for effectiveness. The communications management plan should include information such as the communication requirements, methods, formats, frequency, and channels for different stakeholders, as well as the time zones, languages, and cultural factors that may affect the communication process. The communications management plan should also define the escalation process, the feedback mechanism, and the communication roles and responsibilities. Therefore, the project manager should refer to the communications management plan to determine the best way to receive feedback from stakeholders located in different time zones, taking into account their preferences, expectations, and availability. References: PMBOK Guide, 6th edition, pages 29, 376, 377, 378.
PMP-KR 문제 159
어류 부화장 건설사업이 추진되고 있습니다. 운영그룹에서는 잠재적인 문제로 발전할 수 있는 우려 사항에 대해 프로젝트 관리자에게 알렸지만 해당 우려 사항은 해결되지 않았습니다.
프로젝트 관리자는 어떤 프로젝트 문서에 우려 사항을 기록해야 합니까?
프로젝트 관리자는 어떤 프로젝트 문서에 우려 사항을 기록해야 합니까?
정답: C
Explanation
According to the PMBOK Guide, the issue log is a project document that records and monitors the resolution of issues that arise during a project. Issues are points or matters in question or in dispute, or that are not settled and are under discussion or over which there are opposing views or disagreements. Issues can be related to any aspect of the project, such as scope, schedule, cost, quality, resources, communication, risk, procurement, or stakeholder engagement. The issue log helps the project manager and the project team to track the status of issues, assign responsibilities, establish priorities, and set target dates for resolution. The issue log is updated as new issues are identified and current issues are resolved. The issue log is also a communication tool that informs stakeholders about the issues and how they are being handled. References: PMBOK Guide, 6th edition, pages 89, 123, 558.
According to the PMBOK Guide, the issue log is a project document that records and monitors the resolution of issues that arise during a project. Issues are points or matters in question or in dispute, or that are not settled and are under discussion or over which there are opposing views or disagreements. Issues can be related to any aspect of the project, such as scope, schedule, cost, quality, resources, communication, risk, procurement, or stakeholder engagement. The issue log helps the project manager and the project team to track the status of issues, assign responsibilities, establish priorities, and set target dates for resolution. The issue log is updated as new issues are identified and current issues are resolved. The issue log is also a communication tool that informs stakeholders about the issues and how they are being handled. References: PMBOK Guide, 6th edition, pages 89, 123, 558.
PMP-KR 문제 160
일부 이해관계자들은 프로젝트가 조직 전략 및 예상 비즈니스 가치와 일치하는지 확인하기 위해 진행된 세션을 놓쳤습니다. 이러한 이유로 그들의 입력은 수집되지 않았습니다. 이것이 의사 결정 과정에서 일부 갈등의 근본 원인입니다.
이 상황을 해결하기 위해 프로젝트 관리자는 먼저 무엇을 해야 합니까?
이 상황을 해결하기 위해 프로젝트 관리자는 먼저 무엇을 해야 합니까?
정답: B
Explanation
According to the PMP reference materials, conflict is a natural and inevitable occurrence in any project, and it can have both positive and negative effects on the project performance and outcomes12. Therefore, the project manager should be able to identify, analyze, and manage conflict effectively, using various conflict resolution techniques and skills12. According to the best practices for conflict resolution, the first step in resolving any conflict is to recognize and understand the conflict, its sources, types, and impacts34. This step involves listening to the different perspectives of the parties involved, acknowledging their feelings and emotions, and clarifying the facts and assumptions34. This step helps the project manager to gain a deeper insight into the nature and scope of the conflict, and to identify the underlying needs and interests of the stakeholders34. The other options are not the best actions to take as the first step to resolve this situation, as they either skip or delay the recognition and understanding of the conflict, or they are not relevant or feasible for the scenario.
Rescheduling the session (A) may not be possible or effective, as it may not address the root cause of the conflict, or it may aggravate the situation by creating more delays and dissatisfaction. Listing alternative courses of action may be a useful step later in the conflict resolution process, but it requires a prior understanding of the conflict and its implications. Applying risk assessment techniques (D) may not be appropriate or necessary, as the conflict may not be a risk, but a reality, and it may not be resolved by applying risk management tools or methods. References: 1: Manage Project Team - Project Management Institute 2:
Conflict Management - Project Management Knowledge 3: Conflict Resolution Tips and Conflict Resolution Techniques for the PMP ...3 4: 5 Conflict Resolution Techniques in Project Management - PM Study Circle1
According to the PMP reference materials, conflict is a natural and inevitable occurrence in any project, and it can have both positive and negative effects on the project performance and outcomes12. Therefore, the project manager should be able to identify, analyze, and manage conflict effectively, using various conflict resolution techniques and skills12. According to the best practices for conflict resolution, the first step in resolving any conflict is to recognize and understand the conflict, its sources, types, and impacts34. This step involves listening to the different perspectives of the parties involved, acknowledging their feelings and emotions, and clarifying the facts and assumptions34. This step helps the project manager to gain a deeper insight into the nature and scope of the conflict, and to identify the underlying needs and interests of the stakeholders34. The other options are not the best actions to take as the first step to resolve this situation, as they either skip or delay the recognition and understanding of the conflict, or they are not relevant or feasible for the scenario.
Rescheduling the session (A) may not be possible or effective, as it may not address the root cause of the conflict, or it may aggravate the situation by creating more delays and dissatisfaction. Listing alternative courses of action may be a useful step later in the conflict resolution process, but it requires a prior understanding of the conflict and its implications. Applying risk assessment techniques (D) may not be appropriate or necessary, as the conflict may not be a risk, but a reality, and it may not be resolved by applying risk management tools or methods. References: 1: Manage Project Team - Project Management Institute 2:
Conflict Management - Project Management Knowledge 3: Conflict Resolution Tips and Conflict Resolution Techniques for the PMP ...3 4: 5 Conflict Resolution Techniques in Project Management - PM Study Circle1
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