PMP-KR 문제 11
프로젝트 팀이 고객에게 중요한 결과물을 전달했습니다. 고객이 유지보수 매뉴얼이 포함되어 있지 않다고 불만을 토로했습니다.
프로젝트 관리자는 다음에 무엇을 해야 합니까?
프로젝트 관리자는 다음에 무엇을 해야 합니까?
정답: C
Explanation
The terms and conditions of the contract are the legal agreement between the project team and the customer that defines the scope, quality, schedule, and cost of the project deliverables. The contract also specifies the roles and responsibilities of each party, the acceptance criteria, the payment terms, and the dispute resolution process1. The project manager should review the terms and conditions of the contract to determine if the maintenance manual was part of the agreed deliverables, and if so, why it was not delivered. The project manager should also communicate with the customer to understand their expectations and needs, and to resolve the issue in a satisfactory manner.
Option A is not the best answer because reviewing the stakeholder engagement plan may not help the project manager address the customer's complaint. The stakeholder engagement plan is a document that identifies the project stakeholders, their interests, expectations, and influence, and the strategies to engage them throughout the project life cycle2. While the stakeholder engagement plan may provide some insights into the customer's preferences and communication methods, it does not specify the contractual obligations of the project team.
Option B is not the best answer because adding the needed manual and updating the risk log may not be the appropriate actions to take before reviewing the contract. The risk log is a document that records the identified risks, their causes, impacts, probabilities, responses, and status3. While the omission of the maintenance manual may be considered a risk that could affect the customer satisfaction and the project reputation, the project manager should first verify if the manual was part of the contract, and if so, what caused the error and how to correct it.
Option D is not the best answer because submitting a change request to include the manual may not be necessary or feasible before reviewing the contract. A change request is a formal proposal to modify any aspect of the project, such as the scope, quality, schedule, or cost4. A change request may require approval from the customer, the project sponsor, or other stakeholders, depending on the change control process. The project manager should first review the contract to determine if the manual was already included in the original scope, and if not, if the customer is willing to pay for the additional work and time required to produce the manual. References:
1: PMBOK Guide, 7th edition, page 69
2: PMBOK Guide, 7th edition, page 83
3: PMBOK Guide, 7th edition, page 267
4: PMBOK Guide, 7th edition, page 95
The terms and conditions of the contract are the legal agreement between the project team and the customer that defines the scope, quality, schedule, and cost of the project deliverables. The contract also specifies the roles and responsibilities of each party, the acceptance criteria, the payment terms, and the dispute resolution process1. The project manager should review the terms and conditions of the contract to determine if the maintenance manual was part of the agreed deliverables, and if so, why it was not delivered. The project manager should also communicate with the customer to understand their expectations and needs, and to resolve the issue in a satisfactory manner.
Option A is not the best answer because reviewing the stakeholder engagement plan may not help the project manager address the customer's complaint. The stakeholder engagement plan is a document that identifies the project stakeholders, their interests, expectations, and influence, and the strategies to engage them throughout the project life cycle2. While the stakeholder engagement plan may provide some insights into the customer's preferences and communication methods, it does not specify the contractual obligations of the project team.
Option B is not the best answer because adding the needed manual and updating the risk log may not be the appropriate actions to take before reviewing the contract. The risk log is a document that records the identified risks, their causes, impacts, probabilities, responses, and status3. While the omission of the maintenance manual may be considered a risk that could affect the customer satisfaction and the project reputation, the project manager should first verify if the manual was part of the contract, and if so, what caused the error and how to correct it.
Option D is not the best answer because submitting a change request to include the manual may not be necessary or feasible before reviewing the contract. A change request is a formal proposal to modify any aspect of the project, such as the scope, quality, schedule, or cost4. A change request may require approval from the customer, the project sponsor, or other stakeholders, depending on the change control process. The project manager should first review the contract to determine if the manual was already included in the original scope, and if not, if the customer is willing to pay for the additional work and time required to produce the manual. References:
1: PMBOK Guide, 7th edition, page 69
2: PMBOK Guide, 7th edition, page 83
3: PMBOK Guide, 7th edition, page 267
4: PMBOK Guide, 7th edition, page 95
PMP-KR 문제 12
결과물에 대한 후속 조치를 취하는 동안 팀 구성원이 프로젝트 관리자에게 다른 팀 구성원과 협력하는 것에 대한 우려를 표명합니다. 이 팀원은 직무 관리자인 다른 팀원이 회의 중에 종종 방어적이고 공격적이라고 말합니다.
프로젝트 관리자는 이 상황을 어떻게 처리해야 합니까?
프로젝트 관리자는 이 상황을 어떻게 처리해야 합니까?
정답: D
Explanation
= According to the PMBOK Guide, 7th edition, one of the project manager's roles is to facilitate collaboration among team members and stakeholders1. This includes resolving conflicts and promoting a positive team environment2. Therefore, the best option for the project manager is to encourage both team members to meet as soon as possible and resolve the problem. This way, the project manager can help them understand each other's perspectives, find common ground, and reach a mutually acceptable solution3. Reporting the disruptive team member to the HR department (option A) may escalate the conflict and damage the trust and relationship between the team members. Suggesting that the team member ignore the disruptive team member and focus only on the work (option B) may not address the root cause of the problem and may lead to further resentment and frustration. Monitoring the situation for a few weeks to determine if the disruptive team member's attitude changes (option C) may not be effective, as the conflict may worsen over time and affect the team's performance and morale. References: 1: PMBOK Guide, 7th edition, page 95 2: PMBOK Guide, 7th edition, page 97 3: PMBOK Guide, 7th edition, page 98
= According to the PMBOK Guide, 7th edition, one of the project manager's roles is to facilitate collaboration among team members and stakeholders1. This includes resolving conflicts and promoting a positive team environment2. Therefore, the best option for the project manager is to encourage both team members to meet as soon as possible and resolve the problem. This way, the project manager can help them understand each other's perspectives, find common ground, and reach a mutually acceptable solution3. Reporting the disruptive team member to the HR department (option A) may escalate the conflict and damage the trust and relationship between the team members. Suggesting that the team member ignore the disruptive team member and focus only on the work (option B) may not address the root cause of the problem and may lead to further resentment and frustration. Monitoring the situation for a few weeks to determine if the disruptive team member's attitude changes (option C) may not be effective, as the conflict may worsen over time and affect the team's performance and morale. References: 1: PMBOK Guide, 7th edition, page 95 2: PMBOK Guide, 7th edition, page 97 3: PMBOK Guide, 7th edition, page 98
PMP-KR 문제 13
석유 및 가스 프로젝트가 프로젝트에 대한 전체 자금을 확보하지 못한 채 시작되었습니다. 나머지 자금은 프로젝트 실행 중에 확보될 예정이었습니다. 남은 자금의 인수가 몇 달 지연되면서 모든 계약업체의 작업이 중단되었습니다.
이러한 일이 발생하지 않도록 프로젝트 관리자는 무엇을 했어야 합니까?
이러한 일이 발생하지 않도록 프로젝트 관리자는 무엇을 했어야 합니까?
정답: C
Explanation
The project manager should have ensured the risk of not acquiring full funding for the project was adequately assessed and mitigated by the appropriate stakeholders to prevent this from happening. According to the PMBOK Guide, a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives1. In this case, the risk of not acquiring full funding for the project is a negative risk that could affect the project scope, schedule, cost, and quality. Therefore, the project manager should have performed the following risk management processes1:
Identify Risks: The process of identifying individual project risks and sources of overall project risk, and documenting their characteristics. The project manager should have identified the riskof not acquiring full funding for the project as a potential source of overall project risk, and documented its characteristics, such as causes, triggers, probability, impact, and priority.
Perform Qualitative Risk Analysis: The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact, as well as other characteristics. The project manager should have prioritized the risk of not acquiring full funding for the project based on its probability and impact, and determined if it required further analysis or action.
Perform Quantitative Risk Analysis: The process of analyzing the effect of identified individual project risks and other sources of uncertainty on the project objectives, and presenting the results in quantitative terms. The project manager should have analyzed the effect of the risk of not acquiring full funding for the project on the project objectives, such as the expected monetary value, the cost of risk, the schedule reserve, and the contingency reserve.
Plan Risk Responses: The process of developing options and actions to enhance opportunities and reduce threats to the project objectives. The project manager should have developed options and actions to reduce the threat of the risk of not acquiring full funding for the project, such as avoiding, mitigating, transferring, or accepting the risk, and implementing contingency plans or fallback plans if the risk occurs.
Implement Risk Responses: The process of implementing the agreed-upon risk response plans. The project manager should have implemented the risk response plans for the risk of not acquiring full funding for the project, such as securing alternative sources of funding, negotiating with the stakeholders, or adjusting the project scope, schedule, or cost.
Monitor Risks: The process of tracking the implementation of risk response plans, identifying and analyzing new risks, and evaluating risk process effectiveness. The project manager should have monitored the risk of not acquiring full funding for the project, and tracked the implementation of the risk response plans, identified and analyzed any new risks, and evaluated the effectiveness of the risk process.
By performing these risk management processes, the project manager could have prevented the risk of not acquiring full funding for the project from occurring, or minimized its impact on the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to assess and mitigate the risk.
Ensuring the stakeholder anticipated obstacles to achieving financial closure on the remaining funds is a passive and vague action that does not specify how the project manager will help the stakeholder overcome the obstacles or secure the funds.
Ensuring the stakeholder who was providing additional funds remained interested in the project is an important but not sufficient action that does not guarantee the availability or timeliness of the funds.
Ensuring the project team monitored and reviewed the project risk register periodically is a necessary but not sufficient action that does not involve developing and implementing risk response plans.
References: 1: PMBOK Guide, 7th edition, pages 97-99.
The project manager should have ensured the risk of not acquiring full funding for the project was adequately assessed and mitigated by the appropriate stakeholders to prevent this from happening. According to the PMBOK Guide, a risk is an uncertain event or condition that, if it occurs, has a positive or negative effect on one or more project objectives1. In this case, the risk of not acquiring full funding for the project is a negative risk that could affect the project scope, schedule, cost, and quality. Therefore, the project manager should have performed the following risk management processes1:
Identify Risks: The process of identifying individual project risks and sources of overall project risk, and documenting their characteristics. The project manager should have identified the riskof not acquiring full funding for the project as a potential source of overall project risk, and documented its characteristics, such as causes, triggers, probability, impact, and priority.
Perform Qualitative Risk Analysis: The process of prioritizing individual project risks for further analysis or action by assessing their probability of occurrence and impact, as well as other characteristics. The project manager should have prioritized the risk of not acquiring full funding for the project based on its probability and impact, and determined if it required further analysis or action.
Perform Quantitative Risk Analysis: The process of analyzing the effect of identified individual project risks and other sources of uncertainty on the project objectives, and presenting the results in quantitative terms. The project manager should have analyzed the effect of the risk of not acquiring full funding for the project on the project objectives, such as the expected monetary value, the cost of risk, the schedule reserve, and the contingency reserve.
Plan Risk Responses: The process of developing options and actions to enhance opportunities and reduce threats to the project objectives. The project manager should have developed options and actions to reduce the threat of the risk of not acquiring full funding for the project, such as avoiding, mitigating, transferring, or accepting the risk, and implementing contingency plans or fallback plans if the risk occurs.
Implement Risk Responses: The process of implementing the agreed-upon risk response plans. The project manager should have implemented the risk response plans for the risk of not acquiring full funding for the project, such as securing alternative sources of funding, negotiating with the stakeholders, or adjusting the project scope, schedule, or cost.
Monitor Risks: The process of tracking the implementation of risk response plans, identifying and analyzing new risks, and evaluating risk process effectiveness. The project manager should have monitored the risk of not acquiring full funding for the project, and tracked the implementation of the risk response plans, identified and analyzed any new risks, and evaluated the effectiveness of the risk process.
By performing these risk management processes, the project manager could have prevented the risk of not acquiring full funding for the project from occurring, or minimized its impact on the project performance. The other options are not sufficient or appropriate for this situation, as they do not address the need to assess and mitigate the risk.
Ensuring the stakeholder anticipated obstacles to achieving financial closure on the remaining funds is a passive and vague action that does not specify how the project manager will help the stakeholder overcome the obstacles or secure the funds.
Ensuring the stakeholder who was providing additional funds remained interested in the project is an important but not sufficient action that does not guarantee the availability or timeliness of the funds.
Ensuring the project team monitored and reviewed the project risk register periodically is a necessary but not sufficient action that does not involve developing and implementing risk response plans.
References: 1: PMBOK Guide, 7th edition, pages 97-99.
PMP-KR 문제 14
새로운 프로젝트 팀의 두 구성원은 문제 해결을 위한 최선의 접근 방식에 대해 의견이 일치하지 않습니다. 갈등은 1주일째 지속되고 있다. 두 멤버는 서로를 둘러싸고 긴장하며 모든 것을 사적으로 받아들이고 있다.
프로젝트 관리자는 무엇을 해야 합니까?
프로젝트 관리자는 무엇을 해야 합니까?
정답: C
Explanation
According to the PMBOK Guide, the project manager should use appropriate conflict resolution techniques to minimize the negative effects of conflict and enhance project performance. The project manager should also consider the emotional and interpersonal aspects of conflict and facilitate constructive dialogue between the parties involved. Sending both team members to the HR department (option A) may not be the best solution, as it may imply that the project manager is unable to handle the conflict and may damage the trust and morale of the team. Understanding each team member's argument and selecting the one that results in less risk to the project (option B) may also be problematic, as it may create a win-lose situation and increase the resentment and frustration of the losing party. Offering a compromise that is acceptable to both team members, even if it may not be the best solution (option D) may also be suboptimal, as it may result in a lose-lose situation and reduce the quality and effectiveness of the project outcome. Helping the team members to resolve the conflict in a way that results in the best team performance (option C) is the most desirable option, as it may lead to a win-win situation and foster collaboration and innovation among the team members. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author.
According to the PMBOK Guide, the project manager should use appropriate conflict resolution techniques to minimize the negative effects of conflict and enhance project performance. The project manager should also consider the emotional and interpersonal aspects of conflict and facilitate constructive dialogue between the parties involved. Sending both team members to the HR department (option A) may not be the best solution, as it may imply that the project manager is unable to handle the conflict and may damage the trust and morale of the team. Understanding each team member's argument and selecting the one that results in less risk to the project (option B) may also be problematic, as it may create a win-lose situation and increase the resentment and frustration of the losing party. Offering a compromise that is acceptable to both team members, even if it may not be the best solution (option D) may also be suboptimal, as it may result in a lose-lose situation and reduce the quality and effectiveness of the project outcome. Helping the team members to resolve the conflict in a way that results in the best team performance (option C) is the most desirable option, as it may lead to a win-win situation and foster collaboration and innovation among the team members. References: : Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (6th ed.). Newtown Square, PA: Author.
PMP-KR 문제 15
원자력 발전소 건설 프로젝트는 외부 전력 공급에 대한 지역의 에너지 의존도를 줄일 것입니다. 프로젝트 관리자는 지역의 여러 리더로부터 프로젝트에 대한 지원을 받았습니다. 그러나 정부 일부에서는 재생에너지원 개발에 집중하기 위해 이 프로젝트를 중단하고 싶어합니다.
프로젝트 관리자는 이해관계자 참여 계획에 어떤 이해관계자를 포함해야 합니까?
프로젝트 관리자는 이해관계자 참여 계획에 어떤 이해관계자를 포함해야 합니까?
정답: A
Explanation
A stakeholder engagement plan is a document that describes how the project manager and the project team will communicate and interact with the stakeholders throughout the project. The stakeholder engagement plan should include all the stakeholders who have been identified and who have needs and a potential impact on the project, regardless of their level of support or opposition. This is because the project manager needs to understand the expectations, interests, and concerns of all the stakeholders, and to manage them effectively.
By including all thestakeholders in the stakeholder engagement plan, the project manager can also identify and address any issues or risks that may arise from the stakeholder relationships, and to enhance the stakeholder satisfaction and support for the project. References: PMBOK Guide, 6th edition, pages 513-514; 5 steps to creating a stakeholder engagement plan (with template)
A stakeholder engagement plan is a document that describes how the project manager and the project team will communicate and interact with the stakeholders throughout the project. The stakeholder engagement plan should include all the stakeholders who have been identified and who have needs and a potential impact on the project, regardless of their level of support or opposition. This is because the project manager needs to understand the expectations, interests, and concerns of all the stakeholders, and to manage them effectively.
By including all thestakeholders in the stakeholder engagement plan, the project manager can also identify and address any issues or risks that may arise from the stakeholder relationships, and to enhance the stakeholder satisfaction and support for the project. References: PMBOK Guide, 6th edition, pages 513-514; 5 steps to creating a stakeholder engagement plan (with template)
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