PMP-KR 문제 26
프로젝트 관리자가 여러 국가의 팀원들과 함께 대규모 프로젝트의 상태를 검토하고 있습니다. 상태 검토를 통해 프로젝트 관리자는 한 팀이 지속적으로 일정보다 늦어지고 있으며 해당 팀의 작업을 수정해야 하는 경우가 많다는 사실을 알아냈습니다.
이 팀의 작업 품질을 향상시키기 위해 프로젝트 관리자는 무엇을 해야 합니까?
이 팀의 작업 품질을 향상시키기 위해 프로젝트 관리자는 무엇을 해야 합니까?
정답: D
Explanation
The project manager should evaluate the issue with the team to determine if they have the necessary skills to perform assignments. This will help to identify the root cause of the poor quality and schedule performance, and to take appropriate actions to address the skill gaps, such as training, coaching, mentoring, or reassigning.
Option A is not the best answer because asking a local subject matter expert (SME) to assist the team in reviewing the project requirements may not solve the problem of the team's lack of skills. Option B is not the best answer because guiding all team members and bringing in external consultants to complete the work may not be feasible, cost-effective, or acceptable to the stakeholders. Option C is not the best answer because reviewing the issue with the project sponsor and working to reduce the scope for that team may not be realistic, desirable, or beneficial to the project objectives. References: PMP Exam Set D - Q57 | Premium PMP Exam Questions However, I cannot guarantee that this answer is 100% verified or accurate, as it is based on a third-party source and not the official PMI reference materials. Therefore, I suggest you to consult the official PMI website2 or other reliable sources for more information and confirmation. I hope this helps.
The project manager should evaluate the issue with the team to determine if they have the necessary skills to perform assignments. This will help to identify the root cause of the poor quality and schedule performance, and to take appropriate actions to address the skill gaps, such as training, coaching, mentoring, or reassigning.
Option A is not the best answer because asking a local subject matter expert (SME) to assist the team in reviewing the project requirements may not solve the problem of the team's lack of skills. Option B is not the best answer because guiding all team members and bringing in external consultants to complete the work may not be feasible, cost-effective, or acceptable to the stakeholders. Option C is not the best answer because reviewing the issue with the project sponsor and working to reduce the scope for that team may not be realistic, desirable, or beneficial to the project objectives. References: PMP Exam Set D - Q57 | Premium PMP Exam Questions However, I cannot guarantee that this answer is 100% verified or accurate, as it is based on a third-party source and not the official PMI reference materials. Therefore, I suggest you to consult the official PMI website2 or other reliable sources for more information and confirmation. I hope this helps.
PMP-KR 문제 27
조직은 복잡한 프로젝트에 하이브리드 제공 접근 방식을 사용하고 있습니다. 반복 검토에서 고위 관리자는 제시된 기능의 완전한 재설계를 요청합니다. 이를 위해서는 기술 아키텍처의 상당한 변경과 추가 릴리스가 필요할 수 있습니다.
프로젝트 리더는 무엇을 먼저 해야 할까요?
프로젝트 리더는 무엇을 먼저 해야 할까요?
정답: C
Explanation
The project lead should first discuss with the product owner, who is responsible for defining and prioritizing the product requirements and ensuring that they deliver value to the customer and the organization. The project lead should understand the rationale behind the senior manager's request and the impact it would have on the product vision, scope, and schedule. The project lead should also collaborate with the product owner to assess the feasibility and desirability of the proposed redesign and determine the best way to handle it in the hybrid delivery approach. This approach is consistent with the principles of stakeholder engagement, communication management, and agile project management. References:
PMBOK Guide, 6th edition, pages 51-52, 513-514, 686-687.
PMP Exam Content Outline, June 2019, pages 6-7, 10-11, 16-17.
Agile Practice Guide, pages 19-20, 27-28, 35-36.
The project lead should first discuss with the product owner, who is responsible for defining and prioritizing the product requirements and ensuring that they deliver value to the customer and the organization. The project lead should understand the rationale behind the senior manager's request and the impact it would have on the product vision, scope, and schedule. The project lead should also collaborate with the product owner to assess the feasibility and desirability of the proposed redesign and determine the best way to handle it in the hybrid delivery approach. This approach is consistent with the principles of stakeholder engagement, communication management, and agile project management. References:
PMBOK Guide, 6th edition, pages 51-52, 513-514, 686-687.
PMP Exam Content Outline, June 2019, pages 6-7, 10-11, 16-17.
Agile Practice Guide, pages 19-20, 27-28, 35-36.
PMP-KR 문제 28
한 팀이 두 달 동안 작업했는데 계획된 사용자 스토리를 지속적으로 놓쳤습니다. 프로젝트 관리자는 이 문제를 어떻게 해결해야 합니까?
정답: C
Explanation
= The project manager should ensure the sprint size is appropriate for the iteration duration. This means that the team should be able to complete the user stories within the timebox of the sprint, without compromising the quality or scope of the deliverables. If the team is consistently missing planned user stories, it may indicate that the sprint size is too large or the iteration duration is too short. The project manager should work with the team and the product owner toadjust the sprint size and the product backlog accordingly, based on the team's velocity and capacity12. References: = PMBOK Guide 7th Edition, Chapter 5: Delivery Performance, Section
5.2.3: Plan and Manage Iterations; PMBOK Guide 6th Edition, Chapter 6: Project Schedule Management, Section 6.2.2.5: Agile Release Planning.
= The project manager should ensure the sprint size is appropriate for the iteration duration. This means that the team should be able to complete the user stories within the timebox of the sprint, without compromising the quality or scope of the deliverables. If the team is consistently missing planned user stories, it may indicate that the sprint size is too large or the iteration duration is too short. The project manager should work with the team and the product owner toadjust the sprint size and the product backlog accordingly, based on the team's velocity and capacity12. References: = PMBOK Guide 7th Edition, Chapter 5: Delivery Performance, Section
5.2.3: Plan and Manage Iterations; PMBOK Guide 6th Edition, Chapter 6: Project Schedule Management, Section 6.2.2.5: Agile Release Planning.
PMP-KR 문제 29
조직 축소로 인해 핵심 주제 전문가(SME) 리소스가 다년간의 프로젝트를 떠나게 되었습니다. 프로젝트 관리자는 무엇을 해야 합니까?
정답: C
Explanation
According to the web search results, a subject matter expert (SME) is a professional with in-depth knowledge of a specific subject or area1. They collaborate with project managers, teams and stakeholders to provide technical expertise and input in their area1. When an SME leaves a project, it can have a significant impact on the project's quality, scope, schedule and budget2.
One of the possible actions that a project manager can take when an SME leaves a project is to refer to the resource management plan3. The resource management plan is a component of the project management plan that describes how project resources are acquired, allocated, managed and released4. It may also include a contingency plan for dealing with resource changes or risks4. By referring to the resource management plan, the project manager can identify the best way to replace the SME or adjust the project accordingly3.
Another possible action that a project manager can take when an SME leaves a project is to consult the project sponsor. The project sponsor is a person or group who provides resources and support for the project and is accountable for enabling success4. The project sponsor can help the project manager to secure a new SME, approve changes to the project scope or budget, or resolve any issues or conflicts that may arise due to the SME's departure.
The other two options, updating the stakeholder register and modifying the statement of work (SOW), may not be the best actions to take when an SME leaves a project. The stakeholder register is a project document that identifies the people, groups or organizations that have an interest in or may affect or be affected by the project4. The statement of work (SOW) is a narrative description of the products, services or results to be delivered by the project4. Updating the stakeholder register or modifying the SOW may not be necessary or appropriate unless the project scope, objectives or deliverables have changed significantly due to the SME's departure.
Therefore, based on the web search results, the most likely answer to the question is either C or B, but you will have to verify the answer yourself using the official sources.
References: 2: Employment Downsizing and its Alternatives - SHRM 1: SMEs in Project Management:
Definition and Importance | Indeed.com 3: The Subject Matter Expert (A Misunderstood Product Owner Stance) 4: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition : Why And How You Should Develop In-House Subject Matter Experts ... - Forbes : Project Management Professional (PMP Examination Content Outline
According to the web search results, a subject matter expert (SME) is a professional with in-depth knowledge of a specific subject or area1. They collaborate with project managers, teams and stakeholders to provide technical expertise and input in their area1. When an SME leaves a project, it can have a significant impact on the project's quality, scope, schedule and budget2.
One of the possible actions that a project manager can take when an SME leaves a project is to refer to the resource management plan3. The resource management plan is a component of the project management plan that describes how project resources are acquired, allocated, managed and released4. It may also include a contingency plan for dealing with resource changes or risks4. By referring to the resource management plan, the project manager can identify the best way to replace the SME or adjust the project accordingly3.
Another possible action that a project manager can take when an SME leaves a project is to consult the project sponsor. The project sponsor is a person or group who provides resources and support for the project and is accountable for enabling success4. The project sponsor can help the project manager to secure a new SME, approve changes to the project scope or budget, or resolve any issues or conflicts that may arise due to the SME's departure.
The other two options, updating the stakeholder register and modifying the statement of work (SOW), may not be the best actions to take when an SME leaves a project. The stakeholder register is a project document that identifies the people, groups or organizations that have an interest in or may affect or be affected by the project4. The statement of work (SOW) is a narrative description of the products, services or results to be delivered by the project4. Updating the stakeholder register or modifying the SOW may not be necessary or appropriate unless the project scope, objectives or deliverables have changed significantly due to the SME's departure.
Therefore, based on the web search results, the most likely answer to the question is either C or B, but you will have to verify the answer yourself using the official sources.
References: 2: Employment Downsizing and its Alternatives - SHRM 1: SMEs in Project Management:
Definition and Importance | Indeed.com 3: The Subject Matter Expert (A Misunderstood Product Owner Stance) 4: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition : Why And How You Should Develop In-House Subject Matter Experts ... - Forbes : Project Management Professional (PMP Examination Content Outline
PMP-KR 문제 30
한 회사가 새로운 기술과 관련된 프로젝트를 시작할 계획입니다. 프로젝트 승인이 필요합니다.
프로젝트 관리자는 무엇을 해야 합니까?
프로젝트 관리자는 무엇을 해야 합니까?
정답: D
Explanation
The project manager should analyze the cost and identify the project benefits before initiating a project involving a new technology. This is because the project manager needs to justify the business case and the return on investment (ROI) of the project to the project sponsor and other stakeholders who will approve the project. The projectmanager should also consider the alignment of the project with the organizational strategy and goals. The project manager should use tools and techniques such as cost-benefit analysis, net present value (NPV), internal rate of return (IRR), and benefit-cost ratio (BCR) to evaluate the feasibility and viability of the project.
Option A is not a good action, as reviewing the cost and schedule baselines for execution is a planning activity that should be done after the project is approved and initiated. The project manager should not assume the project baselines before conducting a thorough analysis of the project scope, requirements, resources, and constraints.
Option B is not a good action, as identifying the risks in implementing the new technology is also a planning activity that should be done after the project is approved and initiated. The project manager should not focus on the potential negative outcomes of the project before establishing the positive outcomes and benefits of the project.
Option C is not a good action, as defining change management for the new technology is also a planning activity that should be done after the project is approved and initiated. The project manager should not anticipate the changes that may occur during the project execution before defining the project scope, objectives, and deliverables. References:
[PMBOK Guide], 6th edition, page 33, section 1.2.3
[PMP Exam Content Outline], page 8, task 1 under domain 1
The project manager should analyze the cost and identify the project benefits before initiating a project involving a new technology. This is because the project manager needs to justify the business case and the return on investment (ROI) of the project to the project sponsor and other stakeholders who will approve the project. The projectmanager should also consider the alignment of the project with the organizational strategy and goals. The project manager should use tools and techniques such as cost-benefit analysis, net present value (NPV), internal rate of return (IRR), and benefit-cost ratio (BCR) to evaluate the feasibility and viability of the project.
Option A is not a good action, as reviewing the cost and schedule baselines for execution is a planning activity that should be done after the project is approved and initiated. The project manager should not assume the project baselines before conducting a thorough analysis of the project scope, requirements, resources, and constraints.
Option B is not a good action, as identifying the risks in implementing the new technology is also a planning activity that should be done after the project is approved and initiated. The project manager should not focus on the potential negative outcomes of the project before establishing the positive outcomes and benefits of the project.
Option C is not a good action, as defining change management for the new technology is also a planning activity that should be done after the project is approved and initiated. The project manager should not anticipate the changes that may occur during the project execution before defining the project scope, objectives, and deliverables. References:
[PMBOK Guide], 6th edition, page 33, section 1.2.3
[PMP Exam Content Outline], page 8, task 1 under domain 1
- 다른 버전
- 737PMI.PMP-KR.v2026-08-27.q1110
- 5305PMI.PMP-KR.v2026-08-21.q86
- 1308PMI.PMP-KR.v2026-08-21.q927
- 7966PMI.PMP-KR.v2026-06-01.q1069
- 6251PMI.PMP-KR.v2026-05-07.q925
- 1704PMI.PMP-KR.v2026-03-28.q242
- 4978PMI.PMP-KR.v2026-03-27.q939
- 5436PMI.PMP-KR.v2026-03-09.q911
- 5258PMI.PMP-KR.v2026-03-07.q681
- 5835PMI.PMP-KR.v2026-03-05.q857
- 3232PMI.PMP-KR.v2026-03-04.q280
- 5641PMI.PMP-KR.v2025-03-29.q751
- 5503PMI.PMP-KR.v2024-02-27.q469
- 3709PMI.PMP-KR.v2023-12-04.q235
- 1548PMI.PMP-KR.v2023-10-19.q177
- 2593PMI.PMP-KR.v2023-05-15.q244
- 최근 업로드
- 166Huawei.H12-351_V1.0.v2026-09-04.q76
- 793Cisco.300-435.v2026-09-03.q259
- 388Oracle.1Z0-1045-26.v2026-09-03.q17
- 682IIA.IIA-CIA-Part1.v2026-09-03.q627
- 541Fortinet.NSE6_OTS_AR-7.6.v2026-09-03.q95
- 519Snowflake.DAA-C01.v2026-09-03.q67
- 3520Salesforce.AP-223.v2026-09-01.q94
- 2634Splunk.SPLK-5001.v2026-09-01.q60
- 3967Cisco.300-540.v2026-09-01.q62
- 5205Microsoft.MS-102-KR.v2026-09-01.q239
[×]
PDF 파일 다운로드
메일 주소를 입력하시고 다운로드 하세요. PMI.PMP-KR.v2024-02-10.q164 모의시험 시험자료를 다운 받으세요.