PMP-KR 문제 581
애자일 파일럿 프로젝트를 위해 스폰서는 고객을 위한 초기 제품 시연을 준비했습니다. 회의 중에 고객은 새로운 기능이 제품을 크게 개선할 것이라는 점을 깨달았습니다. 새로운 요구 사항을 수집한 후 프로젝트 관리자는 무엇을 해야 할까요?
정답: B
According to the PMBOK Guide, when using an agile approach, the project manager needs to embrace change and respond to customer feedback by continuously refining and reprioritizing the product backlog1.
The product backlog is a dynamic list of the product requirements, user stories, and other work items that need to be completed by the project team. By working with the product manager and the rest of the team to update the project backlog, the project manager can incorporate the new feature requested by the customer, and deliver value early and often1. The other options are not appropriate, as they do not reflect the agile mindset and principles. Assessing the impact of the new requirements and initiating the change request process, assessing the impact and communicating the updated product roadmap, and following the change management plan to update the risk register are all possible actions that could be taken in a predictive or waterfall approach, where changes are more controlled and formalized. However, in an agile approach, changes are expected and welcomed, and the project manager should collaborate with the customer and the team to deliver the best possible product2. References:
* 1: PMBOK Guide, 6th edition, page 18
* 2: PMBOK Guide, 6th edition, page 156
The product backlog is a dynamic list of the product requirements, user stories, and other work items that need to be completed by the project team. By working with the product manager and the rest of the team to update the project backlog, the project manager can incorporate the new feature requested by the customer, and deliver value early and often1. The other options are not appropriate, as they do not reflect the agile mindset and principles. Assessing the impact of the new requirements and initiating the change request process, assessing the impact and communicating the updated product roadmap, and following the change management plan to update the risk register are all possible actions that could be taken in a predictive or waterfall approach, where changes are more controlled and formalized. However, in an agile approach, changes are expected and welcomed, and the project manager should collaborate with the customer and the team to deliver the best possible product2. References:
* 1: PMBOK Guide, 6th edition, page 18
* 2: PMBOK Guide, 6th edition, page 156
PMP-KR 문제 582
공급업체가 프로젝트 관리자에게 프로젝트의 핵심 부품을 수량만큼 생산하는 데 한 달이 더 필요하다고 알립니다. 프로젝트 관리자는 일주일 안에 중요한 이정표를 달성해야 합니다.
프로젝트 관리자는 다음으로 무엇을 해야 할까요?
프로젝트 관리자는 다음으로 무엇을 해야 할까요?
정답: A
In this scenario, the project manager is facing a delay from a supplier that could impact a key project milestone. The first step should be to communicate with the vendor to explore possible solutions. This could include asking if the vendor can produce a minimally sufficient quantity of the key component in time to meet the project's immediate needs12. This approach allows the project to stay on track while also addressing the supplier's production challenges. It's important to note that this is a short-term solution and the project manager will need to continue to work with the supplier to resolve the longer-term production issues. References: Project Procurement Management - A Quick Guide, 7 factors to consider when working with project suppliers
PMP-KR 문제 583
새로 임명된 제품 책임자가 처음으로 애자일을 사용하는 프로젝트 팀과 함께 일하고 있습니다. 제품 책임자는 진행 상황을 논의하기 위해 하루 종일 여러 팀원을 끊임없이 방해합니다. 이로 인해 팀은 세세하게 관리당하는 느낌을 받고 좌절감을 느끼게 되었습니다.
프로젝트 관리자는 어떻게 진행해야 할까요?
프로젝트 관리자는 어떻게 진행해야 할까요?
정답: A
The project manager should invite the product owner to attend daily standup meetings so they can assess progress. This is the best option because it allows the product owner to stay informed and involved in the project without disrupting the team members throughout the day. Daily standup meetings are a common agile practice that provide a brief and focused update on the project status, issues, and plans1. By inviting the product owner to these meetings, the project manager can address their concerns and expectations, as well as foster collaboration and trust between the product owner and the team. This option also aligns with the agile principle of "business people and developers must work together daily throughout the project"2.
The other options are not as effective as option A. Option B is not frequent enough to satisfy the product owner's need for information and involvement. Option C is not collaborative and may create conflict between the product owner and the project manager. Option D is not appropriate and may damage the relationship between the product owner and the team. References: 1: PMBOKGuide, 6th edition, page 540 2: Agile Manifesto, [Principles behind the Agile Manifesto]
The other options are not as effective as option A. Option B is not frequent enough to satisfy the product owner's need for information and involvement. Option C is not collaborative and may create conflict between the product owner and the project manager. Option D is not appropriate and may damage the relationship between the product owner and the team. References: 1: PMBOKGuide, 6th edition, page 540 2: Agile Manifesto, [Principles behind the Agile Manifesto]
PMP-KR 문제 584
프로젝트 팀이 처음에 예상했던 것보다 더 복잡한 작업을 완료하는 데 지연이 발생하고 있습니다. 이는 현재 반복 목표에 영향을 미칠 수 있는 중요한 작업입니다.
팀이 처음에 이 장애물을 해결하는 데 도움이 되는 두 가지 옵션은 무엇입니까? (2개를 선택하세요.)
팀이 처음에 이 장애물을 해결하는 데 도움이 되는 두 가지 옵션은 무엇입니까? (2개를 선택하세요.)
정답: B,D
According to the PMBOK Guide, 7th edition, when a project team faces an obstacle that affects the project schedule, such as a task delay, the first step is to identify the cause and impact of the problem. This can be done by conducting a root cause analysis, which is a technique to find the underlying reason for a deviation or defect. A root cause analysis can help the team understand why the task turned out to be more complex than estimated, and what factors contributed to the delay. The next step is to review and update the dependencies among the project activities, which are the logical relationships that define the sequence and order of the work. By reviewing and updating the dependencies, the team can determine if there are any opportunities to rearrange, reschedule, or reprioritize the tasks to minimize the impact of the delay on the current iteration goals. The team can also communicate the updated dependencies to the relevant stakeholders and seek their feedback and support. The other options are incorrect because they are either premature or irrelevant at this stage. Escalating the issue to the project sponsor may not be necessary or helpful until the team has analyzed the problem and proposed a solution. Scheduling a retrospective is a good practice for agile teams to reflect on their performance and identify improvement areas, but it is not an immediate action to address a task delay.
Creating a risk management plan is a proactive process that should be done at the beginning of the project or iteration, not as a reaction to an obstacle. References: PMBOK Guide, 7th edition, pages 99, 100, 101, 102,
103, 104, 105, 106, 107, 108, 109, 110, 111, 112, 113, 114, 115, 116, 117, 118, 119, 120, 121, 122, 123, 124,
125, 126, 127, 128, 129, 130, 131, 132, 133, 134, 135, 136, 137, 138, 139, 140, 141, 142, 143, 144, 145, 146,
147, 148, 149, 150, 151, 152, 153, 154, 155, 156, 157, 158, 159, 160, 161, 162, 163, 164, 165, 166, 167, 168,
169, 170, 171, 172, 173, 174, 175, 176, 177, 178, 179, 180, 181, 182, 183, 184, 185, 186, 187, 188, 189, 190,
191, 192, 193, 194, 195, 196, 197, 198, 199, 200, 201, 202, 203, 204, 205, 206, 207, 208, 209, 210, 211, 212,
213, 214, 215, 216, 217, 218, 219, 220, 221, 222, 223, 224, 225, 226, 227, 228, 229, 230, 231, 232, 233, 234,
235, 236, 237, 238, 239, 240, 241, 242, 243, 244, 245, 246, 247, 248, 249, 250, 251, 252, 253, 254, 255, 256,
257, 258, 259, 260, 261, 262, 263, 264, 265, 266, 267, 268, 269, 270, 271, 272, 273, 274, 275, 276, 277, 278,
279, 280, 281, 282, 283, 284, 285, 286, 287, 288, 289, 290, 291, 292, 293, 294, 295, 296, 297, 298, 299,
300; Dealing with delays; Project Management Professional (PMP) Articles
Creating a risk management plan is a proactive process that should be done at the beginning of the project or iteration, not as a reaction to an obstacle. References: PMBOK Guide, 7th edition, pages 99, 100, 101, 102,
103, 104, 105, 106, 107, 108, 109, 110, 111, 112, 113, 114, 115, 116, 117, 118, 119, 120, 121, 122, 123, 124,
125, 126, 127, 128, 129, 130, 131, 132, 133, 134, 135, 136, 137, 138, 139, 140, 141, 142, 143, 144, 145, 146,
147, 148, 149, 150, 151, 152, 153, 154, 155, 156, 157, 158, 159, 160, 161, 162, 163, 164, 165, 166, 167, 168,
169, 170, 171, 172, 173, 174, 175, 176, 177, 178, 179, 180, 181, 182, 183, 184, 185, 186, 187, 188, 189, 190,
191, 192, 193, 194, 195, 196, 197, 198, 199, 200, 201, 202, 203, 204, 205, 206, 207, 208, 209, 210, 211, 212,
213, 214, 215, 216, 217, 218, 219, 220, 221, 222, 223, 224, 225, 226, 227, 228, 229, 230, 231, 232, 233, 234,
235, 236, 237, 238, 239, 240, 241, 242, 243, 244, 245, 246, 247, 248, 249, 250, 251, 252, 253, 254, 255, 256,
257, 258, 259, 260, 261, 262, 263, 264, 265, 266, 267, 268, 269, 270, 271, 272, 273, 274, 275, 276, 277, 278,
279, 280, 281, 282, 283, 284, 285, 286, 287, 288, 289, 290, 291, 292, 293, 294, 295, 296, 297, 298, 299,
300; Dealing with delays; Project Management Professional (PMP) Articles
PMP-KR 문제 585
최근 프로젝트 속도가 느려졌고, 추진력을 높이고 프로젝트를 정상 궤도로 되돌리기 위해 테스트를 생략하기로 결정했습니다.
이 결정의 결과로 프로젝트 관리자는 무엇에 집중해야 합니까?
이 결정의 결과로 프로젝트 관리자는 무엇에 집중해야 합니까?
정답: C
Technical debt is the term used to describe the consequences of poor quality or incomplete work in software development projects. It refers to the implied cost of rework or maintenance that will be required in the future due to skipping or compromising on testing, documentation, design, or other best practices. Technical debt can negatively affect the project velocity, quality, performance, reliability, security, and customer satisfaction. According to the Professional in Business Analysis Reference Materials1, technical debt can be classified into four types:
* Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.
* Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible. This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.
* Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.
* Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.
Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager and the team are creating deliberate and reckless technical debt, which can have severe consequences for the project and the organization. The project manager will need to focus on identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such decisions in the future.
:
Technical Debt: Definition, Types, and Management.
* Deliberate and reckless: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but without a plan to address them. This is the most harmful type of technical debt, as it can lead to major defects, failures, or breaches that can jeopardize the project or the organization.
* Deliberate and prudent: This is when the team intentionally chooses to skip testing or other quality measures, knowing that it will create problems later, but with a plan to address them as soon as possible. This is a common type of technical debt, as it can help the team meet urgent deadlines, deliver minimum viable products, or respond to changing requirements. However, this type of technical debt still requires careful management and prioritization, as it can accumulate over time and become unmanageable.
* Inadvertent and reckless: This is when the team unintentionally creates technical debt due to lack of skills, knowledge, or experience, and without realizing the impact of their actions. This is a dangerous type of technical debt, as it can result in poor quality products, low customer satisfaction, and high maintenance costs. This type of technical debt can be prevented by investing in training, coaching, mentoring, and peer reviews.
* Inadvertent and prudent: This is when the team unintentionally creates technical debt due to unavoidable factors, such as evolving technologies, standards, or customer needs, and with a plan to address them as part of continuous improvement. This is an inevitable type of technical debt, as it reflects the dynamic nature of software development. This type of technical debt can be managed by adopting agile practices, such as frequent feedback, retrospectives, and refactoring.
Therefore, the correct answer is C. Increased technical debt. By skipping testing, the project manager and the team are creating deliberate and reckless technical debt, which can have severe consequences for the project and the organization. The project manager will need to focus on identifying, measuring, and reducing the technical debt as soon as possible, and avoid making such decisions in the future.
:
Technical Debt: Definition, Types, and Management.
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