PMP-KR 문제 751
Agile 프로젝트는 8개 중 5번째 반복을 실행하고 있습니다. 마지막 반복 계획 이후 팀은 시장에 새로운 경쟁자가 있다는 통보를 받았으며 시장 점유율을 놓치지 않도록 더 빠르게 움직여야 합니다.
프로젝트 관리자는 무엇을 해야 합니까?
프로젝트 관리자는 무엇을 해야 합니까?
정답: C
According to the Agile Practice Guide, one of the principles of agile project management is to "respond to change over following a plan" 1. This means that agile teams should be able to adapt to changing requirements and market conditions, and deliver value to the customer as quickly as possible. Adding the competitor's functionalities to the product backlog (option A) may not be the best way to respond to change, as it may increase the scope and complexity of the project, and delay the delivery of the product. Asking the sponsor to add more people to the team (option B) may also not be effective, as it may disrupt the team dynamics and communication, and cause the Brooks' law effect, which states that "adding manpower to a late software project makes it later". Asking the team to increase the velocity to launch the product as soon as possible (option D) may compromise the quality and sustainability of the product, and put undue pressure on the team. Therefore, the best option is to help the team to find a new approach to launch the product as soon as possible (option C), which may involve prioritizing the most valuable features, reducing the technical debt, applying lean principles, and collaborating with the customer and other stakeholders. References: 1: Agile Practice Guide, Chapter 2: An Introduction to Agile, page 13 2: The Mythical Man-Month: Essays on Software Engineering, by Frederick P. Brooks Jr., page 25
PMP-KR 문제 752
마지막 스프린트 검토 중에 제품 소유자는 제품이 어떤 가치도 제공하지 않는다고 말했습니다.
프로젝트 관리자는 제품이 제공된 모든 사양을 충족한다고 믿습니다. 팀은 제품 소유자의 진술에 혼란스러워합니다.
하이브리드 접근 방식을 사용할 때 프로젝트 관리자는 무엇을 해야 합니까?
프로젝트 관리자는 제품이 제공된 모든 사양을 충족한다고 믿습니다. 팀은 제품 소유자의 진술에 혼란스러워합니다.
하이브리드 접근 방식을 사용할 때 프로젝트 관리자는 무엇을 해야 합니까?
정답: C
A hybrid approach is a combination of two or more project management methodologies, such as Waterfall and Agile, that aims to create a better fit for the project and the organization123. A hybrid approach allows for flexibility and adaptability, but also requires alignment and communication among the project stakeholders. One of the key aspects of a hybrid approach is benefits management, which is the identification, definition, planning, tracking and realization of benefits4. Benefits are the positive outcomes and value that the project delivers to the organization and the customers5. A benefits management plan is a document that outlines how the benefits will be identified, measured, tracked and realized throughout the project lifecycle46.
In this scenario, the product owner, who is the person responsible for defining and prioritizing the product requirements and ensuring the delivery of value, stated that the product does not deliver any value, despite meeting the specifications. This indicates a misalignment between the product owner's expectations and the project's benefits. The project manager, who is the person responsible for leading and managing the project team and delivering the project objectives, believes that the product meets the specifications and is confused by the product owner's statement. The development team, who is the group of people responsible for designing, building and testing the product, is also confused by the product owner's statement.
The best course of action for the project manager in this situation is to review the project's benefits management plan with the product owner. This will help to clarify the benefits that the project aims to achieve, how they align with the product owner's expectations and the organization's strategic objectives, how they will be measured and tracked, and how they will be realized. By reviewing the benefits management plan, the project manager and the product owner can identify any gaps, issues or changes that need to be addressed, and agree on the next steps to ensure the delivery of value. This will also help to improve the communication and collaboration among the project stakeholders, and increase the chances of project success.
The other options are not the best choices for the project manager in this situation. Escalating the matter to the executive board (option A) may be premature and unnecessary, as it may create more confusion and conflict, and undermine the trust and authority of the project manager and the product owner. Prioritizing the project backlog and asking the development team to fix the issues (option B) may be ineffective and inefficient, as it may not address the root cause of the problem, and may waste time and resources on unnecessary or irrelevant changes. Asking the product owner to terminate the project (option D) may be drastic and detrimental, as it may result in the loss of value, investment and reputation, and damage the relationship between the project manager and the product owner.
: 1: What is the Hybrid Approach in Project Management? | Hygger.io 2: What Is Hybrid Project Management? | TeamGantt 3: Ultimate Guide To Hybrid Project Methodologies & How To Make Them 4: Benefits Management for Projects: Making a Benefits Management Plan 5: What is benefits management and project success? | APM 6: Benefits Management Plan: What it Is and How to Make it
In this scenario, the product owner, who is the person responsible for defining and prioritizing the product requirements and ensuring the delivery of value, stated that the product does not deliver any value, despite meeting the specifications. This indicates a misalignment between the product owner's expectations and the project's benefits. The project manager, who is the person responsible for leading and managing the project team and delivering the project objectives, believes that the product meets the specifications and is confused by the product owner's statement. The development team, who is the group of people responsible for designing, building and testing the product, is also confused by the product owner's statement.
The best course of action for the project manager in this situation is to review the project's benefits management plan with the product owner. This will help to clarify the benefits that the project aims to achieve, how they align with the product owner's expectations and the organization's strategic objectives, how they will be measured and tracked, and how they will be realized. By reviewing the benefits management plan, the project manager and the product owner can identify any gaps, issues or changes that need to be addressed, and agree on the next steps to ensure the delivery of value. This will also help to improve the communication and collaboration among the project stakeholders, and increase the chances of project success.
The other options are not the best choices for the project manager in this situation. Escalating the matter to the executive board (option A) may be premature and unnecessary, as it may create more confusion and conflict, and undermine the trust and authority of the project manager and the product owner. Prioritizing the project backlog and asking the development team to fix the issues (option B) may be ineffective and inefficient, as it may not address the root cause of the problem, and may waste time and resources on unnecessary or irrelevant changes. Asking the product owner to terminate the project (option D) may be drastic and detrimental, as it may result in the loss of value, investment and reputation, and damage the relationship between the project manager and the product owner.
: 1: What is the Hybrid Approach in Project Management? | Hygger.io 2: What Is Hybrid Project Management? | TeamGantt 3: Ultimate Guide To Hybrid Project Methodologies & How To Make Them 4: Benefits Management for Projects: Making a Benefits Management Plan 5: What is benefits management and project success? | APM 6: Benefits Management Plan: What it Is and How to Make it
PMP-KR 문제 753
설계 워크숍에서 엔지니어들은 프로젝트 관리자에게 신제품의 운영 절차에 대한 안전 전제 조건에 대해 질문합니다.
프로젝트 관리자는 무엇을 해야 하나요?
프로젝트 관리자는 무엇을 해야 하나요?
정답: A
Enterprise Environmental Factors (EEFs) include governmental regulations, safety standards, organizational culture, legal requirements, and industry standards. Since the engineers are asking about safety prerequisites- typically defined by regulatory or compliance bodies-the project manager should refer to EEFs, which contain mandatory information regarding safety policies.
According to the PMBOK Guide - Seventh Edition (Environment Domain), EEFs are inputs that influence project success and must be considered when defining requirements like safety.
Option B (benchmarking) helps improve performance but doesn't ensure compliance with formal safety standards.
Option C (lessons learned) provides past project insights but may not reflect updated safety prerequisites.
Option D (hiring an expert) may be unnecessary if the relevant safety standards are already documented in EEFs.
References:
PMBOK Guide - Seventh Edition, External Environment Considerations
PMI, "Environmental Factors and Organizational Process Assets," Resource Guide
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According to the PMBOK Guide - Seventh Edition (Environment Domain), EEFs are inputs that influence project success and must be considered when defining requirements like safety.
Option B (benchmarking) helps improve performance but doesn't ensure compliance with formal safety standards.
Option C (lessons learned) provides past project insights but may not reflect updated safety prerequisites.
Option D (hiring an expert) may be unnecessary if the relevant safety standards are already documented in EEFs.
References:
PMBOK Guide - Seventh Edition, External Environment Considerations
PMI, "Environmental Factors and Organizational Process Assets," Resource Guide
##############################################
PMP-KR 문제 754
한 프로젝트의 비즈니스 이해관계자가 이전의 안 좋은 경험으로 인해 애자일 접근 방식을 받아들이기를 꺼리고 있으며, 예측 접근 방식을 강력히 주장하고 있습니다. 프로젝트 관리자는 이해관계자가 애자일 접근 방식을 사용하도록 설득하기 위해 어떤 전략을 사용해야 할까요?
정답: A
According to the Agile Practice Guide, one of the benefits of agile approaches is that they enable early and frequent delivery of value to the customer and stakeholders1. This can help to build trust and collaboration among the project team and the stakeholders, and also to validate and adapt the project requirements and solutions2. Therefore, the project manager should propose a phased project approach with multiple small interactions and build trust with the stakeholder through frequent value delivery. This will help the stakeholder to see the benefits of agile and overcome their reluctance. The other options are incorrect because:
* B. Documenting the request and escalating to upper management to consider a modification of the project charter is not a persuasive strategy, but a confrontational one. It may create resistance and conflict with the stakeholder, and also undermine the project manager's authority and credibility3.
* C. Agreeing on a predictive approach, but applying agile concepts under the project management umbrella is not a transparent or ethical strategy. It may confuse and mislead the stakeholder, and also create inconsistency and ambiguity in the project management processes and practices4.
* D. Ensuring the stakeholder that an agile approach will deliver all of the expected results in a shorter period of time is not a realistic or honest strategy. It may create unrealistic expectations and pressure on the project team, and also ignore the uncertainty and complexity of the project environment5. References:
* 1: Agile Practice Guide, Chapter 2, Section 2.1, page 13
* 2: Agile Practice Guide, Chapter 2, Section 2.2, page 14
* 3: PMBOK Guide, 6th edition, Chapter 13, Section 13.3.2.3, page 524
* 4: PMBOK Guide, 6th edition, Chapter 1, Section 1.2.3, page 7
* 5: Agile Practice Guide, Chapter 2, Section 2.3, page 15
* B. Documenting the request and escalating to upper management to consider a modification of the project charter is not a persuasive strategy, but a confrontational one. It may create resistance and conflict with the stakeholder, and also undermine the project manager's authority and credibility3.
* C. Agreeing on a predictive approach, but applying agile concepts under the project management umbrella is not a transparent or ethical strategy. It may confuse and mislead the stakeholder, and also create inconsistency and ambiguity in the project management processes and practices4.
* D. Ensuring the stakeholder that an agile approach will deliver all of the expected results in a shorter period of time is not a realistic or honest strategy. It may create unrealistic expectations and pressure on the project team, and also ignore the uncertainty and complexity of the project environment5. References:
* 1: Agile Practice Guide, Chapter 2, Section 2.1, page 13
* 2: Agile Practice Guide, Chapter 2, Section 2.2, page 14
* 3: PMBOK Guide, 6th edition, Chapter 13, Section 13.3.2.3, page 524
* 4: PMBOK Guide, 6th edition, Chapter 1, Section 1.2.3, page 7
* 5: Agile Practice Guide, Chapter 2, Section 2.3, page 15
PMP-KR 문제 755
한 통신 회사가 끊임없이 변화하는 기술 요구 사항을 포함하는 전국 네트워크 구축을 진행하고 있습니다. 이 상황을 해결하기 위해 회사는 최근 하이브리드 프로젝트 수명 주기를 도입했습니다.
회고를 하면서 일부 팀원들은 대부분의 돌이 테스트할 준비가 되었지만 프로젝트 관리자의 승인을 기다리고 있어 진행하지 못했다고 불평했습니다.
프로젝트 관리자는 무엇을 해야 하나요?
회고를 하면서 일부 팀원들은 대부분의 돌이 테스트할 준비가 되었지만 프로젝트 관리자의 승인을 기다리고 있어 진행하지 못했다고 불평했습니다.
프로젝트 관리자는 무엇을 해야 하나요?
정답: D
In a hybrid project life cycle, which combines elements of both traditional (predictive) and agile (adaptive) methodologies, empowering the team to self-organize and make their own decisions is often the most effective approach. This is particularly true in situations where requirements are continuously changing, as it allows the team to adapt more quickly and effectively. In this scenario, the project manager should empower the team to advance the stones without waiting for his or her approval, thereby increasing the speed and efficiency of the testing process. References: PMBOK Guide, 6th Edition, Section 3.1.3 - Life Cycle Description: Predictive, Iterative, Incremental, and Agile
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