PMP-KR 문제 821
프로젝트 계획 회의 중에 고객은 새로운 제품을 만드는 방법을 잘 모르고 추가 비용과 작업에 대해 걱정합니다.
고객이 프로젝트 관리자에게 지침을 요청하고 있습니다.
프로젝트 관리자는 무엇을 해야 하나요?
고객이 프로젝트 관리자에게 지침을 요청하고 있습니다.
프로젝트 관리자는 무엇을 해야 하나요?
정답: D
This answer is based on the concept of adaptive life cycle or agile project management, which is one of the approaches to managing projects in the PMBOK Guide1. Adaptive life cycle is suitable for projects that have high uncertainty, changing requirements, and complex or innovative products1. The main characteristics of adaptive life cycle are:
* Delivering products in iterations or increments, each with a fixed duration and scope1.
* Seeking frequent feedback from customers and stakeholders to validate the product value and quality1.
* Embracing changes and responding to them quickly and effectively1.
* Empowering the project team to make decisions and collaborate with each other1.
A minimum viable product (MVP) is a version of the product that has enough features to satisfy the initial needs of the customers and stakeholders, and to provide feedback for future development2. By focusing on releasing an MVP quickly, the project manager can:
* Reduce the risk of wasting time and resources on building a product that does not meet the customer's expectations or needs2.
* Increase the customer's satisfaction and engagement by involving them in the product development process2.
* Learn from the feedback and data collected from the MVP and use them to improve the product in the next iteration2.
* Adapt to the changing requirements and market conditions by delivering value incrementally2.
Therefore, option D is the best answer, as it aligns with the adaptive life cycle approach and the benefits of MVP. Option A is not a good answer, as it implies a predictive life cycle or waterfall project management, which is more suitable for projects that have low uncertainty, stable requirements, and well-defined products1. Waiting to start the project execution phase until all requirements and acceptance criteria are clear can result in:
* Missing the opportunity to deliver value early and often to the customers and stakeholders1.
* Increasing the risk of scope creep, change requests, and rework due to changing customer needs or expectations1.
* Reducing the flexibility and responsiveness of the project team to adapt to changes1.
* Limiting the collaboration and communication between the project team and the customers and stakeholders1.
Option B is also not a good answer, as it assumes that the customer knows all of the requirements at the beginning of the project, which is unlikely for a brand new product. Asking the customer to include all of the requirements in the project charter can lead to:
* Creating a rigid and unrealistic scope that does not reflect the customer's actual needs or preferences3.
* Overwhelming the customer and the project team with too many details and specifications that may not be relevant or necessary3.
* Ignoring the feedback and learning opportunities that can arise during the project execution phase3.
* Reducing the chances of innovation and creativity by restricting the product features and functions3.
Option C is a better answer than option A and B, as it involves the customer in the requirement elicitation process and prioritizes the most important requirements. However, it is still not the best answer, as it does not address the customer's concern about extra costs and work. Scheduling a brainstorming session and selecting the top ten most important requirements can still result in:
* Spending too much time and resources on planning and analysis, instead of delivering value and testing assumptions.
* Failing to validate the requirements with the end users and other stakeholders, who may have different needs or expectations.
* Missing the opportunity to learn from the feedback and data collected from the product delivery and use.
* Delaying the adaptation and improvement of the product based on the changing requirements and market conditions.
:
1: A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, Chapter 1 and
4, Project Management Institute, 2017. 2: The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Chapter 3 and 6, Eric Ries, 2011. 3: Software Requirements, Third Edition, Chapter 2 and 3, Karl Wiegers and Joy Beatty, 2013. : Agile Project Management with Scrum, Chapter 1 and 2, Ken Schwaber, 2004.
* Delivering products in iterations or increments, each with a fixed duration and scope1.
* Seeking frequent feedback from customers and stakeholders to validate the product value and quality1.
* Embracing changes and responding to them quickly and effectively1.
* Empowering the project team to make decisions and collaborate with each other1.
A minimum viable product (MVP) is a version of the product that has enough features to satisfy the initial needs of the customers and stakeholders, and to provide feedback for future development2. By focusing on releasing an MVP quickly, the project manager can:
* Reduce the risk of wasting time and resources on building a product that does not meet the customer's expectations or needs2.
* Increase the customer's satisfaction and engagement by involving them in the product development process2.
* Learn from the feedback and data collected from the MVP and use them to improve the product in the next iteration2.
* Adapt to the changing requirements and market conditions by delivering value incrementally2.
Therefore, option D is the best answer, as it aligns with the adaptive life cycle approach and the benefits of MVP. Option A is not a good answer, as it implies a predictive life cycle or waterfall project management, which is more suitable for projects that have low uncertainty, stable requirements, and well-defined products1. Waiting to start the project execution phase until all requirements and acceptance criteria are clear can result in:
* Missing the opportunity to deliver value early and often to the customers and stakeholders1.
* Increasing the risk of scope creep, change requests, and rework due to changing customer needs or expectations1.
* Reducing the flexibility and responsiveness of the project team to adapt to changes1.
* Limiting the collaboration and communication between the project team and the customers and stakeholders1.
Option B is also not a good answer, as it assumes that the customer knows all of the requirements at the beginning of the project, which is unlikely for a brand new product. Asking the customer to include all of the requirements in the project charter can lead to:
* Creating a rigid and unrealistic scope that does not reflect the customer's actual needs or preferences3.
* Overwhelming the customer and the project team with too many details and specifications that may not be relevant or necessary3.
* Ignoring the feedback and learning opportunities that can arise during the project execution phase3.
* Reducing the chances of innovation and creativity by restricting the product features and functions3.
Option C is a better answer than option A and B, as it involves the customer in the requirement elicitation process and prioritizes the most important requirements. However, it is still not the best answer, as it does not address the customer's concern about extra costs and work. Scheduling a brainstorming session and selecting the top ten most important requirements can still result in:
* Spending too much time and resources on planning and analysis, instead of delivering value and testing assumptions.
* Failing to validate the requirements with the end users and other stakeholders, who may have different needs or expectations.
* Missing the opportunity to learn from the feedback and data collected from the product delivery and use.
* Delaying the adaptation and improvement of the product based on the changing requirements and market conditions.
:
1: A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, Chapter 1 and
4, Project Management Institute, 2017. 2: The Lean Startup: How Today's Entrepreneurs Use Continuous Innovation to Create Radically Successful Businesses, Chapter 3 and 6, Eric Ries, 2011. 3: Software Requirements, Third Edition, Chapter 2 and 3, Karl Wiegers and Joy Beatty, 2013. : Agile Project Management with Scrum, Chapter 1 and 2, Ken Schwaber, 2004.
PMP-KR 문제 822
기획회의를 마치고 새로운 프로젝트가 시작되었습니다. 프로젝트는 조직 내 임원의 직접적인 감독을 받습니다. 검토 회의가 끝난 후 프로젝트 관리자는 경영진이 팀 구성원 중 한 명에게 전체 프로젝트 상태를 표시하는 대시보드를 요청하는 것을 엿듣습니다.
프로젝트 관리자는 무엇을 해야 합니까?
프로젝트 관리자는 무엇을 해야 합니까?
정답: B
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. It also defines the communication methods, formats, frequency, and escalation process for different types of communication. In this scenario, the project manager should update the communications management plan to include informal requests from the executive, such as the dashboard, and specify how they will be handled by the project team. This way, the project manager can ensure that the communication expectations of the executive are met, and the project team is aware of their roles and responsibilities in providing the requested information. Updating the stakeholder engagement assessment matrix, asking the team member to develop a dashboard, or telling the team member to route the request through the project manager are not effective options, as they do not address the root cause of the communication issue, which is the lack of a clear and comprehensive communications management plan. References: PMBOK Guide, 7th edition, pages 123-124, 127-128.
PMP-KR 문제 823
대기업이 프로젝트를 애자일 방식으로 전환하고 있습니다. 전환 후 임원진은 기존 보고서와 대시보드에서 사용할 수 있었던 정보를 요청합니다. 기존 보고서와 대시보드 중 상당수는 애자일 방식으로 전환한 후 더 이상 유효하지 않습니다.
이런 상황에서 프로젝트 관리자는 어떻게 해야 할까?
이런 상황에서 프로젝트 관리자는 어떻게 해야 할까?
정답: C
nager should also help the stakeholders understand how the agile principles and practices affect the project's reporting and metrics2. The project manager should explain that agile reporting focuses on delivering value, responding to change, and satisfying customer needs3. The project manager should also collaborate with the stakeholders to identify the most relevant and meaningful reports and KPIs for the agile project, such as velocity, burn-up or burn-down charts, sprint or product backlog, and customer feedback. References:
* 1: PMBOKGuide, 6th edition, section 10.1.3.1
* 2: PMBOKGuide, 6th edition, section 1.2.3
* 3: PMBOKGuide, 6th edition, section 1.2.2
* : PMBOKGuide, 6th edition, section 1.2.4
* 1: PMBOKGuide, 6th edition, section 10.1.3.1
* 2: PMBOKGuide, 6th edition, section 1.2.3
* 3: PMBOKGuide, 6th edition, section 1.2.2
* : PMBOKGuide, 6th edition, section 1.2.4
PMP-KR 문제 824
애자일 스트림으로 구성된 혁신 프로젝트가 종료되었습니다. 프로젝트 관리자는 이 프로젝트를 통해 얻은 경험을 어떻게 수집해야 할까요?
정답: A
Comprehensive and Detailed Explanation:
At the close of a project, especially one involving multiple agile streams, the best practice is to conduct a formal lessons learned session (also known as a retrospective or post-mortem). This allows comprehensive collection of what went well, what didn't, and how to improve future projects.
* B is limited to only one sprint.
* C is not the appropriate forum for final reflections.
* D may provide leadership insights but not team-level experience.
References:
* PMBOK Guide - Seventh Edition, Performance Domain: Measurement and Closing
* Agile Practice Guide, Section on Retrospectives and Continuous Improvement
##############################################
Here are the verified answers with detailed explanations for PMP questions 1831 to 1834, presented in the required format.
##############################################
At the close of a project, especially one involving multiple agile streams, the best practice is to conduct a formal lessons learned session (also known as a retrospective or post-mortem). This allows comprehensive collection of what went well, what didn't, and how to improve future projects.
* B is limited to only one sprint.
* C is not the appropriate forum for final reflections.
* D may provide leadership insights but not team-level experience.
References:
* PMBOK Guide - Seventh Edition, Performance Domain: Measurement and Closing
* Agile Practice Guide, Section on Retrospectives and Continuous Improvement
##############################################
Here are the verified answers with detailed explanations for PMP questions 1831 to 1834, presented in the required format.
##############################################
PMP-KR 문제 825
프로젝트의 설계 단계에서 프로젝트 관리자는 일정 성과 지수(SPI)가 다음과 같다는 것을 알게 됩니다.
1 8이고 비용 성과 지수(CPI)는 0 1입니다. 프로젝트 관리자는 최고 경영진과의 주간 회의에서 이러한 지표에 대한 우려를 보고합니다. 그러나 가장 우려하는 사람은 프로젝트 후원자였는데, 그는 이러한 추세가 지속된다면 프로젝트를 조기에 마감해야 할 것이라고 말했습니다. 프로젝트 관리자는 어떻게 해야 할까요?
1 8이고 비용 성과 지수(CPI)는 0 1입니다. 프로젝트 관리자는 최고 경영진과의 주간 회의에서 이러한 지표에 대한 우려를 보고합니다. 그러나 가장 우려하는 사람은 프로젝트 후원자였는데, 그는 이러한 추세가 지속된다면 프로젝트를 조기에 마감해야 할 것이라고 말했습니다. 프로젝트 관리자는 어떻게 해야 할까요?
정답: C
According to the PMBOK Guide, the schedule performance index (SPI) and the cost performance index (CPI) are two key indicators of the project performance measurement1. The SPI measures how efficiently the project team is using the time allocated for the project, while the CPI measures how efficiently the project team is using the resources allocated for the project1. An SPI or CPI value greater than 1 indicates that the project is ahead of schedule or under budget, respectively. An SPI or CPI value less than 1 indicates that the project is behind schedule or over budget, respectively1. In this question, the project manager notices that the SPI is 1.8 and the CPI is 0.1, which means that the project is ahead of schedule but over budget. This is a serious issue that needs to be addressed as soon as possible, as it may jeopardize the project viability and stakeholder satisfaction. The project manager should not ignore the project sponsor's concern, as the project sponsor is the person who provides the financial resources and support for the project2. The project manager should also not assume that it is normal to spend more money in the design phase of a project, as this may indicate poor planning, estimation, or control of the project costs3. The project manager should not stop crashing the schedule, as this may affect the project scope, quality, or risk. The project manager should not use a resource-levelling technique, as this may delay the project completion and increase the project costs.
The best option for the project manager is to manage the project sponsor closely and revise the project's resource management plan to improve indicators. This means that the project manager should communicate frequently and transparently with the project sponsor, explain the reasons for the cost overrun, and seek their input and approval for any corrective actions. The project manager should also review and update the project' s resource management plan, which is the document that describes how the project resources will be estimated, acquired, managed, and controlled. The project manager should identify and implement strategies to reduce the project costs, such as optimizing the resource allocation, negotiating better rates, or eliminating unnecessary activities or resources. By managing the project sponsor closely and revising the project's resource management plan, the project manager can improve the project performance indicators and increase the chances of delivering the project within the approved budget. References:
* 1: PMBOK Guide, Chapter 7, Section 7.4.2.1, Page 267
* 2: PMBOK Guide, Chapter 13, Section 13.1.2.1, Page 518
* 3: 5 Essential Tips for Schedule Control in Project Management
* : PMBOK Guide, Chapter 6, Section 6.6.2.5, Page 215
* : PMBOK Guide, Chapter 6, Section 6.4.2.5, Page 201
* : Guide to Project Budgeting & Scheduling
* : PMBOK Guide, Chapter 9, Section 9.1.3.1, Page 313
* : How to Make a Project Budget: Project Budgeting Basics
The best option for the project manager is to manage the project sponsor closely and revise the project's resource management plan to improve indicators. This means that the project manager should communicate frequently and transparently with the project sponsor, explain the reasons for the cost overrun, and seek their input and approval for any corrective actions. The project manager should also review and update the project' s resource management plan, which is the document that describes how the project resources will be estimated, acquired, managed, and controlled. The project manager should identify and implement strategies to reduce the project costs, such as optimizing the resource allocation, negotiating better rates, or eliminating unnecessary activities or resources. By managing the project sponsor closely and revising the project's resource management plan, the project manager can improve the project performance indicators and increase the chances of delivering the project within the approved budget. References:
* 1: PMBOK Guide, Chapter 7, Section 7.4.2.1, Page 267
* 2: PMBOK Guide, Chapter 13, Section 13.1.2.1, Page 518
* 3: 5 Essential Tips for Schedule Control in Project Management
* : PMBOK Guide, Chapter 6, Section 6.6.2.5, Page 215
* : PMBOK Guide, Chapter 6, Section 6.4.2.5, Page 201
* : Guide to Project Budgeting & Scheduling
* : PMBOK Guide, Chapter 9, Section 9.1.3.1, Page 313
* : How to Make a Project Budget: Project Budgeting Basics
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