PMP-KR 문제 676
조직이 민첩한 접근 방식으로 사고방식을 바꾸는 올바른 길로 나아가기 위한 올바른 방법은 무엇일까?
정답: D
The correct way to put an organization on the proper path to changing their mindset to an agile approach involves a shift in the way the company views, reviews, and assesses employees. This is because an agile mindset is about being flexible and adaptable. It's about individuals or even entire companies having an agile understanding of values and, as a result, acting in an agile manner1. It's not just about hiring employees who specialize in agile approaches or assigning employees to agile projects. It's about changing the culture of the organization, which includes how employees are viewed, reviewed, and assessed2. References: Mooncamp, Forbes
PMP-KR 문제 677
프로젝트팀은 기능적 요구 사항과 비즈니스 이해관계자에게 미치는 관련 이점 간의 관계를 이해하는 데 어려움을 겪고 있습니다. 프로젝트 관리자는 팀의 이해를 어떻게 개선해야 할까요?
정답: B
PMP-KR 문제 678
변화에 신속하게 대응하기 위해 변화하는 조직에서 애자일 팀이 제품 결과물을 개발하고 있습니다. 재무팀은 신제품에 대한 프로젝트 예산을 요청하고 있습니다.
이 요청을 처리하기 위해 팀은 무엇을 해야 합니까?
이 요청을 처리하기 위해 팀은 무엇을 해야 합니까?
정답: A
According to the PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179, incremental budgeting is a technique that allows agile teams to estimate and allocate funds for each iteration or release of a product. This technique enables the teams to respond to changing requirements and priorities, and to deliver value to the customer faster. Incremental budgeting also reduces the risk of over- or under- budgeting, as the teams can adjust their estimates based on the actual costs and benefits of each increment.
The other options are not suitable for agile teams, as they do not support the agile principles of flexibility, collaboration, and customer satisfaction. Requesting the finance team to allocate a budget based on historical data may not reflect the current or future needs of the product. Providing the budget to the finance team for only the planned increments may not account for the changes that may occur during the product development.
Extrapolating the budget based on the current cost performance index (CPI) may not be accurate or reliable, as the CPI may vary depending on the scope, schedule, and quality of each increment. References:
* PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179
* PMBOK Guide, 7th edition, section 8.1.3, page 269
The other options are not suitable for agile teams, as they do not support the agile principles of flexibility, collaboration, and customer satisfaction. Requesting the finance team to allocate a budget based on historical data may not reflect the current or future needs of the product. Providing the budget to the finance team for only the planned increments may not account for the changes that may occur during the product development.
Extrapolating the budget based on the current cost performance index (CPI) may not be accurate or reliable, as the CPI may vary depending on the scope, schedule, and quality of each increment. References:
* PMI-PBA Exam Practice Test and Study Guide, 2nd edition, chapter 8, page 179
* PMBOK Guide, 7th edition, section 8.1.3, page 269
PMP-KR 문제 679
정기적인 프로젝트 진행 상황 검토 회의에서 한 팀원이 프로젝트 일정에 큰 영향을 미치는 안타까운 소식을 전합니다. 프로젝트 관리자는 프로젝트의 성공을 위해 어떻게 대응해야 할까요?
정답: A
The PMBOK Guide and PMP objectives emphasize the importance of a proactive approach to project management, which includes focusing on recovery and corrective actions when faced with setbacks. When bad news is shared that impacts the project schedule, it is crucial for the project manager to maintain a positive outlook and lead the team towards finding solutions to get back on track. This involves analyzing the situation, understanding the implications, and working collaboratively with the team to develop a recovery plan. It is not productive to punish team members for sharing bad news, as this can create a negative atmosphere and discourage open communication. Instead, the project manager should encourage transparency and use the information to make informed decisions that steer the project towards success12.
:
PMI's guidelines on delivering bad news and focusing on recovery plans1.
PMBOK Guide's principles on proactive project management and problem-solving2.
:
PMI's guidelines on delivering bad news and focusing on recovery plans1.
PMBOK Guide's principles on proactive project management and problem-solving2.
PMP-KR 문제 680
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.
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