수백만 달러 규모의 프로젝트에 프로젝트 관리자가 임명되었습니다. 이 프로젝트는 이전에 유사한 프로젝트가 수행된 적이 없고 과거 데이터가 없기 때문에 위험도가 높은 것으로 간주됩니다. 일부 외부 이해관계자는 지원 제공을 꺼립니다.
프로젝트 관리자는 어떤 접근 방식을 취해야 합니까?
정답: B
The project manager should establish dialogue with stakeholders on the project constraints, assumptions, and critical inputs, as this is a key activity of the Identify Stakeholders process1. By engaging with the stakeholders, the project manager can understand their needs, expectations, interests, and influence levels, as well as identify any potential issues or risks that may affect the project. This will help the project manager to develop an appropriate stakeholder engagement plan and communication strategy, as well as to manage the stakeholder expectations and relationships throughout the project life cycle. Examining the plans, processes, policies, and knowledge that are specific to the organization undertaking the project (option A) is part of the Develop Project Charter process2, which is performed before the Identify Stakeholders process. This activity may help the project manager to understand the organizational context and environment, but it does not address the specific concerns of the external stakeholders. Convincing senior management to close the project since the project lacks sponsorship and is considered to be high risk (option C) is not a viable option, as it contradicts the project manager's role and responsibility to initiate, plan, execute, monitor, and close the project. Moreover, it does not consider the potential benefits and value of the project, nor the possible ways to mitigate the risks and challenges. Hosting a project team meeting, then updating the risk register and the project management plan (option D) is an activity of the Monitor and Control Project Work process3, which is performed after the project has been planned and executed. This activity may help the project manager to track the project performance and implement corrective actions, but it does not address the specific concerns of the external stakeholders. References:
* 1: A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, Project Management Institute, Inc., 2017, p. 513.
* 2: A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, Project Management Institute, Inc., 2017, p. 77.
* 3: A Guide to the Project Management Body of Knowledge (PMBOKGuide) - Sixth Edition, Project Management Institute, Inc., 2017, p. 95.
