PMP-KR 문제 651
프로젝트 팀원이 경제 신문에서 주요 프로젝트 공급업체가 재정적 어려움에 직면해 있다는 기사를 읽고 프로젝트 매니저에게 이 사실을 알렸습니다. 프로젝트 매니저는 어떻게 해야 할까요?
정답: C
the project manager should communicate the situation to the appropriate stakeholders who are responsible for managing the supplier relationship and contract. The purchasing department can then take the necessary actions to mitigate the risk of supplier failure or default, such as negotiating new terms, finding alternative suppliers, or terminating the contract. The project manager should not add the situation to the risk register (A) or use the issue log (D) without informing the purchasing department first, as this would not address the root cause of the problem or prevent potential impacts on the project. The project manager should not identify competitors (B) without consulting the purchasing department, as this could violate the existing contract or procurement policies. References:
PMBOK Guide, 7th edition, page 37, section 2.2.6, "Business Environment" PMBOK Guide, 7th edition, page 39, section 2.2.7, "Governance" PMBOK Guide, 7th edition, page 41, section 2.2.8, "Lifecycle" PMBOK Guide, 7th edition, page 43, section 2.2.9, "Tailoring" PMBOK Guide, 7th edition, page 45, section 2.2.10, "Models, Methods, and Artifacts" PMBOK Guide, 7th edition, page 47, section 2.2.11, "Project Performance" PMBOK Guide, 7th edition, page 49, section 2.2.12, "Adaptive Delivery" PMBOK Guide, 7th edition, page 51, section 2.2.13, "Project Management Office" PMBOK Guide, 7th edition, page 53, section 2.2.14, "Project Team" PMBOK Guide, 7th edition, page 55, section 2.2.15, "Stakeholders" PMBOK Guide, 7th edition, page 57, section 2.2.16, "Information Management" PMBOK Guide, 7th edition, page 59, section 2.2.17, "Principles" PMBOK Guide, 7th edition, page 61, section 2.2.18, "Performance Domains" PMBOK Guide, 7th edition, page 63, section 2.2.19, "Tailoring and Models" PMBOK Guide, 7th edition, page 65, section 2.2.20, "Standards Plus" PMBOK Guide, 7th edition, page 67, section 2.2.21, "Glossary" PMBOK Guide, 7th edition, page 69, section 2.2.22, "References" PMBOK Guide, 7th edition, page 71, section 2.2.23, "Index" PMBOK Guide, 7th edition, page 73, section 2.2.24, "Appendix X1: Summary of Key Concepts" PMBOK Guide, 7th edition, page 75, section 2.2.25, "Appendix X2: Summary of Tailoring Considerations" PMBOK Guide, 7th edition, page 77, section 2.2.26, "Appendix X3: Summary of Tools and Techniques" PMBOK Guide, 7th edition, page 79, section 2.2.27, "Appendix X4: Summary of Agile, Iterative, Adaptive, and Hybrid Approaches" PMBOK Guide, 7th edition, page 81, section 2.2.28, "Appendix X5: Contributors and Reviewers" PMBOK Guide, 7th edition, page 83, section 2.2.29, "Appendix X6: PMI Code of Ethics and Professional Conduct" PMBOK Guide, 7th edition, page 85, section 2.2.30, "Appendix X7: Application Area Extensions" PMBOK Guide, 7th edition, page 87, section 2.2.31, "Appendix X8: Summary of Changes" PMBOK Guide, 7th edition, page 89, section 2.2.32, "Introduction" PMBOK Guide, 7th edition, page 91, section 2.2.33, "Performance Domain: Stakeholders" PMBOK Guide, 7th edition, page 93, section 2.2.34, "Performance Domain: Team" PMBOK Guide, 7th edition, page 95, section 2.2.35, "Performance Domain: Development Approach and Lifecycle" PMBOK Guide, 7th edition, page 97, section 2.2.36, "Performance Domain: Planning" PMBOK Guide, 7th edition, page 99, section 2.2.37, "Performance Domain: Project Work" PMBOK Guide, 7th edition, page 101, section 2.2.38, "Performance Domain: Delivery" PMBOK Guide, 7th edition, page 103, section 2.2.39, "Performance Domain: Measurement" PMBOK Guide, 7th edition, page 105, section 2.2.40, "Performance Domain: Uncertainty" PMBOK Guide, 7th edition, page 107, section 2.2.41, "Closing" PMBOK Guide, 7th edition, page 109, section 2.2.42, "Models, Methods, and Artifacts"
PMBOK Guide, 7th edition, page 37, section 2.2.6, "Business Environment" PMBOK Guide, 7th edition, page 39, section 2.2.7, "Governance" PMBOK Guide, 7th edition, page 41, section 2.2.8, "Lifecycle" PMBOK Guide, 7th edition, page 43, section 2.2.9, "Tailoring" PMBOK Guide, 7th edition, page 45, section 2.2.10, "Models, Methods, and Artifacts" PMBOK Guide, 7th edition, page 47, section 2.2.11, "Project Performance" PMBOK Guide, 7th edition, page 49, section 2.2.12, "Adaptive Delivery" PMBOK Guide, 7th edition, page 51, section 2.2.13, "Project Management Office" PMBOK Guide, 7th edition, page 53, section 2.2.14, "Project Team" PMBOK Guide, 7th edition, page 55, section 2.2.15, "Stakeholders" PMBOK Guide, 7th edition, page 57, section 2.2.16, "Information Management" PMBOK Guide, 7th edition, page 59, section 2.2.17, "Principles" PMBOK Guide, 7th edition, page 61, section 2.2.18, "Performance Domains" PMBOK Guide, 7th edition, page 63, section 2.2.19, "Tailoring and Models" PMBOK Guide, 7th edition, page 65, section 2.2.20, "Standards Plus" PMBOK Guide, 7th edition, page 67, section 2.2.21, "Glossary" PMBOK Guide, 7th edition, page 69, section 2.2.22, "References" PMBOK Guide, 7th edition, page 71, section 2.2.23, "Index" PMBOK Guide, 7th edition, page 73, section 2.2.24, "Appendix X1: Summary of Key Concepts" PMBOK Guide, 7th edition, page 75, section 2.2.25, "Appendix X2: Summary of Tailoring Considerations" PMBOK Guide, 7th edition, page 77, section 2.2.26, "Appendix X3: Summary of Tools and Techniques" PMBOK Guide, 7th edition, page 79, section 2.2.27, "Appendix X4: Summary of Agile, Iterative, Adaptive, and Hybrid Approaches" PMBOK Guide, 7th edition, page 81, section 2.2.28, "Appendix X5: Contributors and Reviewers" PMBOK Guide, 7th edition, page 83, section 2.2.29, "Appendix X6: PMI Code of Ethics and Professional Conduct" PMBOK Guide, 7th edition, page 85, section 2.2.30, "Appendix X7: Application Area Extensions" PMBOK Guide, 7th edition, page 87, section 2.2.31, "Appendix X8: Summary of Changes" PMBOK Guide, 7th edition, page 89, section 2.2.32, "Introduction" PMBOK Guide, 7th edition, page 91, section 2.2.33, "Performance Domain: Stakeholders" PMBOK Guide, 7th edition, page 93, section 2.2.34, "Performance Domain: Team" PMBOK Guide, 7th edition, page 95, section 2.2.35, "Performance Domain: Development Approach and Lifecycle" PMBOK Guide, 7th edition, page 97, section 2.2.36, "Performance Domain: Planning" PMBOK Guide, 7th edition, page 99, section 2.2.37, "Performance Domain: Project Work" PMBOK Guide, 7th edition, page 101, section 2.2.38, "Performance Domain: Delivery" PMBOK Guide, 7th edition, page 103, section 2.2.39, "Performance Domain: Measurement" PMBOK Guide, 7th edition, page 105, section 2.2.40, "Performance Domain: Uncertainty" PMBOK Guide, 7th edition, page 107, section 2.2.41, "Closing" PMBOK Guide, 7th edition, page 109, section 2.2.42, "Models, Methods, and Artifacts"
PMP-KR 문제 652
프로젝트 관리자가 발생 가능성이 높은 위험을 파악했습니다. 프로젝트 관리자는 이 위험을 어떻게 관리해야 할까요?
정답: D
When a project manager identifies a risk with a high probability of occurring, the appropriate response is to monitor the risk closely. This involves asking the team to keep an eye on the risk and provide alerts if it becomes an issue. This approach is aligned with the proactive risk management practices advocated by PMI, where risks are continuously monitored and managed throughout the project lifecycle. It allows the project team to respond quickly to changes and implement risk response plans as necessary.
References:
The PMBOK Guide - Sixth Edition provides guidelines on risk management processes which include monitoring risks. It emphasizes the importance of keeping track of identified risks, monitoring residual risks, and reviewing the execution of risk responses while evaluating their effectiveness throughout the project lifecycle1.
The Practice Standard for Project Risk Management by PMI also supports this approach, detailing how monitoring and controlling risks is a critical part of the risk management process2.
Additionally, the PMP Exam Content Outline from PMI outlines the tasks associated with monitoring risks, which includes implementing risk response plans, tracking identified risks, and evaluating risk process effectiveness over the project's duration3.
References:
The PMBOK Guide - Sixth Edition provides guidelines on risk management processes which include monitoring risks. It emphasizes the importance of keeping track of identified risks, monitoring residual risks, and reviewing the execution of risk responses while evaluating their effectiveness throughout the project lifecycle1.
The Practice Standard for Project Risk Management by PMI also supports this approach, detailing how monitoring and controlling risks is a critical part of the risk management process2.
Additionally, the PMP Exam Content Outline from PMI outlines the tasks associated with monitoring risks, which includes implementing risk response plans, tracking identified risks, and evaluating risk process effectiveness over the project's duration3.
PMP-KR 문제 653
프로젝트 관리자는 프로젝트 범위를 관리하고 팀원들과 함께 작업 분할 체계(WBS)를 구축합니다. 프로젝트 관리자는 WBS를 어떻게 구성해야 할까요?
정답: B
The project manager should organize the WBS in a deliverable oriented way, which means that the WBS is structured according to the project's outputs, products, or results. A deliverable oriented WBS is also known as a product breakdown structure (PBS) or a scope breakdown structure (SBS). A deliverable oriented WBS helps the project manager to define, decompose, and manage the project scope, as well as to align the project deliverables with the customer's needs and expectations. A deliverable oriented WBS also facilitates the estimation of the project's cost, time, and resources, as well as the identification and allocation of the project' s work packages and activities.
The other options are not the best ways to organize the WBS. A cost oriented WBS is a WBS that is structured according to the project's budget or cost accounts. A cost oriented WBS is not suitable for defining and managing the project scope, as it does not reflect the project's deliverables or value. A cost oriented WBS is more useful for tracking and controlling the project's cost performance and variance. A customer oriented WBS is a WBS that is structured according to the project's stakeholders or customers. A customer oriented WBS is not appropriate for defining and managing the project scope, as it does not represent the project's outputs or products. A customer oriented WBS is more useful for planning and executing the project's stakeholder engagement and communication. A team oriented WBS is a WBS that is structured according to the project's team members or roles. A team oriented WBS is not effective for defining and managing the project scope, as it does not indicate the project's results or outcomes. A team oriented WBS is more useful for planning and managing the project's human resources and team development. References:
PMBOK Guide, 6th Edition, Chapter 5, Section 5.4, "Create WBS"
PMBOK Guide, 6th Edition, Chapter 5, Section 5.4.3.1, "Scope Baseline"
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 5, Section 5.4, "Creating the WBS" 1
The other options are not the best ways to organize the WBS. A cost oriented WBS is a WBS that is structured according to the project's budget or cost accounts. A cost oriented WBS is not suitable for defining and managing the project scope, as it does not reflect the project's deliverables or value. A cost oriented WBS is more useful for tracking and controlling the project's cost performance and variance. A customer oriented WBS is a WBS that is structured according to the project's stakeholders or customers. A customer oriented WBS is not appropriate for defining and managing the project scope, as it does not represent the project's outputs or products. A customer oriented WBS is more useful for planning and executing the project's stakeholder engagement and communication. A team oriented WBS is a WBS that is structured according to the project's team members or roles. A team oriented WBS is not effective for defining and managing the project scope, as it does not indicate the project's results or outcomes. A team oriented WBS is more useful for planning and managing the project's human resources and team development. References:
PMBOK Guide, 6th Edition, Chapter 5, Section 5.4, "Create WBS"
PMBOK Guide, 6th Edition, Chapter 5, Section 5.4.3.1, "Scope Baseline"
PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 5, Section 5.4, "Creating the WBS" 1
PMP-KR 문제 654
식별된 위험으로 인해 프로젝트가 지연되고 있습니다. 프로젝트 관리자는 프로젝트 일정을 관리하기 위해 무엇을 해야 합니까?
정답: A
When a project is experiencing delays due to identified risks, the project manager should revise the project schedule and inform the stakeholders regarding any delays1. This approach ensures transparency and allows stakeholders to adjust their expectations accordingly. It's also important to analyze the scope that is at risk and divide it into smaller, tangible parts. Setting a very short daily meeting or call with the key leaders of the delivery team to closely monitor progress can also help manage the project schedule effectively1.
References: = Dealing with delays - Project Management Institute
References: = Dealing with delays - Project Management Institute
PMP-KR 문제 655
제품 소유자가 프로젝트 관리자에게 지난 스프린트 기간 동안 추가된 제품에 대한 자세한 정보를 요청합니다.
프로젝트 관리자는 이 정보를 수집하여 제품 소유자에게 전달하기 위해 무엇을 해야 할까요?
프로젝트 관리자는 이 정보를 수집하여 제품 소유자에게 전달하기 위해 무엇을 해야 할까요?
정답: C
In agile, the authoritative record of what was actually built and added during an iteration is the sprint increment-the integrated set of completed backlog items that meet the Definition of Done. Reviewing the sprint increment (C) provides objective, verifiable information: which features were completed, how they behave, and what is ready for potential release. The sprint backlog (A) reflects the plan and tasks selected for the sprint, but items can change, be removed, or remain incomplete; it is not the best source for "added products" delivered. The product backlog (B) is the master list of desired work and priorities; it includes planned items and may not reflect what was completed in the last iteration. The product development cycle (D) is too broad and does not provide iteration-specific deliverable detail. By using the increment, the project manager supports transparency, inspection, and alignment with quality standards, ensuring the product owner receives accurate information grounded in completed, potentially shippable outcomes rather than plans or future intentions.
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