PMP-KR 문제 481
팀 리더가 프로젝트에 매우 적극적으로 참여하고 있으며 명령 체계나 권한 수준이 없이 운영하고 있습니다. 팀 리더란 무엇입니까?
정답: D
Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo1. A team lead who is highly engaged and involved in a project and is operating without a chain of command or authority levels is demonstrating adaptive leadership by anticipating future needs, articulating those needs to build collective support and understanding, adapting their responses based on continuous learning, and demonstrating accountability through transparency in their decision- making process1.
The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead's behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels. References: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons, Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.
The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead's behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels. References: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons, Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.
PMP-KR 문제 482
프로젝트 관리자가 방금 배포를 성공적으로 완료하고 종료 작업을 시작하기 전에 프로젝트를 운영 상태로 전환할 준비를 하고 있습니다. 프로젝트 관리자가 프로젝트를 운영 상태로 전환할 준비가 되었는지 확인하려면 어떻게 해야 할까요?
정답: A
Transitioning a project to an operational state involves ensuring that all deliverables have been completed and meet the required standards. Reviewing the WBS with the project team is a good practice to confirm that all planned deliverables have been produced and validated. This step is crucial as it helps to ensure that the project has met its objectives and that all components are in place for the operational phase. It also allows for the identification of any remaining work that needs to be completed before the project can be closed out. References: (Professional in Business Analysis Reference Materials source and documents) Executive Notebook - Transition Plans | PMI1 Exam PMP topic 1 question 749 discussion - ExamTopics2 Business Analysis 2018: The BA Role in Transitioning a Project's Outcome/Capability to Operations3
PMP-KR 문제 483
새로운 프로젝트 관리자가 예정보다 늦어지고 있는 급여 관리 시스템 구축 프로젝트를 맡게 되었습니다. 게다가 고객이 요청한 변경 사항이 많아 비용도 증가하고 있습니다. 프로젝트 관리자는 무엇부터 해야 할까요?
정답: D
When taking over a troubled project, the first priority is to understand what is happening operationally-root causes, current constraints, and immediate risks. Meeting with the team to understand the areas of concern (D) provides direct insight into schedule slippage drivers, the nature and source of late changes, technical or process bottlenecks, and what has and has not worked so far. The team is closest to the work and can identify systemic issues such as unclear requirements, weak change control, poor estimation, or quality rework.
Explaining the situation to stakeholders (A) may be needed, but doing it first without facts risks misinformation and loss of credibility. Seeking sponsor guidance (B) can help with authority and escalation, but it should be informed by a clear understanding of issues and options. "Arrange a time to meet with the team" (C) is essentially the same intent but less direct; the immediate action is to meet and diagnose. A fact- based understanding enables a recovery plan, including tighter change control and realistic rebaselining if required.
Explaining the situation to stakeholders (A) may be needed, but doing it first without facts risks misinformation and loss of credibility. Seeking sponsor guidance (B) can help with authority and escalation, but it should be informed by a clear understanding of issues and options. "Arrange a time to meet with the team" (C) is essentially the same intent but less direct; the immediate action is to meet and diagnose. A fact- based understanding enables a recovery plan, including tighter change control and realistic rebaselining if required.
PMP-KR 문제 484
프로젝트에는 서로 연관된 여러 작업 흐름이 있습니다. 프로젝트 이해관계자 중 일부는 프로젝트 팀 구성원 간의 조정과 진행 상황 파악이 부족하다고 느낍니다.
프로젝트 관리자는 무엇을 해야 할까요?
프로젝트 관리자는 무엇을 해야 할까요?
정답: B
This question fits the Process domain because it concerns communication planning, coordination, and progress visibility across multiple dependent work streams. PMI communication guidance explains that a communication management approach should be based on stakeholder needs and should define how information will be generated, distributed, and understood. When stakeholders say coordination and visibility are lacking, that points to a weakness in the communication approach itself, not just a one-time meeting problem.
Therefore, the best action is to review and update the communications management plan. This allows the project manager to improve reporting frequency, communication channels, dependency tracking, escalation paths, and stakeholder visibility in a structured and sustainable way. Option C may help temporarily, but it does not correct the underlying communication framework. Options A and D escalate too early before the project manager has used the proper project management process to address the concern. PMP logic generally favors fixing the process before escalating. Updating the communications plan is the strongest answer because it directly addresses the stakeholder complaint and improves coordination across the project in an organized, repeatable manner.
Therefore, the best action is to review and update the communications management plan. This allows the project manager to improve reporting frequency, communication channels, dependency tracking, escalation paths, and stakeholder visibility in a structured and sustainable way. Option C may help temporarily, but it does not correct the underlying communication framework. Options A and D escalate too early before the project manager has used the proper project management process to address the concern. PMP logic generally favors fixing the process before escalating. Updating the communications plan is the strongest answer because it directly addresses the stakeholder complaint and improves coordination across the project in an organized, repeatable manner.
PMP-KR 문제 485
컴포넌트 개발 프로젝트의 두 번째 반복 이후, 프로젝트 팀은 회고를 수행합니다. 회고를 통해 프로젝트 초기 단계에서 제품 기능을 준수하지 못했음을 알 수 있습니다. 이 제품 계획은 주로 예측적 접근 방식을 취합니다.
어떤 기술이 프로젝트 관리자가 성과물을 빨리 완성하는 데 도움이 될까요?
어떤 기술이 프로젝트 관리자가 성과물을 빨리 완성하는 데 도움이 될까요?
정답: B
Rolling wave planning is a project planning technique that allows the project manager to plan and execute the project in short iterations, based on the available information and the level of detail required12. Rolling wave planning is suitable for projects that have a high degree of uncertainty, complexity, or change, such as a component development project13. Rolling wave planning can help the project manager to accelerate the deliverable by enabling the following benefits123:
* It reduces the risk of rework and waste by allowing the project manager to adjust the plan as more information becomes available or as the requirements change.
* It increases the flexibility and responsiveness of the project team by allowing them to focus on the most important and urgent tasks in each iteration, rather than following a rigid and detailed plan.
* It improves the quality and customer satisfaction of the deliverable by allowing the project manager to incorporate feedback and lessons learned from each iteration into the next one, and by delivering incremental value to the customer.
* It enhances the collaboration and communication among the project team and stakeholders by involving them in the planning and execution of each iteration, and by providing frequent and transparent updates on the project progress and status.
The other options are not the best techniques to accelerate the deliverable in this scenario. Impact mapping (A) is a strategic planning technique that helps the project manager to align the project deliverables with the organizational goals and the customer needs, by identifying the actors, impacts, and deliverables involved45.
However, impact mapping does not address the issue of how to plan and execute the project in a fast and adaptive way, especially when the project has failed to comply with a product functionality. Collective code ownership is a software development practice that encourages the entire team to share the responsibility and the authority to modify any code file as necessary, to improve the quality, the performance, and the functionality of the software product67. However, collective code ownership does not address the issue of how to plan and execute the project in a fast and adaptive way, especially when the project has a predominantly predictive approach. Scrum of Scrums (D) is a scaling technique that helps multiple Scrum teams to coordinate and collaborate on complex and interdependent projects, by having representatives from each team meet regularly to report on their progress, their impediments, and their dependencies89. However, Scrum of Scrums does not address the issue of how to plan and execute the project in a fast and adaptive way, especially when the project has a predominantly predictive approach. References: https://www.teamgantt.com
/waterfall-agile-guide/hybrid-approach
https://www.float.com/resources/hybrid-project-management/
https://en.wikipedia.org/wiki/Rolling-wave_planning
* It reduces the risk of rework and waste by allowing the project manager to adjust the plan as more information becomes available or as the requirements change.
* It increases the flexibility and responsiveness of the project team by allowing them to focus on the most important and urgent tasks in each iteration, rather than following a rigid and detailed plan.
* It improves the quality and customer satisfaction of the deliverable by allowing the project manager to incorporate feedback and lessons learned from each iteration into the next one, and by delivering incremental value to the customer.
* It enhances the collaboration and communication among the project team and stakeholders by involving them in the planning and execution of each iteration, and by providing frequent and transparent updates on the project progress and status.
The other options are not the best techniques to accelerate the deliverable in this scenario. Impact mapping (A) is a strategic planning technique that helps the project manager to align the project deliverables with the organizational goals and the customer needs, by identifying the actors, impacts, and deliverables involved45.
However, impact mapping does not address the issue of how to plan and execute the project in a fast and adaptive way, especially when the project has failed to comply with a product functionality. Collective code ownership is a software development practice that encourages the entire team to share the responsibility and the authority to modify any code file as necessary, to improve the quality, the performance, and the functionality of the software product67. However, collective code ownership does not address the issue of how to plan and execute the project in a fast and adaptive way, especially when the project has a predominantly predictive approach. Scrum of Scrums (D) is a scaling technique that helps multiple Scrum teams to coordinate and collaborate on complex and interdependent projects, by having representatives from each team meet regularly to report on their progress, their impediments, and their dependencies89. However, Scrum of Scrums does not address the issue of how to plan and execute the project in a fast and adaptive way, especially when the project has a predominantly predictive approach. References: https://www.teamgantt.com
/waterfall-agile-guide/hybrid-approach
https://www.float.com/resources/hybrid-project-management/
https://en.wikipedia.org/wiki/Rolling-wave_planning
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