PMP-KR 문제 541
프로젝트 관리자가 중요 경로 활동이 지연될 것으로 판단합니다. 팀은 프로젝트를 정상 궤도에 올릴 수 있는 대체 계획을 제안하지만, 이미 빠듯한 예산에 추가 비용이 발생합니다.
프로젝트 관리자는 무엇을 해야 하나요?
프로젝트 관리자는 무엇을 해야 하나요?
정답: C
When faced with a delay in a critical path activity, it is prudent for the project manager to thoroughly evaluate the proposed fallback plan, considering its impact on the project's scope, time, cost, and quality. If the fallback plan is viable and justifies the additional cost, the project manager should proceed with submitting a change request. This process involves documenting the proposed changes, assessing the benefits and risks, and seeking approval from the project sponsor or change control board. The change request should detail the reasons for the deviation from the original plan, the expected outcomes, and the justification for the additional expenditure. This approach ensures that any alterations to the project are well-considered, transparent, and formally approved, maintaining the integrity of the project management process123.
References: (Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition. Newtown Square, PA: Author; Project Management Institute. (2013).
Practice Standard for Project Risk Management. Newtown Square, PA: Author; Project Management Institute. (2019). PMI Standard for Project Management. Newtown Square, PA: Author).
References: (Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition. Newtown Square, PA: Author; Project Management Institute. (2013).
Practice Standard for Project Risk Management. Newtown Square, PA: Author; Project Management Institute. (2019). PMI Standard for Project Management. Newtown Square, PA: Author).
PMP-KR 문제 542
숙련된 프로젝트 관리자가 방대한 양의 정보 업데이트가 필요한 하이브리드 프로젝트를 담당하게 되었습니다. 프로젝트 관리자는 팀과 함께 어떤 도구를 사용해야 할까요?
정답: B
PMP-KR 문제 543
새로운 팀원이 회사 인트라넷에 있는 OPA(조직 프로세스 자산)에 대해 얼마나 배워야 하는지 문의합니다. 다른 팀원은 기본만 알면 된다고 말합니다. 그러나 프로젝트 관리자는 팀원이 OPA에 관한 모든 것을 알아야 한다고 믿습니다.
프로젝트 관리자는 무엇을 해야 합니까?
프로젝트 관리자는 무엇을 해야 합니까?
정답: C
Organizational process assets (OPAs) are the collective knowledge and documented processes that an organization accumulates and utilizes to enhance its efficiency, performance, and decision-making capabilities. OPAs include policies and procedures, templates, historical data, lessons learned, and best practices. OPAs are important inputs for many project management processes and can help project managers and teams plan, execute, monitor, and control their projects. Therefore, it is essential for new team members to learn about the OPAs that are relevant to their project and role. The project manager should clarify the relevance of reviewing the documentation on the intranet and explain how OPAs can help the team member perform their tasks and contribute to the project success. Creating a training schedule, escalating the inquiry, or asking a senior team member to help are not the best options, as they do not address the root cause of the inquiry, which is the lack of understanding of the value of OPAs. References:
* 5, pages 38-39
* 6, pages 3-4
* 1, pages 2-3
* 2, pages 2-3
* 5, pages 38-39
* 6, pages 3-4
* 1, pages 2-3
* 2, pages 2-3
PMP-KR 문제 544
프로젝트 관리자가 예측 프로젝트에서 새로운 Agile 프로젝트로 전환하고 있습니다. 프로젝트 관리자는 새 프로젝트의 범위를 어떻게 관리하고 제어해야 합니까?
정답: D
According to the PMBOK Guide, scope management in agile projects is different from scope management in predictive life cycle projects. In agile projects, the scope is not fixed or detailed at the beginning of the project, but rather it is progressively elaborated and refined throughout the project. Agile projects use an adaptive and iterative approach to deliver value to the customer in short and frequent increments, called sprints or iterations. Agile projects use techniques such as user stories, product backlog, story mapping, story points, and minimum viable product (MVP) to define, prioritize, estimate, and validate the scope. Therefore, the project manager should spend a short amount of time defining the scope and building prototypes to refine the requirements, rather than creating a detailed scope baseline or a rigid plan. By doing so, the project manager can:
Involve the customer and the team in defining and clarifying the scope
Incorporate feedback and changes quickly and easily
Deliver the most valuable features and functionalities first
Reduce waste and rework
Increase customer satisfaction and trust
The other options are not the best choices, because:
Creating a scope baseline and putting the rest as backlog activities would limit the flexibility and responsiveness of the project, and would not allow the scope to evolve based on customer needs and feedback.
Estimating the work the team can complete and defining story sizes to keep the project under control would be part of the scope management process, but not the only or the best way to manage and control the scope.
The project manager should also prioritize, validate, and adjust the scope as the project progresses.
Developing a plan to complete more work in less time would not be realistic or sustainable, and would compromise the quality and value of the project. The project manager should focus on delivering the right work, not more work. References:
Scope Management | PMI
Agile Scope Management: Refactor Your PMP - LeadingAgile
Considerations for Agile/Adaptive Projects | PMP - GreyCampus
Involve the customer and the team in defining and clarifying the scope
Incorporate feedback and changes quickly and easily
Deliver the most valuable features and functionalities first
Reduce waste and rework
Increase customer satisfaction and trust
The other options are not the best choices, because:
Creating a scope baseline and putting the rest as backlog activities would limit the flexibility and responsiveness of the project, and would not allow the scope to evolve based on customer needs and feedback.
Estimating the work the team can complete and defining story sizes to keep the project under control would be part of the scope management process, but not the only or the best way to manage and control the scope.
The project manager should also prioritize, validate, and adjust the scope as the project progresses.
Developing a plan to complete more work in less time would not be realistic or sustainable, and would compromise the quality and value of the project. The project manager should focus on delivering the right work, not more work. References:
Scope Management | PMI
Agile Scope Management: Refactor Your PMP - LeadingAgile
Considerations for Agile/Adaptive Projects | PMP - GreyCampus
PMP-KR 문제 545
한 회사가 기존 제품 중 하나를 개선하기 위한 프로젝트를 시작하고 있습니다. 모든 제품은 내부적으로 개발됩니다.
프로젝트 관리자는 무엇을 해야 합니까?
프로젝트 관리자는 무엇을 해야 합니까?
정답: B
Lessons learned are the documented information that reflects both the positive and negative experiences of a project. They help project managers and teams to learn from their successes and failures, and to apply that knowledge to improve current and future projects. Reviewing the lessons learned from the previous project is a good practice for the project manager to do before initiating a new project, especially if the new project is similar or related to the previous one. By reviewing the lessons learned, the project manager can identify what worked well and what did not work well in the previous project, and use that information to plan, execute, monitor, and control the new project more effectively and efficiently. The project manager can also avoid repeating the same mistakes, leverage the best practices, and incorporate the feedback and recommendations from the previous project stakeholders. This is part of the Develop Project Charter process, which aims to define the new project and authorize the project manager. The other options are not the best choices because they are not the first thing that the project manager should do before initiating a new project. Ensuring the stakeholder engagement plan is accurate and properly documented (option A) is an important activity, but it is done later in the planning phase, after the project charter is approved and the key stakeholders are identified.
The stakeholder engagement plan is a component of the project management plan that describes how the project will communicate and interact with the stakeholders. Identifying the risk of implementing the new solution and evaluating the impact on the project (option C) is also an important activity, but it is done later in the planning phase, after the project scope, schedule, and cost are defined. The risk management plan is a component of the project management plan that describes how the project will identify, analyze, prioritize, respond, and monitor the project risks. Creating a lessons learned document for the initiation phase (option D) is a good practice, but it is done at the end of the initiation phase, not at the beginning. The lessons learned document is a project document that records the knowledge gained from the project activities and processes. It is updated throughout the project and finalized at the end of the project. References:
Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, pp. 71-123 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, pp. 513-558 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 11: Project Risk Management, pp. 395-440 Lessons learned - Project Management Institute Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 2: Needs Assessment, pp. 25-40 Lessons learned - Project Management Institute
The stakeholder engagement plan is a component of the project management plan that describes how the project will communicate and interact with the stakeholders. Identifying the risk of implementing the new solution and evaluating the impact on the project (option C) is also an important activity, but it is done later in the planning phase, after the project scope, schedule, and cost are defined. The risk management plan is a component of the project management plan that describes how the project will identify, analyze, prioritize, respond, and monitor the project risks. Creating a lessons learned document for the initiation phase (option D) is a good practice, but it is done at the end of the initiation phase, not at the beginning. The lessons learned document is a project document that records the knowledge gained from the project activities and processes. It is updated throughout the project and finalized at the end of the project. References:
Project Management Professional (PMP) Reference Materials:
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 4: Project Integration Management, pp. 71-123 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 13: Project Stakeholder Management, pp. 513-558 A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 11: Project Risk Management, pp. 395-440 Lessons learned - Project Management Institute Professional in Business Analysis (PBA) Reference Materials:
Business Analysis for Practitioners: A Practice Guide, Chapter 2: Needs Assessment, pp. 25-40 Lessons learned - Project Management Institute
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