한 프로젝트 매니저가 하이브리드 프로젝트 관리를 처음 접하며, 요구 사항 불확실성이 높은 프로젝트에 대해 우려하고 있습니다. 팀은 하이브리드 프로젝트 경험이 있고, 매일 스탠드업 미팅을 진행하며, 프로젝트에 전념하고 있습니다. 하지만 프로젝트 매니저는 프로젝트 관리 능력을 잃을까 봐 우려하며, 더 중심적인 역할을 맡고 싶어 합니다.
프로젝트 관리자는 이 문제를 어떻게 해결해야 할까요?
정답: C
According to the PMBOK Guide, hybrid project management is a technique where high-level project phases are planned using the waterfall approach, and project phase work (actual tasks) execution is done the Agile way1. Hybrid project management is getting more attention as it offers the flexibility to combine the best practices from both waterfall and agile methodologies2. One of the benefits of hybrid project management is that it allows the project team to adapt to changing requirements and customer needs, which are common in projects with a high level of uncertainty3. However, this also requires the project manager to adopt a different role than in a traditional waterfall project. Instead of being a central authority who directs and controls the project, the project manager should act as a facilitator, coach, and servant leader who supports and empowers the project team to do the work4. This means that the project manager should trust the team's expertise and experience, delegate decision-making authority, provide feedback and guidance, and remove any impediments that hinder the team's progress5. By doing so, the project manager can foster a collaborative and agile culture that enhances the team's performance and satisfaction6.
Therefore, the best way for the project manager to address the issue of losing control of the project is to adopt the role of supporting and empowering the project team to do the work (option C). This will help the project manager to cope with the uncertainty and complexity of the project, and to leverage the team's skills and knowledge. Modifying the daily standup meetings to include project status reporting (option A) may not be effective, as it may disrupt the purpose and flow of the standup meetings, which are meant to be brief and focused on the team's progress, issues, and plans. Escalating the issue to the change control board (CCB) and asking for advice (option B) may not be appropriate, as the CCB is usually responsible for reviewing and approving changes to the project scope, schedule, cost, or quality, not for providing guidance on the project management approach. Changing the approach for the project to a predictive approach (option D) may not be feasible or desirable, as it may not suit the nature and context of the project, and it may cause resistance and confusion among the project stakeholders. References:
* 1: PMBOK Guide, 6th edition, p. 19
* 2: Teamhood, Hybrid Project Management: What is it, Approach & Software
* 3: The Digital Project Manager, Ultimate Guide To Hybrid Project Methodologies & How To Make Them
* 4: PMBOK Guide, 6th edition, p. 54
* 5: PMI, Agile Practice Guide, p. 21
* 6: PMI, Agile Practice Guide, p. 22
* [7]: PMI, Agile Practice Guide, p. 50
* [8]: PMBOK Guide, 6th edition, p. 115
* [9]: PMBOK Guide, 6th edition, p. 18
