일일 프로젝트 회의에서 팀원들은 기능 관리자로부터 프로젝트와 관련 없는 다른 업무를 지원하는 이메일을 받는다고 불평하고 있습니다. 이는 팀 생산성에 부정적인 영향을 미치고 있습니다.
프로젝트 관리자는 다음으로 무엇을 해야 할까요?
정답: C
The project manager should address this concern with the functional managers to ensure there will be no further delays in the project. The functional managers are the managers who have authority over the team members in their respective functional areas, such as engineering, marketing, finance, etc. The functional managers are responsible for assigning and releasing the team members to the project, as well as providing them with the necessary training, support, and feedback. The project manager should communicate and coordinate with the functional managers to ensure that the team members are available and committed to the project, and that they are not distracted or overloaded by other nonproject-related tasks. The project manager should also explain to the functional managers the impact of their emails on the team's productivity and morale, and request them to respect the team's priorities and schedules. The project manager should also seek the support and intervention of the project sponsor or the senior management, if needed, to resolve any resource conflicts or issues.
The other options are not the best actions for the project manager to take in this situation. Asking the product owner to speak with the functional managers to ensure future requirements come through the product owner is not relevant or effective, as it does not address the current problem of the team members receiving emails from their functional managers to support other nonproject-related tasks. The product owner is the person who represents the customer's voice and defines and prioritizes the product backlog, which is a list of features and requirements that the customer wants to have in the product. The product owner is not involved in the resource management or allocation of the project, and may not have the authority or influence to negotiate with the functional managers. Logging this as a risk in the risk register and continuing to monitor the issue at subsequent meetings is not proactive or sufficient, as it does not prevent or mitigate the negative impact of the team members receiving emails from their functional managers to support other nonproject-related tasks. The risk register is a document that records the identified risks, their causes, impacts, probabilities, responses, and owners. The project manager should not just document and monitor the issue, but also take action to resolve it as soon as possible. Scheduling a meeting with all of the functional managers to resolve the resource conflicts may be too time-consuming and complicated, as it may involve multiple parties and perspectives. The project manager should not wait for a meeting to address the issue, but rather contact the functional managers individually and directly, and seek their cooperation and understanding. References:
PMBOK Guide, 6th Edition, Chapter 9, Section 9.2, "Plan Resource Management" PMBOK Guide, 6th Edition, Chapter 9, Section 9.3, "Acquire Resources" PMBOK Guide, 6th Edition, Chapter 9, Section 9.5, "Control Resources" PMBOK Guide, 6th Edition, Chapter 11, Section 11.4, "Plan Risk Responses" PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 8, Section 8.2, "Planning Resources" 1
