PMP-KR 문제 651
하급 프로젝트 관리자가 통신 회사에서 첫 번째 프로젝트 작업을 시작하게 되어 기쁘게 생각합니다. 선임 프로젝트 관리자는 하급 프로젝트 관리자에게 프로젝트 관리의 과제와 성공 방법에 대해 교육하기로 결정했습니다.
선임 프로젝트 관리자는 하급 프로젝트 관리자에게 프로젝트 성공을 보장하기 위해 어떤 세 가지 아티팩트를 활용하라고 말해야 합니까? (3개 선택)
선임 프로젝트 관리자는 하급 프로젝트 관리자에게 프로젝트 성공을 보장하기 위해 어떤 세 가지 아티팩트를 활용하라고 말해야 합니까? (3개 선택)
정답: A,B,E
Organizational process assets (OPAs) are the plans, processes, policies, procedures, and knowledge bases specific to and used by the performing organization1. They can help the junior project manager to follow the best practices and standards of the organization and the industry. Lesson learned registers from past projects are the documented information that captures the knowledge, experience, and lessons learned throughout or at the end of a project2. They can help the junior project manager to avoid repeating the same mistakes and to apply the successful strategies from previous projects. Project management plan is the document that describes how the project will be executed, monitored, and controlled3. It can help the junior project manager to define, coordinate, and integrate all the subsidiary plans and baselines, such as scope, schedule, cost, quality, resources, communications, risk, procurement, and stakeholder engagement4. References: 1: PMBOK Guide, 7th edition, page 34 2: PMBOK Guide, 7th edition, page 36 3: PMBOK Guide, 7th edition, page 37 4:
PMBOK Guide, 7th edition, page 38
PMBOK Guide, 7th edition, page 38
PMP-KR 문제 652
프로젝트 관리자가 하이브리드 프로젝트를 관리하고 있습니다. 반복 검토에 참석한 후, 이해관계자가 프로젝트 관리자에게 매우 바쁘다고 말하며 검토가 왜 그렇게 자주 이루어지는지 묻습니다. 이슈 로그에 문제를 기록하고 프로젝트 스폰서에게 지원을 요청하여 갈등을 에스컬레이션합니다.
프로젝트 관리자는 어떻게 대응해야 합니까?
프로젝트 관리자는 어떻게 대응해야 합니까?
정답: B
Some of the other options are not appropriate because:
A). Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced. This option may compromise the quality and effectiveness of the reviews, as the stakeholder may miss important information, feedback, or decisions. It may also create a perception of low priority or commitment from the stakeholder, which can affect the trust and relationship with the project team3. The stakeholder engagement plan should reflect the optimal level of engagement for each stakeholder, not the minimum4.
C). Record the issue in the issue log and escalate the conflict to the project sponsor for assistance. This option may be too drastic and premature, as the issue may not be a serious conflict that requires escalation. Escalation should be used as a last resort, when the project manager cannot resolve the issue by themselves or with the stakeholder5. Escalation may also damage the rapport and communication with the stakeholder, as it may imply that the project manager is unable to handle the situation or respect the stakeholder's perspective.
D). Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews.
This option may sound too rigid and authoritative, as it does not acknowledge the stakeholder's concern or provide any justification for the frequency of the reviews. It may also create a sense of resentment or resistance from the stakeholder, who may feel that they are being forced to comply with a plan that they do not agree with or understand. The stakeholder engagement plan should be a flexible and collaborative tool, not a rigid and imposed one4.
I hope this information helps you with your query. However, I suggest that you consult the official PMP and PBA reference materials and guides for more accurate and reliable information. Thank you for using Bing. # References:
1: Agile Manifesto Principles 2: Hybrid Project Management: What is it, Methodology & Software - Teamhood 3: Stakeholder Engagement: How to Keep Stakeholders Happy 4: Plan Stakeholder Engagement 5: Escalate Issues to Project Sponsor : [How to Escalate Project Issues Without Damaging Relationships] : [How to Deal with Difficult Stakeholders]
A). Negotiate a reduced review attendance with the stakeholder and update the stakeholder engagement plan to reflect this reduced. This option may compromise the quality and effectiveness of the reviews, as the stakeholder may miss important information, feedback, or decisions. It may also create a perception of low priority or commitment from the stakeholder, which can affect the trust and relationship with the project team3. The stakeholder engagement plan should reflect the optimal level of engagement for each stakeholder, not the minimum4.
C). Record the issue in the issue log and escalate the conflict to the project sponsor for assistance. This option may be too drastic and premature, as the issue may not be a serious conflict that requires escalation. Escalation should be used as a last resort, when the project manager cannot resolve the issue by themselves or with the stakeholder5. Escalation may also damage the rapport and communication with the stakeholder, as it may imply that the project manager is unable to handle the situation or respect the stakeholder's perspective.
D). Explain to the stakeholder that the stakeholder engagement plan requires their attendance at all reviews.
This option may sound too rigid and authoritative, as it does not acknowledge the stakeholder's concern or provide any justification for the frequency of the reviews. It may also create a sense of resentment or resistance from the stakeholder, who may feel that they are being forced to comply with a plan that they do not agree with or understand. The stakeholder engagement plan should be a flexible and collaborative tool, not a rigid and imposed one4.
I hope this information helps you with your query. However, I suggest that you consult the official PMP and PBA reference materials and guides for more accurate and reliable information. Thank you for using Bing. # References:
1: Agile Manifesto Principles 2: Hybrid Project Management: What is it, Methodology & Software - Teamhood 3: Stakeholder Engagement: How to Keep Stakeholders Happy 4: Plan Stakeholder Engagement 5: Escalate Issues to Project Sponsor : [How to Escalate Project Issues Without Damaging Relationships] : [How to Deal with Difficult Stakeholders]
PMP-KR 문제 653
다음 시나리오 중 스크럼 마스터가 주의해야 할 장애물 세 가지는 무엇입니까? (3개를 선택하세요.)
정답: A,C,D
According to the Scrum Guide, an impediment is any factor that blocks or slows down the Developers in their creation of a valuable piece of software in a Sprint, or that restricts the team in achieving its intrinsic level of progress1. Therefore, the scenarios that are impediments are:
A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.
A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team's ability to inspect and adapt their work and process3.
A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team's motivation, creativity, and productivity.
The scenarios that are not impediments are:
A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog.
Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.
A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.
1: Scrum Guide, November 2020, p. 9 2: The Scrum Master as an Impediment Remover, Scrum.org, April
2016, 1 3: Navigating Impediments, Scrum.org, October 2020, 2 : Solving Impediments as a Scrum Team, Scrum.org, August 2018, 3 : Scrum Guide, November 2020, p. 10 : Scrum Guide, November 2020, p. 11
A team member talking about a user story that is not on the Scrum board: This indicates that the team is not focused on the Sprint Goal and the Sprint Backlog, which are the sources of alignment and commitment for the Developers. Talking about a user story that is not on the Scrum board can also cause confusion, distraction, and waste of time for the team2.
A technology that blocks agile capabilities: This implies that the team is facing a technical issue that prevents them from delivering a potentially releasable Increment of value at the end of the Sprint, or from collaborating effectively with the Product Owner and other stakeholders. A technology that blocks agile capabilities can also hinder the team's ability to inspect and adapt their work and process3.
A lack of team empowerment and an inability to self-organize: This suggests that the team is not able to make decisions and take actions that are best suited for achieving the Sprint Goal and delivering value to the customer. A lack of team empowerment and an inability to self-organize can also affect the team's motivation, creativity, and productivity.
The scenarios that are not impediments are:
A team member talking about a user story that is on the Scrum board: This indicates that the team is engaged in the Sprint work and is discussing the details and progress of a user story that is part of the Sprint Backlog.
Talking about a user story that is on the Scrum board can also foster communication, collaboration, and transparency within the team.
A review of the backlog at daily standup meetings: This implies that the team is using the daily standup meetings as an opportunity to inspect the Sprint Backlog and adapt their plan accordingly. A review of the backlog at daily standup meetings can also help the team identify any impediments or risks that may affect their Sprint work.
1: Scrum Guide, November 2020, p. 9 2: The Scrum Master as an Impediment Remover, Scrum.org, April
2016, 1 3: Navigating Impediments, Scrum.org, October 2020, 2 : Solving Impediments as a Scrum Team, Scrum.org, August 2018, 3 : Scrum Guide, November 2020, p. 10 : Scrum Guide, November 2020, p. 11
PMP-KR 문제 654
프로젝트 책임자는 새로운 프로젝트의 예산을 추산하고 일정을 확정하기 위해 조정 회의를 진행했습니다. 내부 자원 부족으로 인해 실행 과정에서 일부 활동을 외부에 위탁할 수 있습니다. 프로젝트 책임자는 필요한 투자를 확보하기 위해 단계별 검토(stage gate review)를 제출하기 전에 무엇을 확인해야 할까요?
정답: D
Before a stage gate review, decision-makers expect a credible, executable plan that addresses key constraints and delivery strategy. If outsourcing is a realistic execution path due to resource constraints, the project lead must align with relevant stakeholders on the procurement strategy (D). This includes defining what will be outsourced, contracting approach, sourcing timelines, vendor evaluation criteria, make-or-buy rationale, and how procurement risks will be managed. Without procurement alignment, budget and schedule estimates are unreliable and investment decisions become risky. Adding management reserve (A) may be appropriate, but it does not replace the need for a concrete sourcing strategy. A retrospective (B) is a continuous improvement ceremony and is not the priority for an investment gate. Initiating recruitment (C) may be one option, but the scenario indicates outsourcing could be required; procurement strategy alignment ensures the organization is prepared to execute that route. This strengthens the business case, reduces execution risk, and supports governance confidence at the stage gate.
PMP-KR 문제 655
애자일 프로젝트의 프로젝트 관리자는 참여도가 높은 팀을 원합니다. 프로젝트 관리자는 이 목표를 어떻게 달성해야 할까요?
정답: B
The project manager should promote an environment where everybody knows what their contribution means to the project as a whole because this is the best way to have a highly engaged team. Agile projects are based on values and principles that emphasize collaboration, flexibility, and customer satisfaction, which require the team members to be motivated, committed, and empowered. Therefore, the project manager should communicate the vision, goals, and expectations of the project, and help the team members understand how their work adds value to the project and the organization. The project manager should also encourage the team members to share their ideas, feedback, and concerns, and involve them in decision-making and problem- solving. This can help to create a sense of ownership, accountability, and pride within the team, and foster a positive and productive work culture. The other options are not the best choices because they do not support the agile approach or the team engagement. Being clear with directions and assignments so people stay focused and engaged with their work (option A) may imply that the project manager is using a directive or authoritarian style, which may limit the team's autonomy and creativity. Designing a reward system to get people motivated by recognizing significant individual contributions from the last sprint (option C) may help to acknowledge and appreciate the team members, but it may also create competition and conflict within the team, and may not align with the agile principle of valuing the team's performance over the individual's performance. Encouraging continuous rotation of roles among team members to keep people motivated throughout project delivery (option D) may help to diversify and enhance the team's skills and knowledge, but it may also disrupt the team's stability and efficiency, and may not consider the team members' preferences and strengths. References: PMBOK Guide, 6th edition, pages 18-19, 52, 273, 335, 686-687. [PMP Questions page 467]. PMP Practice Exam | Free PMP Practice Questions.
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