PMP-KR 문제 656
제품 회사는 시장에서 제품을 개발하고 출시하는 방식을 변화시키고 있습니다.
경영진은 이것이 위험성이 높은 이니셔티브이므로 이 이니셔티브가 성공해야 한다고 믿습니다.
이 시나리오에서 프로젝트 관리자는 무엇을 해야 합니까?
경영진은 이것이 위험성이 높은 이니셔티브이므로 이 이니셔티브가 성공해야 한다고 믿습니다.
이 시나리오에서 프로젝트 관리자는 무엇을 해야 합니까?
정답: C
An iterative rollout approach is a way of delivering a product or service incrementally, rather than in one big launch. This allows the project team to test and validate the product with real customers, get feedback, and make adjustments as needed. This reduces the risk of delivering a product that does not meet the customer's needs or expectations, or that has major defects or errors. By delivering the highest business value earlier, the project team can also demonstrate the benefits of the new model to the executives and stakeholders, and gain their support and confidence. An iterative rollout approach is consistent with agile project management principles, which are recommended for high-risk and high-uncertainty projects. References:
The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 5: Solution Evaluation, Section 5.3.2: Validate Solution Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.2: Validate Solution Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section 5.14:
Incremental Delivery Planning
Seven Steps to Mastering Business Analysis, Chapter 9: Solution Assessment and Validation, Section 9.3:
Assess Proposed Solution
The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 5: Solution Evaluation, Section 5.3.2: Validate Solution Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.2: Validate Solution Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section 5.14:
Incremental Delivery Planning
Seven Steps to Mastering Business Analysis, Chapter 9: Solution Assessment and Validation, Section 9.3:
Assess Proposed Solution
PMP-KR 문제 657
프로젝트 매니저가 실행 단계에 있는 프로젝트를 이끌고 있습니다. 팀 회의에서 프로젝트 매니저는 두 명의 팀원이 향후 작업 중 일부에 필요한 기술적 역량이 부족하다는 사실을 알게 됩니다.
다음으로 서번트 리더 프로젝트 관리자는 무엇을 해야 할까요?
다음으로 서번트 리더 프로젝트 관리자는 무엇을 해야 할까요?
정답: D
The servant leader project manager should explore a training program that is within the project budget for the team members. This is the best option because it shows the project manager's commitment to developing the team's skills and capabilities, as well as addressing the project's needs. A training program can help the team members acquire the technical skills required for the upcoming tasks, as well as increase their motivation and confidence. This option also aligns with the servant leadership principle of "commitment to the growth of people"1.
The other options are not as effective as option D. Option A is not supportive and may demoralize the team members. Option B is not collaborative and may disrupt the team dynamics. Option C is not proactive and may damage the project manager's credibility. References: 1: PMBOK Guide, 7th edition, page 63
The other options are not as effective as option D. Option A is not supportive and may demoralize the team members. Option B is not collaborative and may disrupt the team dynamics. Option C is not proactive and may damage the project manager's credibility. References: 1: PMBOK Guide, 7th edition, page 63
PMP-KR 문제 658
프로젝트 일정이 늦어지고 있으며 프로젝트 관리자는 프로젝트 팀이 프로젝트 작업을 수행하는 대신 문서 작성에 대부분의 시간을 소비하는 것 같다는 사실을 발견합니다.
팀이 프로젝트 작업에 집중할 수 있도록 프로젝트 관리자는 무엇을 해야 합니까?
팀이 프로젝트 작업에 집중할 수 있도록 프로젝트 관리자는 무엇을 해야 합니까?
정답: C
Project documentation is the process of creating, organizing, and maintaining the written information that describes the processes, plans, and activities involved in a project. Project documentation includes documents such as the project charter, the project management plan, the work breakdown structure, the risk register, the issue log, and the status reports. Project documentation serves several purposes, such as project planning, communication, monitoring, control, and evaluation. According to the Professional in Business Analysis Reference Materials1, project documentation should be:
* Accurate: The project documents should reflect the true and current state of the project, and avoid any errors, inconsistencies, or ambiguities.
* Complete: The project documents should cover all the relevant and necessary aspects of the project, and avoid any gaps, omissions, or redundancies.
* Consistent: The project documents should follow the same format, style, terminology, and standards, and avoid any conflicts, contradictions, or variations.
* Up to date: The project documents should be updated regularly and timely, and avoid any outdated, obsolete, or irrelevant information.
In this scenario, the project schedule is falling behind and the project manager observes that the project team seems to be spending the majority of their time writing documentation instead of performing project tasks.
This indicates that the project documentation process is not efficient, effective, or aligned with the project goals and priorities. The project team may be creating unnecessary, excessive, or irrelevant documents, or may be struggling to keep up with the changes and updates in the project. This could affect the project performance, quality, and stakeholder satisfaction.
Therefore, the best option for the project manager is to review and adapt the appropriate project artifacts. This means that the project manager should:
* Review the existing project documents and assess their accuracy, completeness, consistency, and currency.
* Identify and eliminate any project documents that are not required, useful, or valuable for the project.
* Simplify and streamline the project documentation process and reduce the complexity and volume of the project documents.
* Adapt the project documentation process and the project documents to the changing needs and expectations of the project and the stakeholders.
* Communicate and collaborate with the project team and the stakeholders on the project documentation process and the project documents.
By reviewing and adapting the appropriate project artifacts, the project manager can ensure that the project documentation process and the project documents are fit for purpose, and that they support and facilitate the project tasks, rather than hinder or distract them.
The other options are not the best choices, because:
* Assign a team member to handle the documentation activities: This option implies that the project manager is delegating the responsibility and accountability of the project documentation process and the project documents to a single team member, rather than involving and engaging the whole project team and the stakeholders. This could create a bottleneck, a dependency, or a risk in the project documentation process, and reduce the quality and reliability of the project documents.
* Coach the project team to complete the project documentation activities: This option implies that the project manager is providing guidance and support to the project team on how to perform the project documentation activities, rather than addressing the root cause of the problem, which is the inefficiency, ineffectiveness, or misalignment of the project documentation process and the project documents. This could create a false sense of security, a complacency, or a resistance in the project team, and prevent them from improving and adapting the project documentation process and the project documents.
* Save all documentation activities until the end of the project: This option implies that the project manager is postponing or ignoring the project documentation activities, rather than recognizing and fulfilling their importance and value for the project. This could create a backlog, a chaos, or a disaster in the project documentation process, and compromise the project performance, quality, and stakeholder satisfaction.
References:
Project Documentation: 15 Essential Documents.
* Accurate: The project documents should reflect the true and current state of the project, and avoid any errors, inconsistencies, or ambiguities.
* Complete: The project documents should cover all the relevant and necessary aspects of the project, and avoid any gaps, omissions, or redundancies.
* Consistent: The project documents should follow the same format, style, terminology, and standards, and avoid any conflicts, contradictions, or variations.
* Up to date: The project documents should be updated regularly and timely, and avoid any outdated, obsolete, or irrelevant information.
In this scenario, the project schedule is falling behind and the project manager observes that the project team seems to be spending the majority of their time writing documentation instead of performing project tasks.
This indicates that the project documentation process is not efficient, effective, or aligned with the project goals and priorities. The project team may be creating unnecessary, excessive, or irrelevant documents, or may be struggling to keep up with the changes and updates in the project. This could affect the project performance, quality, and stakeholder satisfaction.
Therefore, the best option for the project manager is to review and adapt the appropriate project artifacts. This means that the project manager should:
* Review the existing project documents and assess their accuracy, completeness, consistency, and currency.
* Identify and eliminate any project documents that are not required, useful, or valuable for the project.
* Simplify and streamline the project documentation process and reduce the complexity and volume of the project documents.
* Adapt the project documentation process and the project documents to the changing needs and expectations of the project and the stakeholders.
* Communicate and collaborate with the project team and the stakeholders on the project documentation process and the project documents.
By reviewing and adapting the appropriate project artifacts, the project manager can ensure that the project documentation process and the project documents are fit for purpose, and that they support and facilitate the project tasks, rather than hinder or distract them.
The other options are not the best choices, because:
* Assign a team member to handle the documentation activities: This option implies that the project manager is delegating the responsibility and accountability of the project documentation process and the project documents to a single team member, rather than involving and engaging the whole project team and the stakeholders. This could create a bottleneck, a dependency, or a risk in the project documentation process, and reduce the quality and reliability of the project documents.
* Coach the project team to complete the project documentation activities: This option implies that the project manager is providing guidance and support to the project team on how to perform the project documentation activities, rather than addressing the root cause of the problem, which is the inefficiency, ineffectiveness, or misalignment of the project documentation process and the project documents. This could create a false sense of security, a complacency, or a resistance in the project team, and prevent them from improving and adapting the project documentation process and the project documents.
* Save all documentation activities until the end of the project: This option implies that the project manager is postponing or ignoring the project documentation activities, rather than recognizing and fulfilling their importance and value for the project. This could create a backlog, a chaos, or a disaster in the project documentation process, and compromise the project performance, quality, and stakeholder satisfaction.
References:
Project Documentation: 15 Essential Documents.
PMP-KR 문제 659
제품 담당자가 신제품에 대한 아이디어를 가지고 있지만, 각 기능의 비즈니스 가치를 명확히 알지 못해 기능을 정의하는 데 어려움을 겪고 있습니다. 이 문제를 해결하기 위해 프로젝트 관리자는 배포 팀에 어떤 조치를 취하도록 해야 할까요?
정답: B
According to the PMBOK Guide, when using an agile approach, the project manager needs to deliver value early and often by creating and testing increments of the product, service, or result that are potentially releasable1. A minimum viable product (MVP) is a version of the product that has enough features to satisfy the initial needs of the customers and stakeholders, and to provide feedback for future development2. By developing an MVP for assessment from a select customer group, the project manager can address the issue of the product owner's uncertainty about the business value of each feature, as well as validate the product vision, test the assumptions, and reduce the risks2. The other options are not appropriate, as they do not reflect the agile mindset and principles. Assessing the product roadmap, commissioning a business analyst, or completing a WBS are all possible actions that could be taken in a predictive or waterfall approach, where the product features are defined and fixed upfront. However, in an agile approach, the product features are emergent and adaptive, and the project manager should collaborate with the customer and the team to deliver the best possible product3. References:
* 1: PMBOK Guide, 6th edition, page 18
* 2: PMBOK Guide, 6th edition, page 158
* 3: PMBOK Guide, 6th edition, page 156
* 1: PMBOK Guide, 6th edition, page 18
* 2: PMBOK Guide, 6th edition, page 158
* 3: PMBOK Guide, 6th edition, page 156
PMP-KR 문제 660
한 회사가 프로젝트를 진행하면서 하이브리드 방식을 사용하여 고객 서비스 프로세스를 간소화하고 있습니다.
두 번째 반복이 끝나면 비즈니스 분석가가 팀에 합류하여 프로젝트 관리의 재무 및 일정 측면에 대해 배웁니다.
프로젝트 관리자는 비즈니스 분석가를 지원하기 위해 무엇을 해야 합니까?
두 번째 반복이 끝나면 비즈니스 분석가가 팀에 합류하여 프로젝트 관리의 재무 및 일정 측면에 대해 배웁니다.
프로젝트 관리자는 비즈니스 분석가를 지원하기 위해 무엇을 해야 합니까?
정답: D
According to the PMP Exam Content Outline, one of the tasks for managing project work is to provide relevant stakeholders with project information and updates on cost, schedule, scope, and quality1. The business analyst is a relevant stakeholder who needs to learn about the financial and scheduling aspects of project management. Providing the business analyst with access to the financial and scheduling information is the best way to support their learning and involvement in the project. Assigning resources to coach the business analyst may not be feasible or necessary, as the business analyst may have their own methods and preferences for learning. Asking the business analyst to focus on their work allocation for the needs of the project may not address their learning objectives or expectations. Creating reports to inform the business analyst about the schedule and project cost may not be sufficient or timely, as the business analyst may need more detailed or updated information. References:
* 1: PMP Exam Content Outline, Domain III: Business Environment, Task 4: Manage project changes by following the change management plan in order to achieve project objectives.
* 1: PMP Exam Content Outline, Domain III: Business Environment, Task 4: Manage project changes by following the change management plan in order to achieve project objectives.
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