PMP-KR 문제 676
프로젝트 관리자가 여러 팀을 관리하고 있습니다. 한 팀원이 프로젝트 관리자에게 팀 리더가 다른 팀원을 편애하는 것에 대해 불평하며 여러 사례를 언급합니다.
위험 대응 전략 다른 사람이 기여할 수 있는지 분석 관찰 내용을 기록하고 계속 진행 이해 관계자를 제외하는 옵션을 확인 프로젝트 관리자는 팀원의 우려 사항을 해결하기 위해 무엇을 해야 할까요?
위험 대응 전략 다른 사람이 기여할 수 있는지 분석 관찰 내용을 기록하고 계속 진행 이해 관계자를 제외하는 옵션을 확인 프로젝트 관리자는 팀원의 우려 사항을 해결하기 위해 무엇을 해야 할까요?
정답: B
The project manager should address the team member's concerns by using a problem-solving approach, which involves identifying the root cause of the conflict, generating and evaluating alternative solutions, and implementing the best option. The project manager should set up a discussion with the team lead and the team member to facilitate open and honest communication, listen to both sides of the story, and help them reach a mutually acceptable resolution. This is consistent with the principle of leading with empathy and respect, which is part of the PMI Talent Triangle. References:
* PMBOK Guide 7th Edition, page 133
* Agile Practice Guide, page 48
* PMI Talent Triangle 1
* PMBOK Guide 7th Edition, page 133
* Agile Practice Guide, page 48
* PMI Talent Triangle 1
PMP-KR 문제 677
프로젝트 스폰서는 프로젝트 계획서를 제공하고 프로젝트 관리자를 임명하여 5년에 걸쳐 대규모 프로젝트를 실행합니다.
그러면 후원자는 프로젝트 예산을 요청합니다.
프로젝트 관리자가 제시하는 결과.
프로젝트 관리자는 무엇을 먼저 해야 할까요?
그러면 후원자는 프로젝트 예산을 요청합니다.
프로젝트 관리자가 제시하는 결과.
프로젝트 관리자는 무엇을 먼저 해야 할까요?
정답: A
The correct answer is A because the scenario requires disciplined stakeholder engagement rather than an immediate, informal, or purely administrative reaction. The selected response - A. Review the provided charter, identifying and engaging stakeholders. - directly addresses the condition described in the question and keeps the project aligned with authorized objectives. PMBOK-aligned practice requires the project manager to clarify expectations, preserve transparency, and use the appropriate decision or communication channel. This is especially important when project constraints, stakeholder expectations, quality expectations, delivery cadence, or business value may be affected. The competing options are weaker because they either bypass the accountable role, defer action without analysis, escalate before the project manager has prepared decision-quality information, or solve a symptom without correcting the underlying process issue. The selected answer also preserves transparency, ownership, and traceability, which are essential for sound project governance and effective delivery. PMBOK Guide Eighth Edition topics: process, stakeholder engagement, stakeholder communication, impact analysis, governance, value delivery, and continuous improvement.
PMP-KR 문제 678
애자일 프로젝트 팀이 신제품을 개발하고 있습니다. 이해관계자들은 프로젝트의 사업적 가치를 지속적으로 입증해야 합니다.
프로젝트 관리자는 어떻게 진행해야 할까요?
프로젝트 관리자는 어떻게 진행해야 할까요?
정답: B
According to the PMBOK Guide, one of the key principles of agile project management is to deliver value to the customer early and often1. This can be achieved by using an iterative and incremental approach, where the project team delivers working increments of the product at the end of each iteration or sprint2. The project team should also demonstrate the built portion of the product to the stakeholders and obtain their feedback and acceptance3. Therefore, the best option is to include demonstrations of the built portion of the product at the end of every sprint. Option A is incorrect because preparing performance value reports for the business on an ongoing basis may not be the most effective way to illustrate the project business value, as it may not reflect the actual functionality and usability of the product. Option C is incorrect because preparing a project report for the stakeholders and distributing it weekly may not be sufficient or timely to show the progress and value of the product, as it may not include the stakeholder input and validation. Option D is incorrect because confirming the minimum viable product (MVP) and demonstrating it to the business when it is ready may not be consistent with the agile principle of delivering value early and often, as it may delay the stakeholder feedback and satisfaction. References: 1: PMBOK Guide, 6th edition, section 1.2.3, p. 8 2: PMBOK Guide,
6th edition, section 6.2.2.1, p. 177 3: PMBOK Guide, 6th edition, section 6.2.2.4, p. 178 The project management team should review the project plan to evaluate if any updates should be made in response to the news that a competitor has released the latest version of a program. The project plan is a document that describes how the project will be executed, monitored, and controlled. It includes the project scope, schedule, cost, quality, resources, communications, risks, procurements, and stakeholder management plans. The project management team should assess the impact of the competitor's release on the project's objectives, deliverables, assumptions, constraints, and risks. The project management team should also consult with the project sponsor, customer, and other key stakeholders to determine their expectations and preferences regarding the project's scope and quality. The project management team should then decide if any changes or updates are needed to the project plan to ensure the project's success and value. The project management team should follow the change management process to request, analyze, approve, and implement any changes to the project plan.
The other options are not the best actions for the project management team to take in this situation. Crashing the existing schedule with additional resources to deliver more features may not be feasible or effective, as it may increase the project's cost, complexity, and risk. It may also not address the customer's needs or the market's demand, as the features may not be relevant or valuable. The project management team should not rush to add more features without validating their necessity and feasibility. Stopping the project immediately as the market opportunity has already been missed may be premature and wasteful, as it may disregard the project's benefits and potential. It may also damage the project's reputation and stakeholder's trust. The project management team should not abandon the project without evaluating its viability and value.
Continuing with the project plan and target delivery date as expected may be unrealistic and risky, as it may ignore the competitor's influence and the customer's feedback. It may also result in delivering a product that is outdated or inferior. The project management team should not proceed with the project plan without reviewing its alignment and suitability. References:
PMBOK Guide, 6th Edition, Chapter 4, Section 4.2, "Develop Project Management Plan" PMBOK Guide, 6th Edition, Chapter 4, Section 4.6, "Perform Integrated Change Control" PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 4, Section 4.2, "Developing the Project Management Plan" 1
6th edition, section 6.2.2.1, p. 177 3: PMBOK Guide, 6th edition, section 6.2.2.4, p. 178 The project management team should review the project plan to evaluate if any updates should be made in response to the news that a competitor has released the latest version of a program. The project plan is a document that describes how the project will be executed, monitored, and controlled. It includes the project scope, schedule, cost, quality, resources, communications, risks, procurements, and stakeholder management plans. The project management team should assess the impact of the competitor's release on the project's objectives, deliverables, assumptions, constraints, and risks. The project management team should also consult with the project sponsor, customer, and other key stakeholders to determine their expectations and preferences regarding the project's scope and quality. The project management team should then decide if any changes or updates are needed to the project plan to ensure the project's success and value. The project management team should follow the change management process to request, analyze, approve, and implement any changes to the project plan.
The other options are not the best actions for the project management team to take in this situation. Crashing the existing schedule with additional resources to deliver more features may not be feasible or effective, as it may increase the project's cost, complexity, and risk. It may also not address the customer's needs or the market's demand, as the features may not be relevant or valuable. The project management team should not rush to add more features without validating their necessity and feasibility. Stopping the project immediately as the market opportunity has already been missed may be premature and wasteful, as it may disregard the project's benefits and potential. It may also damage the project's reputation and stakeholder's trust. The project management team should not abandon the project without evaluating its viability and value.
Continuing with the project plan and target delivery date as expected may be unrealistic and risky, as it may ignore the competitor's influence and the customer's feedback. It may also result in delivering a product that is outdated or inferior. The project management team should not proceed with the project plan without reviewing its alignment and suitability. References:
PMBOK Guide, 6th Edition, Chapter 4, Section 4.2, "Develop Project Management Plan" PMBOK Guide, 6th Edition, Chapter 4, Section 4.6, "Perform Integrated Change Control" PMP Project Management Professional Exam Study Guide: 2021 Exam Update, 10th Edition, Chapter 4, Section 4.2, "Developing the Project Management Plan" 1
PMP-KR 문제 679
세계적인 석유 위기로 인해 건설 프로젝트가 진행 중인 지역의 원유 유통에 영향을 미쳤습니다. 자재가 제때 배달되지 않고 있으며 이 건설 단계는 원래 계획보다 이미 뒤처졌습니다.
프로젝트가 더 이상 궤도에서 벗어나지 않도록 하기 위해 프로젝트 관리자는 무엇을 가장 먼저 해야 할까요?
프로젝트가 더 이상 궤도에서 벗어나지 않도록 하기 위해 프로젝트 관리자는 무엇을 가장 먼저 해야 할까요?
정답: A
According to the PMBOK Guide, 6th edition, section 11.4, one of the tools and techniques for performing qualitative risk analysis is risk categorization. This involves grouping potential risks by common root causes or other criteria, such as project phases, sources, or effects. The project manager should use this technique to identify the most significant risks that are affecting the project performance, and prioritize them for further analysis or action. The project manager should then develop appropriate risk responses to mitigate or avoid the negative impacts of the risks, or exploit or enhance the positive impacts of the opportunities. The project manager should also update the risk register and other project documents accordingly. The other options are not the first steps to take, as they do not address the root causes of the risks, and may not be feasible or effective in the given situation. References: PMBOK Guide, 6th edition, section 11.4; PMP Practice Exam, question 94.
PMP-KR 문제 680
한 프로젝트 관리자가 이해관계자들로부터 프로젝트 진행 상황에 대한 소통이 원활하지 않다는 피드백을 받았습니다. 프로젝트 관리 사무소(PMO)에 주간 현황 보고서를 제출했으며, 표준 소통 관리 계획을 준수했습니다.
프로젝트 관리자는 무엇을 해야 하나요?
프로젝트 관리자는 무엇을 해야 하나요?
정답: A
When stakeholders express concerns about poor communication, it's important for the project manager to investigate the underlying causes of the communication issues. Performing a root cause analysis (RCA) can help identify not just superficial problems, but also systemic issues that may be affecting communication.
This approach aligns with PMI's emphasis on continuous improvement and problem-solving within project management processes.
: = PMI's PMBOKGuide and the standards for project communication management emphasize the importance of effective communication and the need for project managers to adapt their communication plans to meet the needs of stakeholders. The PMBOKGuide provides guidelines on how to manage project communications effectively, which includes monitoring and controlling communications throughout the project life cycle to ensure that stakeholder needs are met.
Please note that this response is based on general project management principles and does not reference specific documents or materials. For detailed information, you should refer to the latest editions of PMI's PMBOKGuide and other official PMI publications.
This approach aligns with PMI's emphasis on continuous improvement and problem-solving within project management processes.
: = PMI's PMBOKGuide and the standards for project communication management emphasize the importance of effective communication and the need for project managers to adapt their communication plans to meet the needs of stakeholders. The PMBOKGuide provides guidelines on how to manage project communications effectively, which includes monitoring and controlling communications throughout the project life cycle to ensure that stakeholder needs are met.
Please note that this response is based on general project management principles and does not reference specific documents or materials. For detailed information, you should refer to the latest editions of PMI's PMBOKGuide and other official PMI publications.
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