프로젝트 팀은 A 국가에 있는 팀원들과 12시간의 시차가 있는 B 국가에 있는 주제 전문가(SME)들로 구성되어 있습니다. 프로젝트 관리자는 두 국가 팀원 간의 상호 작용을 개선하기 위해 무엇을 할 수 있을까요?
정답: B
The question is about a project team that is distributed across two countries with a significant time difference.
The project manager needs to improve the interactions and collaboration between the team members in both locations. The best option for the project manager to do this is:
Identify virtual communication methods and arrange for regular team meetings accordingly: This option is effective and feasible in managing a geographically dispersed team. The project manager should identify the appropriate communication methods and tools, such as email, phone, video conferencing, instant messaging, etc., that suit the needs and preferences of the team members. The project manager should also arrange for regular team meetings, such as daily stand-ups, weekly status updates, monthly reviews, etc., that accommodate the time zones and schedules of the team members. The project manager should ensure that the team meetings are well-planned, structured, and facilitated, and that they foster trust, feedback, and engagement among the team members12 The other options are not as effective or feasible as the first option. They are:
Ensure full participation of both the product owner and business SMEs in scope planning sessions: This option is relevant and desirable, but it is not sufficient to improve the interactions between the team members in both countries. The scope planning sessions are only one aspect of the project communication, and they might not occur frequently or regularly. The project manager should also consider other communication methods and events that involve the entire team and address their needs and expectations3 Explore the opportunity to have both teams colocated: This option is ideal but unrealistic. Colocation is the physical proximity of the team members in the same location, which can enhance communication, collaboration, and performance. However, colocation is not always possible or practical, especially for teams that are distributed across different countries. The project manager should consider the costs, benefits, and feasibility of colocation, and weigh them against the alternatives1 Plan for frequent face-to-face meetings: This option is beneficial but costly. Face-to-face meetings are the most effective form of communication, as they allow for direct interaction, non-verbal cues, and rapport building. However, face-to-face meetings are also the most expensive and time-consuming, especially for teams that are located in different countries. The project manager should balance the frequency and duration of face-to-face meetings with the budget and schedule constraints, and complement them with other communication methods and tools1
1: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Chapter 10, Section 10.1.2.1 2: Business Analysis for Practitioners: A Practice Guide, Chapter 8, Section 8.3.1 3: A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Chapter 5, Section
5.2.2.1 : Business Analysis for Practitioners: A Practice Guide, Chapter 4, Section 4.2.1 : A Guide to the Project Management Body of Knowledge (PMBOK Guide) - Sixth Edition, Chapter 9, Section 9.1.2.1 :
Business Analysis for Practitioners: A Practice Guide, Chapter 8, Section 8.3.2
