PMP-KR 문제 786
한 프로젝트가 6번의 반복 중 5번째 반복을 마무리하고 있습니다. 반복 검토 과정에서 고객이 남은 반복의 용량을 초과하는 새로운 규제 기능을 추가했습니다.
프로젝트 리더는 무엇을 해야 하나요?
프로젝트 리더는 무엇을 해야 하나요?
정답: D
When faced with a new regulatory feature that exceeds the capacity of the remaining iteration, the project lead should take the following steps:
1.Estimate the Impact: The project lead should assess the impact of incorporating the new feature. This involves evaluating how it affects the project timeline, resources, and overall project goals.
2.Consult with the Product Owner: The project lead should engage with the product owner to discuss the feasibility of accommodating the new feature within the existing iteration. The product owner can provide insights into the importance of the feature, potential trade-offs, and whether it aligns with project priorities.
3.Consider Trade-offs: If the new feature significantly impacts the iteration, the project lead may need to make trade-offs. This could involve adjusting other features
1.Estimate the Impact: The project lead should assess the impact of incorporating the new feature. This involves evaluating how it affects the project timeline, resources, and overall project goals.
2.Consult with the Product Owner: The project lead should engage with the product owner to discuss the feasibility of accommodating the new feature within the existing iteration. The product owner can provide insights into the importance of the feature, potential trade-offs, and whether it aligns with project priorities.
3.Consider Trade-offs: If the new feature significantly impacts the iteration, the project lead may need to make trade-offs. This could involve adjusting other features
PMP-KR 문제 787
프로젝트 관리자가 다른 나라에서 대규모 프로젝트를 진행하다가 프로젝트팀에서 소수의 인원만이 모든 릴리스 작업을 담당하고 있다는 사실을 알게 되었습니다. 프로젝트 관리자는 앞으로 이런 상황을 방지하기 위해 어떻게 해야 할까요?
정답: C
The project manager should review the user roles and update the team charter to ensure that the project team members have clear and balanced responsibilities and expectations for each release. This will help to improve the team performance, collaboration, and accountability. Documenting the risk register, speaking to the customer, and involving the product owner are not directly related to the problem of uneven workload distribution among the team members. References:
PMP Exam Content Outline, Domain II: Process, Task 2: Manage project artifacts and ensure they meet the needs and expectations of key stakeholders.
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9: Project Resource Management, Section 9.1: Plan Resource Management, Page 313.
Professional in Business Analysis (PBA) Certification Exam Outline, Domain III: Analysis, Task 3: Define Requirements Architecture, Page 13.
PMP Exam Content Outline, Domain II: Process, Task 2: Manage project artifacts and ensure they meet the needs and expectations of key stakeholders.
A Guide to the Project Management Body of Knowledge (PMBOK Guide), Sixth Edition, Chapter 9: Project Resource Management, Section 9.1: Plan Resource Management, Page 313.
Professional in Business Analysis (PBA) Certification Exam Outline, Domain III: Analysis, Task 3: Define Requirements Architecture, Page 13.
PMP-KR 문제 788
프로젝트 관리자가 위험과 관련된 비상 계획을 수립했습니다. 위험은 인지되었지만, 고객은 새로운 해결책을 고집합니다. 요청된 해결책은 지연을 초래하고 추가 예산이 필요합니다. 프로젝트 관리자는 어떻게 해야 할까요?
정답: D
According to the PMBOK Guide, 7th edition, one of the key activities of the project manager is to engage stakeholders and manage their expectations throughout the project. This includes discussing the options with the client as part of the change control process, which is a formal and documented procedure that defines how changes to the project scope, schedule, cost, quality, or any other aspect of the project will be requested, evaluated, approved, rejected, or implemented. In this scenario, the client's request to use a new workaround instead of the approved contingency plan is a change request that may affect the project objectives and outcomes. Therefore, the project manager should discuss the options with the client as part of the change control process, and evaluate the impact, feasibility, and benefits of the proposed workaround, as well as the implications of not following the contingency plan. Option D is the best answer for this question.
Option A is not the best answer because requesting to use the management reserve to keep the schedule is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the project budget is insufficient to cover the additional costs of the workaround, but it is not a necessary or immediate action. Moreover, requesting to use the management reserve may not always be feasible or desirable, as it may increase the project costs and risks, and may require the approval of senior management or the project sponsor.
Option B is not the best answer because mitigating risks associated with the workaround to avoid project delays is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the workaround introduces new or increased risks to the project, but it is not a proactive or effective action to resolve the current issue. Moreover, mitigating risks may not always be possible or sufficient, as some risks may be unavoidable or unpredictable, and may require other risk response strategies, such as avoidance, transfer, or acceptance.
Option C is not the best answer because proceeding with the approved risk response plan is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is rejected and the contingency plan is still valid and applicable, but it is not a respectful or collaborative action to deal with the client's request. Moreover, proceeding with the approved risk response plan may not always be appropriate or acceptable, as the client may have valid reasons or new information to suggest a different workaround, and may escalate the issue or withdraw their support if their request is ignored or dismissed. References: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50, 59-60,
69-70.
Option A is not the best answer because requesting to use the management reserve to keep the schedule is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the project budget is insufficient to cover the additional costs of the workaround, but it is not a necessary or immediate action. Moreover, requesting to use the management reserve may not always be feasible or desirable, as it may increase the project costs and risks, and may require the approval of senior management or the project sponsor.
Option B is not the best answer because mitigating risks associated with the workaround to avoid project delays is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is approved and the workaround introduces new or increased risks to the project, but it is not a proactive or effective action to resolve the current issue. Moreover, mitigating risks may not always be possible or sufficient, as some risks may be unavoidable or unpredictable, and may require other risk response strategies, such as avoidance, transfer, or acceptance.
Option C is not the best answer because proceeding with the approved risk response plan is not the next thing that the project manager should do. It is a possible action that the project manager may take if the change request is rejected and the contingency plan is still valid and applicable, but it is not a respectful or collaborative action to deal with the client's request. Moreover, proceeding with the approved risk response plan may not always be appropriate or acceptable, as the client may have valid reasons or new information to suggest a different workaround, and may escalate the issue or withdraw their support if their request is ignored or dismissed. References: PMBOK Guide, 7th edition, pages 9-10, 15-16, 25-26, 35-36, 49-50, 59-60,
69-70.
PMP-KR 문제 789
핵심적인 애자일 프로젝트 팀원이 반복 작업 중간에 휴가를 내고 한동안 업무에 복귀하지 않을 경우, 프로젝트 관리자는 해당 팀원이 작업하던 기능과 관련하여 무엇을 해야 할까요?
정답: D
According to the PMBOK Guide, the product owner is the person responsible for defining and prioritizing the product backlog, and ensuring that the product delivers value to the customer and stakeholders1. The product owner also collaborates with the project team and the project manager to review the work in progress and provide feedback2. Therefore, if a key agile project team member takes a leave of absence in the middle of an iteration and will not return to work for a while, the project manager should review the work in progress with the product owner to determine the next step regarding the feature on which the team member was working. The product owner may decide to defer, modify, or cancel the feature depending on the value and urgency of the feature. The other options are not the best actions for the project manager to do next. Assigning the feature to another team member may not be feasible or desirable, as it may disrupt the team's self- organization and velocity3. Reviewing team capacity and reassigning the functionality to additional iterations may not be aligned with the product owner's vision and expectations4. Determining if the team member can work from home may not be possible or appropriate, as it may depend on the team member's personal situation and the nature of the work. References:
* 1: PMBOK Guide, 6th edition, page 49
* 2: PMBOK Guide, 6th edition, page 50
* 3: PMBOK Guide, 6th edition, page 52
* 4: PMBOK Guide, 6th edition, page 53
* : PMBOK Guide, 6th edition, page 54
* : PMBOK Guide, 6th edition, page 57
* 1: PMBOK Guide, 6th edition, page 49
* 2: PMBOK Guide, 6th edition, page 50
* 3: PMBOK Guide, 6th edition, page 52
* 4: PMBOK Guide, 6th edition, page 53
* : PMBOK Guide, 6th edition, page 54
* : PMBOK Guide, 6th edition, page 57
PMP-KR 문제 790
건축 프로젝트의 프로젝트 관리자가 프로젝트 실행 단계 중간에 휴가를 갈 계획입니다. 팀원들에게 충분한 역량을 부여하고 마감일을 맞추기 위해 프로젝트 관리자는 무엇을 먼저 해야 할까요?
정답: D
According to the PMBOK Guide, the project manager is responsible for leading and directing the project team and ensuring that the project objectives are met. Therefore, the project manager should not delegate the decision-making authority to the team or the sponsor without analyzing the impacts and creating a plan for team decision making. The project manager should also consider the risks, issues, and stakeholder expectations that may arise during their absence and communicate the plan to the relevant parties. Postponing the vacation to a different time may not be feasible or desirable for the project manager, and it may also affect their work-life balance. Allowing the team to make decisions to stay on schedule may result in scope creep, quality issues, or conflicts among team members. Asking the project sponsor to make any necessary decisions may undermine the project manager's authority and credibility, and it may also burden the sponsor with additional work. References: PMBOK Guide, Sixth Edition, Chapter 9, Section 9.4.2.3 (Team Decision Making) and Chapter 13, Section 13.3.2.4 (Project Manager)
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