PMP-KR 문제 86
애자일 프로젝트 팀이 새로운 프로젝트를 맡았습니다. 고객과 여러 차례 논의한 결과, 요구 사항이 명확하지 않아 아키텍처 및 설계 단계가 지연되는 것으로 나타났습니다. 팀은 다음에 무엇을 해야 할까요?
정답: C
In Agile project management, when there is a lack of clarity on the requirements, it's beneficial to start with the product prototype development1. This approach allows the team to create a tangible representation of the product that can be reviewed with the customer1. The feedback gathered from this review can then be used to refine the requirements and reduce ambiguity1. This iterative process of development, review, and feedback is a key aspect of Agile methodologies and helps ensure that the final product aligns with the customer's needs and expectations234. References: 2314
https://www.scrum.org/resources/blog/five-essential-things-needed-agile-transformation
https://project-management.com/agile-project-management/
https://www.scrum.org/resources/blog/five-essential-things-needed-agile-transformation
https://project-management.com/agile-project-management/
PMP-KR 문제 87
프로젝트의 4단계에 영향을 미치는 새로운 규정이 승인되었습니다. 제공은 반복적 접근 방식을 따르고 있으며 현재 2단계를 완료하고 있습니다.
프로젝트 관리자는 다음으로 무엇을 해야 할까요?
프로젝트 관리자는 다음으로 무엇을 해야 할까요?
정답: D
The project manager should meet with the subject matter experts (SMEs) to assess the impact of the new regulation on the project objectives, scope, schedule, cost, quality, and risk. The SMEs are the ones who have the knowledge and expertise to understand the implications of the new regulation and how it affects the project deliverables. The project manager should also involve the stakeholders, especially the project sponsor and the customer, in the assessment process to ensure their expectations and requirements are met. The project manager should then use the assessment results to determine the best course of action to address the change, such as modifying the project plan, requesting a change request, or escalating the issue to the appropriate authority. The project manager should follow the change management process as defined in the project management plan and the business analysis plan, and document the changes and their impacts in the project documents and the traceability matrix. The project manager should also communicate the changes and their impacts to the project team and the stakeholders, and obtain their buy-in and support.
The other options are not the best actions to take next, because they do not address the impact of the new regulation on the project objectives and deliverables. Consulting with the project sponsor to discuss a cost increase (option A) may be premature, as the cost impact may not be known until the assessment is done.
Acquiring approval for an exception to the implementation of the new regulation (option B) may not be feasible or desirable, as it may compromise the compliance and quality of the project deliverables. Getting approval for the additional budget from the steering committee (option C) may also be premature, as the budget impact may not be known until the assessment is done. Moreover, the budget approval may not be sufficient to address the other impacts of the new regulation, such as scope, schedule, quality, and risk. References:
The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 5: Solution Evaluation, Section 5.3.3: Assess Solution Limitations Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.3: Assess Solution Limitations Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section 5.13:
Impact Analysis
Seven Steps to Mastering Business Analysis, Chapter 9: Solution Assessment and Validation
The other options are not the best actions to take next, because they do not address the impact of the new regulation on the project objectives and deliverables. Consulting with the project sponsor to discuss a cost increase (option A) may be premature, as the cost impact may not be known until the assessment is done.
Acquiring approval for an exception to the implementation of the new regulation (option B) may not be feasible or desirable, as it may compromise the compliance and quality of the project deliverables. Getting approval for the additional budget from the steering committee (option C) may also be premature, as the budget impact may not be known until the assessment is done. Moreover, the budget approval may not be sufficient to address the other impacts of the new regulation, such as scope, schedule, quality, and risk. References:
The PMI Guide to Business Analysis Includes The Standard for Business Analysis, Chapter 5: Solution Evaluation, Section 5.3.3: Assess Solution Limitations Business Analysis for Practitioners: A Practice Guide, Chapter 7: Solution Evaluation, Section 7.3.3: Assess Solution Limitations Business Analysis Techniques: 72 Essential Tools For Success, Chapter 5: Strategy Analysis, Section 5.13:
Impact Analysis
Seven Steps to Mastering Business Analysis, Chapter 9: Solution Assessment and Validation
PMP-KR 문제 88
팀 리더가 프로젝트에 매우 적극적으로 참여하고 있으며 명령 체계나 권한 수준이 없이 운영하고 있습니다. 팀 리더란 무엇입니까?
정답: D
Adaptive leadership is a practical leadership framework that helps individuals and organizations adapt and thrive in challenging environments. It is being able, both individually and collectively, to take on the gradual but meaningful process of adaptation. It is about diagnosing the essential from the expendable and bringing about a real challenge to the status quo1. A team lead who is highly engaged and involved in a project and is operating without a chain of command or authority levels is demonstrating adaptive leadership by anticipating future needs, articulating those needs to build collective support and understanding, adapting their responses based on continuous learning, and demonstrating accountability through transparency in their decision- making process1.
The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead's behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels. References: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons, Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.
The other options are not correct because they do not match the description of the team lead. Directive leadership is a style of leadership that involves giving clear and specific instructions to the followers and expecting them to follow them without question2. Commanding leadership is a style of leadership that involves exerting control and authority over the followers and demanding compliance and obedience3. Servant leadership is a style of leadership that involves putting the needs and interests of the followers first and empowering them to grow and develop4. None of these styles reflect the team lead's behavior of being highly engaged and involved in the project and operating without a chain of command or authority levels. References: 1 5 Principles to Guide Adaptive Leadership, Harvard Business Review2 Directive Leadership Style: Definition, Examples, Pros & Cons, Indeed3 Commanding Leadership Style: Definition, Examples, Pros & Cons, Indeed4 Transformational versus Servant Leadership: A Difference in Leader Focus, Regent University.
PMP-KR 문제 89
프로젝트 실행 중에 프로젝트 관리자는 제품을 만드는 데 필요한 기술 중 하나를 가진 팀원이 한 명뿐이라는 사실을 알게 됩니다. 프로젝트 관리자는 이것이 향후 품질과 일정에 영향을 미칠까 봐 우려합니다. 왜냐하면 앞으로의 대부분 활동에는 해당 특정 기술을 가진 사람이 최소 3명 필요하기 때문입니다.
프로젝트 관리자가 팀의 적격성을 유지하기 위해 취해야 할 두 가지 조치는 무엇입니까? (두 가지 선택)
프로젝트 관리자가 팀의 적격성을 유지하기 위해 취해야 할 두 가지 조치는 무엇입니까? (두 가지 선택)
정답: B,D
These two actions can help prevent the team from being unqualified, because they can enhance the skills and competencies of the team members who lack the technical skill needed to build the product. Encouraging working in pairs and knowledge sharing can foster collaboration and learning among the team members, and allow the team member who has the technical skill to transfer it to others through coaching, mentoring, or feedback. Facilitating a training event with an external trainer can provide a formal and structured way of teaching the team members the technical skill, and ensure that they have the necessary knowledge and practice to apply it to the project. These actions can also improve the team performance, morale, and confidence, and reduce the dependency on one team member. The other options are not effective actions to prevent the team from being unqualified, because they may not address the skill gap or the project requirements, or they may create more problems or risks. Excluding the activities from the roadmap may not be possible or desirable, and it may affect the scope, quality, or benefits of the project. Teaching the entire team the new skill may not be feasible or efficient, and it may overload the project manager or the team member who has the skill. Increasing the time estimates on the activities that require such abilities may not be realistic or accurate, and it may delay the project schedule or increase the project cost. References: Project Resource Management - PMBOK Guide, What Actions Can the Project Manager Take to Ensure Effective Teamwork?
PMP-KR 문제 90
팀원 중 한 명이 개인적인 문제로 주요 프로젝트 회의에 참석하지 못하고 있습니다. 다른 팀원들은 이러한 행동에 대해 불만을 제기하며 프로젝트 관리자에게 조치를 취할 것을 촉구하고 있습니다.
프로젝트 관리자는 무엇을 해야 할까요?
프로젝트 관리자는 무엇을 해야 할까요?
정답: D
The correct answer is D because the scenario requires disciplined team and resource management rather than an immediate, informal, or purely administrative reaction. The selected response - D. Meet with the team member to review the situation in further detail. - directly addresses the condition described in the question and keeps the project aligned with authorized objectives. PMBOK-aligned practice requires the project manager to support capability, clarify responsibilities, and remove blockers while preserving accountability and sustainable performance. 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: people, team and resource management, stakeholder communication, impact analysis, governance, value delivery, and continuous improvement.
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