試験PMP-JPN トピック1 問題137 スレッド
PMI PMP-JPNのリアル試験問題集
問題 #: 137
トピック #: 1
問題 #: 137
トピック #: 1
医療組織は、医療コンプライアンスのニーズを確実に満たすために、新しいコンプライアンス専門家を雇用しました。新しいコンプライアンス専門家に関するチームからのフィードバックは平均的でした。
新しいコンプライアンス スペシャリストの能力向上を支援するために、プロジェクト マネージャーは何をすべきでしょうか?
新しいコンプライアンス スペシャリストの能力向上を支援するために、プロジェクト マネージャーは何をすべきでしょうか?
おすすめの解答：A 解答を投票する
Explanation
According to the PMP reference materials, a project manager is responsible for developing and managing the project team, which involves acquiring, motivating, leading, and supporting the team members throughout the project life cycle12. A project manager should also monitor the team performance and provide feedback, guidance, recognition, and rewards to the team members12. According to the best practices for team development, a project manager should meet one-on-one with each team member regularly, and get to know them individually34. This helps the project manager to understand the strengths, weaknesses, skills, interests, and expectations of each team member, and to identify any issues or concerns that may affect their performance or satisfaction34. A one-on-one meeting also provides an opportunity for the project manager to show support, appreciation, and respect to the team member, and to offer coaching, mentoring, or training as needed34. The other options are not the best actions to take to help the new compliance specialist improve, as they either do not address the root cause of the problem, or they are not appropriate or effective for the scenario. Contacting the human resources (HR) manager about the team's feedback (B) may not be necessary or helpful, as the HR manager may not have the authority or the expertise to deal with the situation, or it may create a negative impression of the specialist. Escalating this situation to the manager of the area for a possible solution may not be advisable or feasible, as the manager of the area maynot be directly involved or interested in the project, or it may undermine the project manager's role and responsibility. Providing time for the specialist to adjust to the pace of the project (D) may not be sufficient or effective, as it may not address the specific needs or challenges of the specialist, or it may delay the improvement process. References: 1:
Manage Project Team - Project Management Institute 2: Project Team Management - Project Management Knowledge 3: How to Develop a Successful Project Team - Project-Management.com 4: 1.6 Build a Team - PM Illustrated PMP Exam
According to the PMP reference materials, a project manager is responsible for developing and managing the project team, which involves acquiring, motivating, leading, and supporting the team members throughout the project life cycle12. A project manager should also monitor the team performance and provide feedback, guidance, recognition, and rewards to the team members12. According to the best practices for team development, a project manager should meet one-on-one with each team member regularly, and get to know them individually34. This helps the project manager to understand the strengths, weaknesses, skills, interests, and expectations of each team member, and to identify any issues or concerns that may affect their performance or satisfaction34. A one-on-one meeting also provides an opportunity for the project manager to show support, appreciation, and respect to the team member, and to offer coaching, mentoring, or training as needed34. The other options are not the best actions to take to help the new compliance specialist improve, as they either do not address the root cause of the problem, or they are not appropriate or effective for the scenario. Contacting the human resources (HR) manager about the team's feedback (B) may not be necessary or helpful, as the HR manager may not have the authority or the expertise to deal with the situation, or it may create a negative impression of the specialist. Escalating this situation to the manager of the area for a possible solution may not be advisable or feasible, as the manager of the area maynot be directly involved or interested in the project, or it may undermine the project manager's role and responsibility. Providing time for the specialist to adjust to the pace of the project (D) may not be sufficient or effective, as it may not address the specific needs or challenges of the specialist, or it may delay the improvement process. References: 1:
Manage Project Team - Project Management Institute 2: Project Team Management - Project Management Knowledge 3: How to Develop a Successful Project Team - Project-Management.com 4: 1.6 Build a Team - PM Illustrated PMP Exam
中*舞 2026-03-29 09:08:57
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