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PECB ISO-21502-Lead-Project-Manager Exam Syllabus Topics:
| Section | Objectives |
|---|---|
| Monitoring and Controlling | - Change control and issue management - Risk and quality control - Performance tracking and reporting |
| Project Closure | - Administrative closure and handover - Lessons learned and project evaluation - Final deliverables acceptance |
| Project Planning | - Scope, schedule, cost, and resource planning - Risk management planning and quality planning - Communication and procurement planning |
| Project Management Principles (ISO 21502 Framework) | - Roles, responsibilities, and organizational context - Project management concepts and governance alignment |
| Project Initiation | - Business case development and justification - Project charter and stakeholder identification |
| Project Execution | - Deliverable production and integration management - Team leadership and resource coordination |
PECB ISO 21502 Lead Project Manager Sample Questions:
Question 1
Scenario:
Mallebare is an American company which designs and manufactures gaming accessories. Apart from keyboards, mice, and controllers, the company also manufactures high-quality headsets for which it is widely known. Recently, upon the request of numerous gamers, the company decided to manufacture mousepads too.
For this project, Luke, the CEO of the company, assigned Ross, a senior designer of the company, as the project manager, whereas Smith, a senior engineer, was assigned as project sponsor. In addition, Luke stated the project should be complete within three months, as the company is aiming to promote the mousepads in a major gaming tournament. Lastly, Luke required them to utilize the guidelines of ISO 21502 to manage the project.
Initially, Ross mobilized the team and held a meeting with them to discuss and develop the project plan. He asked the team members to ensure that major functional aspects of the project are covered in the project plan and to identify any issue that might arise throughout the project life cycle. Ross explained that this request comes as a result of the tight deadline of the project and the team must develop a concise plan. Ross added that the plan will not be changed in any circumstance and will be followed in detail.
Following that, Ross and the team discussed the engagement of all relevant stakeholders throughout the project. Ross used a power/interest matrix to categorize all stakeholders in four different groups, where the tournament organizers were categorized as stakeholders with low interest but high power in the project. On the other hand, end users, the gamers, were categorized as stakeholders with high interest and high power in the project, so the project team created a survey to determine their needs and requirements.
Moreover, Ross was aware of the importance of effective communication for the success of the project.
Therefore, he developed a communication plan which would ensure that each individual involved in the project gets the right information in a timely manner. The plan indicated that ad hoc discussions would be conducted in more complex and personal cases, whereas notes and text messages would be used for transmitting simple and factual information. Ross claimed that this model had been successful in previous projects conducted by the company because it allows faster processing of information and includes natural use of language. In addition, Ross determined that a relationship among project team members needs to be established to ensure productive work.
Question:
Ross required the team to develop a concise plan which will be followed in detail and that will not be changed in any circumstance. Is this compliant with ISO 21502?
A. Yes, the project plan cannot be changed at any case once it is developed
B. No, the project plan should be monitored and can be changed only prior to the execution phase
C. No, the project plan should be monitored and can be updated, when required
Question 2
According to ISO 21502, why should the organizational strategy be used?
A. To enable organizations to create tangible value instead of intangible value
B. To identify, document, and evaluate opportunities, threats, weaknesses, and strengths, which can help inform future action
C. To maximize the likelihood of success within the project environment and eliminate threats
Question 3
Which of the following, among others, is a responsibility of the work package leader?
A. Setting the cultural and ethical tone for the project
B. Managing and optimizing the use of resources
C. Validating the deliverables and outcomes provided by the project
Question 4
Which of the following statements regarding lessons learned is correct?
A. They should be disseminated and used only after all project activities are completed
B. They provide answers only about what really happened and not what was planned to happen
C. They should be captured, compiled, formalized, and stored
Question 5
Which of the following situations indicates a hope creep?
A. A member of the project team slips behind schedule, but reports that they are on track, expecting to catch up by the next report deadline
B. Project team members randomly add elements and features to the deliverables that they believe the client would prefer to have
C. A project team member works, but does not make progress proportional to their efforts
Solutions:
| Question 1 Answer: C | Question 2 Answer: B | Question 3 Answer: B | Question 4 Answer: C | Question 5 Answer: A |
