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PECB ISO 21502 Lead Project Manager Sample Questions:

1. What is the purpose of the planning quality phase?

A) To ensure compliance with the determined quality requirements and applicable standards
B) To determine if the requirements are being met and take actions to improve unsatisfactory performance
C) To define the applicable standards and quality requirements regarding a project and its outcomes

2. Scenario:
Exhibix is a video game developer headquartered in Zagreb, Croatia, which is known for producing therapeutic video games for children dealing with ADHD. In order to improve users' experience, Exhibix suggested undertaking a project that would enable users to interact with the virtual content in the form of holograms through augmented reality glasses in the video games. For this project, the management decided to follow the guidelines of ISO 21502 on project management.
Prior to formalizing project management, the management of Exhibix assessed, among others, the potential impacts that the project management approach may have on both internal and external stakeholders. In addition, they determined if there were sufficient resources, both human and financial, for the formalized project management. Furthermore, during this period, the management decided to assess only the nature of previous projects, due to their successful delivery.
After formalizing project management, the project board organized a meeting during which they delegated their responsibilities to the project sponsor. Following this meeting, the project sponsor and project manager proceeded to define the project phases and their time frames. Considering the complexity of the project, the project manager suggested leaving open the possibility of overlapping certain phases of the project.
The preparations began in June, and the project manager and the team, consisting of 20 highly skilled professionals, had approximately six months to implement the project. During the implementation of the project, the project team noticed that the low maturity level of the company's project management and the limited availability of resources were likely to have a negative impact on the performance of the project. With the deadline approaching, the team was also under a lot of pressure to close the project on time.
They were confronted with numerous challenges with the AR software, which led to the extension of the deadline for the project completion. During this period, the project office assisted the project manager and the team by providing administrative support and managing information regarding the project. Following these events, the project manager and the team were able to complete the project within the new set deadline. After the project sponsor confirmed the project closure, the AR glasses were released for use.
Question:
According to scenario 2, the project sponsor confirmed the project closure. Is this acceptable?

A) Yes, the project sponsor can confirm the project closure
B) No, the project office has to confirm the project closure
C) No, the project manager should confirm the project closure

3. Scenario:
Headquartered in Geneva, Switzerland, DND is one of the largest worldwide automakers. It first gained global recognition after introducing a sports car, which quickly became highly demanded by sports car lovers around the world. Alec Law, the CEO of DND, and his management team recently decided to embark on a new project, i.e., the production of alternative fuel cars, which would use an alternative fuel source instead of traditional petroleum fuels, as the other cars of the company do, in order to promote sustainable and low- carbon transportation. For the implementation of this project, the company decided to follow the guidelines of ISO 21502 on project management.
During the development of the project governance framework, the company took into account several factors, including, among others, the legal context of stakeholders. In the project governance, the company also included oversights on the management frameworks and the project life cycle. In order to determine the project life cycle, the external environment was considered, including information on studies that related to similar projects. In addition, the company decided to separate this project governance from its overall governance.
Moreover, the company developed a project organization, where the roles, responsibilities, and authorities in the project were defined. In addition, the responsibilities of the project office and project assurance, among others, were defined. The project organization also included a customer representative. Once the project organization was developed and approved by the project board, it was communicated only to the project team.
As the project was entering its design stage, the project board made a change in the structure of the project organization since one of the work package leaders had resigned from the project in order to be involved in another project of the company.
Question:
During the development of the project governance framework, DND considered the legal context of stakeholders. Is this acceptable?

A) Yes, the legal context of stakeholders can be considered when developing the project governance framework
B) No, because the legal context of stakeholders is considered only if the project is part of a larger portfolio
C) No, DND should consider only its legal context when developing the project governance framework

4. According to ISO 21502, what should the process of controlling risks involve?

A) Ensuring that responses to negative risks minimize disruption to the project while responses to positive risks maximize beneficial impact
B) Determining common causes which can help develop priorities for treating risks
C) Developing options and actions to enhance opportunities and reduce threats to the project

5. According to PMBOK, what is the definition of Earned Value Analysis (EVA)?

A) A method that utilizes a set of measures associated with scope, schedule, and cost to determine the cost and schedule performance of a project
B) An earned value management measure that indicates how efficiently the work is being performed with regard to the budgeted cost of the work
C) The amount of budget deficit or surplus at a given point in time, expressed as the difference between the earned value and the actual cost

Solutions: