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PECB ISO-21502-Lead-Project-Manager Exam Syllabus Topics:

PECB ISO 21502 Lead Project Manager Sample Questions:

1. 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:
Prior to formalizing project management, Exhibix decided to assess only the nature of previous projects. Is this acceptable?

A) Yes, only the nature of previously successful projects should be assessed before formalizing project management
B) No, the nature of current and future projects should also be assessed before formalizing project management
C) No, only the nature of current projects should be assessed before formalizing project management

2. According to ISO 21502, what should be considered in order to avoid the repetition of mistakes from previous projects?

A) Hiring subject-matter experts
B) Hiring subject-matter experts
C) Utilizing the lessons learned from previous, relevant projects

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:
According to scenario 1, the project organization was communicated only to the project team. Is this compliant with ISO 21502?

A) No, according to ISO 21502, the project organization should be communicated only to the project office and project assurance
B) Yes, according to ISO 21502, the project organization should be communicated only to the project team
C) No, according to ISO 21502, the project organization should be communicated to everyone involved in the project

4. 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:
Based on which communication model did Ross develop the communication plan? Refer to the last paragraph of scenario 6.

A) Cross-cultural communication
B) Gulf of execution and evaluation
C) Effectiveness of communication channels

5. According to ISO 21502, what is the purpose of managing delivery?

A) To enable the project benefit realization and manage the demobilization of any remaining resources and facilities
B) To define the required outputs and outcomes, and to plan and implement their delivery, enabling the project's outcomes to be achieved and benefits realized
C) To ensure that the project still meets the organization's needs and stakeholder expectations, and that risks are at an acceptable level

Solutions: