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

PECB ISO 21502 Lead Project Manager Sample Questions:

1. What should the project manager collect and analyze, among others, to assess the progress of the project?

A) The business case and project initiation document
B) The lessons learned from previous, relevant projects
C) The status of planned and forecasted stakeholder engagement and communications

2. What is an advantage of using ISO 21502?

A) Organizations enhance their strength through project implementation
B) Both A and B
C) Organizations have advancing opportunities to transform ideas into tangible and intangible deliverables, outputs, outcomes, and benefits

3. According to ISO 21502, what is the main purpose of pre-project activities?

A) To ensure that the project work will be undertaken in a timely manner
B) To evaluate the competence of project team members
C) To verify if the project is worth starting

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:
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) No, the project plan should be monitored and can be changed only prior to the execution phase
B) No, the project plan should be monitored and can be updated, when required
C) Yes, the project plan cannot be changed at any case once it is developed

5. Which of the following statements regarding the difference between traditional and agile methodologies is correct?

A) The stakeholders' impact on project management is minimal in traditional methodologies, whereas, in agile methodologies, it is greater
B) The project structure is not firmly defined in traditional methodologies, but it is in agile methodologies
C) Projects can stop or take a reverse direction in traditional methodologies, but not in agile methodologies

Solutions: