100% PECB ISO-21502-Lead-Project-Manager Guaranteed Success With Testing Engine

PECB ISO-21502-Lead-Project-Manager Exam Overview:

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

PECB ISO 21502 Lead Project Manager Sample Questions:

Question 1

What is a work package?

A. The smallest unit of a work breakdown structure for which the cost and duration are estimated and managed
B. A method that uses a set of measures associated with scope, schedule, and cost to determine the cost and schedule performance of a project
C. The sequence of stages determining the minimum time needed for completing the project

Question 2

Among others, how can the project oversight be done?

A. By appointing more than one project manager
B. By ensuring that the project plan is being followed in detail
C. Through ad hoc escalations and interventions

Question 3

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:
According to scenario 6, Ross categorized the tournament organizers as stakeholders with low interest but high power in the project. Based on the power/interest matrix, how should Ross manage tournament organizers?

A. He should keep them satisfied
B. He should manage them closely
C. He should monitor them

Question 4

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. Projects can stop or take a reverse direction in traditional methodologies, but not in agile methodologies
C. The project structure is not firmly defined in traditional methodologies, but it is in agile methodologies

Question 5

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:
Based on the scenario, DND decided to separate the project governance from its overall governance. Is this acceptable?

A. Yes, the project governance should be integrated only with the governance framework of portfolios and programs
B. No, the project governance should be an integrated part of DND's overall governance
C. Yes, the project governance should be separated from DND's overall governance

Solutions: