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

PECB ISO 21502 Lead Project Manager Sample Questions:

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

A) 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
B) A method that utilizes a set of measures associated with scope, schedule, and cost to determine the cost and schedule performance of a project
C) An earned value management measure that indicates how efficiently the work is being performed with regard to the budgeted cost of the work

2. 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 board made a change in the project organization structure after the project entered the design stage. Is this acceptable?

A) Yes, the project organization can change throughout the project life cycle
B) No, once the project organization is developed and approved, it cannot be changed
C) Yes, the project organization can change only during the design stage of the project

3. Which of the following situations indicates a hope creep?

A) A project team member works, but does not make progress proportional to their efforts
B) Project team members randomly add elements and features to the deliverables that they believe the client would prefer to have
C) 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

4. Which digital tools can be used to facilitate the collaboration of the project team?

A) Both A and B
B) Agenda management, teleconferencing, document-sharing websites
C) Planning software, digital collaboration, social media

5. What is the purpose of reporting?

A) To inform relevant stakeholders on the project success only after the project has been completed
B) To provide the current status, forecast, and analysis of the project
C) To meet the information needs of each stakeholder

Solutions: