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

PECB ISO 21502 Lead Project Manager Sample Questions:

1. Who should be consulted as part of project management progress evaluations?

A) Work package leaders only
B) Project board and project assurance
C) Project sponsors and project managers and their teams

2. Scenario:
Leute is a low-cost airline, headquartered in Wien, Austria. The company aims to offer passengers optimal options regarding its services and gain the lead role among other competitors in the airline industry. Recently, Leute experienced a major drop in revenue due to negative reviews from customers in various online platforms. To increase its profit and enhance customer satisfaction, the company decided to expand its in- flight services by offering entertainment, such as movies, audio books, and games, food for purchase in economy and full meals in premium cabins, and comforts, such as blankets and pillows. For the implementation of this project and future projects of the airline, the CEO of Leute, Michaele Wagner, decided to follow the guidelines of ISO 21502 on project management.
Initially, Allison, the project manager, created a short document in which she justified and summarized all project aspects, including: the nature and purpose of the project, the objectives of the project, key milestones of the project and the time needed to complete the project, and the audience that the project targets.
Afterward, Allison held a meeting with Michaele during which she presented this document and briefly explained each of its points. After a considerable amount of analysis and discussions, the project initiation was approved by Michaele. In addition, a team of eighteen members was authorized to start with the project activities.
While undertaking the project activities, Allison ensured that each work package takes longer than 8 hours, but less than 80 hours, so that they would be completed in 1 to 10 working days. In addition, during this phase, several changes were made in the predefined aspects of the project, which were approved by Nick Todd, the project sponsor. For instance, initially, the project delivery was set to be completed after six months. However, considering how the project was implemented and the time required for the completion of each phase, the deadline for the project completion was postponed for another two months. These changes were also reflected in the business case, which was updated accordingly.
A month after the project execution began, Allison conducted an earned value analysis to measure the progress of the project up to that stage. She measured how efficiently the work was being performed with regard to its budgeted cost, after which she concluded that it was going according to the plan. Moreover, she organized a meeting with relevant project stakeholders in order to communicate the progress report to them.
Question:
Based on scenario 3, Allison ensured that the size of each work package was longer than 8 hours, but less than
80 hours in order to complete them in 1 to 10 working days. What rule did Allison follow in this case?

A) The 8/80 rule
B) The 1/10 rule
C) The reporting period rule

3. Who is responsible for maintaining project governance?

A) Work package leader
B) Project manager
C) Project sponsor or project board

4. What is the purpose of reporting?

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

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

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

Solutions: