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PECB ISO 21502 Lead Project Manager Sample Questions:

1. How does ISO 21502 define project management?

A) Coordinated activities to direct and control the accomplishment of agreed objectives
B) Planned and systematic actions necessary to provide confidence to the sponsoring organization and project sponsor that a project is likely to achieve its objectives
C) Principles, policies, and procedures by which a project is authorized and directed to accomplish agreed objectives

2. Arka, a manufacturing company, has initiated a project together with two other companies. Jim, who is the CEO of Arka, has suggested that the project board consist of representatives from each company instead of only Arka's personnel in order to increase transparency. However, the representatives of the other companies disagreed, claiming that this would not be compliant with ISO 21502 guidelines. Instead, they are suggesting that they outsource the function of the project board to avoid conflicts of interest. Is this in compliance with ISO 21502?

A) No, ISO 21502 states that the project board can include representatives from each company if they are working in a joint project
B) No, according to ISO 21502, the three companies should unanimously choose only one company whose representatives will act as the project board and not include representatives from all companies
C) Yes, ISO 21502 suggests that companies outsource their project board function in order to avoid conflicts of interest when working in a joint project

3. According to ISO 21502, what does a project plan include, among others?

A) Scope and risks
B) Assumptions and constraints
C) Both A and B

4. Which of the following, among others, is a responsibility of the work package leader?

A) Managing and optimizing the use of resources
B) Setting the cultural and ethical tone for the project
C) Validating the deliverables and outcomes provided by the project

5. 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 1/10 rule
B) The reporting period rule
C) The 8/80 rule

Solutions: