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PECB ISO 21502 Lead Project Manager Sample Questions:

1. Among others, which of the following factors can hinder communication between project stakeholders?

A) Geographical distance between the sender and receiver
B) Hierarchical ranks
C) Organization's complexity

2. According to ISO 21502, what should be considered in order to avoid the repetition of mistakes from previous projects?

A) Utilizing the lessons learned from previous, relevant projects
B) Hiring subject-matter experts
C) Hiring subject-matter experts

3. What is the purpose of post-project activities?

A) To handle events or problems that have happened and threaten the success of the project
B) To record the customer's acceptance or rejection of the project deliverables
C) To verify that the outcomes of the project are sustainable and the expected benefits are being realized

4. What is an advantage of using ISO 21502?

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

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) Yes, the project governance should be separated from DND's overall governance
C) No, the project governance should be an integrated part of DND's overall governance

Solutions: