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PECB ISO 21502 Lead Project Manager Sample Questions:

1. 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:
According to scenario 3, the business case was updated to reflect the changes made regarding the project delivery. Is this acceptable?

A) Yes, the business case should be updated to reflect changes in the project's context
B) Yes, the business case can be updated to reflect changes on the project delivery, but not to reflect changes on other aspects of the project
C) No, the business case can be updated only during pre-project activities

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

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

3. 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

4. The project manager developed the WBS by noting different deliverables and tasks in columns and rows.
Which type of WBS format did the project manager use?

A) List
B) Flowchart
C) Spreadsheets

5. What is the purpose of benefit management?

A) To assist the sponsoring organization and the customer in realizing the desired benefits of a project from the project's outcomes
B) To enable the project to continue to be relevant, justifiable, and beneficial in the organizational context
C) To ensure that the project still meets the organization's needs and stakeholder expectations, and that risks are at an acceptable level

Solutions: