PECB ISO-21502-Lead-Project-Manager - PECB ISO 21502 Lead Project Manager Exam

According to ISO 21502, why should the organizational strategy be used?

• A. To identify, document, and evaluate opportunities, threats, weaknesses, and strengths, which can help inform future action
• B. To maximize the likelihood of success within the project environment and eliminate threats
• C. To enable organizations to create tangible value instead of intangible value

Scenario:
Oakniture is a furniture manufacturer located in Bristol, England. It is known for its kitchen tables made out of different types of wood, such as chestnut, walnut, and oak. In early 2022, Lana, one of the senior researchers of the company, conducted a feasibility study to determine if there is a market for oak wood coffee tables, which indicated that the demand for oak wood coffee tables is relatively high. As such, Lana prepared a project brief and presented it to the top management of the company. The project brief included information on the project context and project objectives. After several discussions, the top management agreed that the project should be undertaken, but lastly, they asked Lana about the project duration. Lana claimed that the project duration cannot be determined and such information was not provided in the project brief; however, she added that the project duration will mainly depend on the competencies of the project team and on Oakniture's suppliers of wood.
Following that, the top management initiated the project and assigned Tom, the operations director, as the project manager, and Lana as the project sponsor. To manage the project, they decided to use the guidelines of ISO 21502.
Initially, Tom defined the governance and management framework alone, and then he mobilized the team and assigned the roles and responsibilities to each team member. In addition, Tom and the project team identified the stakeholders and developed the project plan. To ensure effective management of each project phase, Tom used a work breakdown structure (WBS) to organize project activities. Tom presented the project activities in the WBS by linking task dependencies and showing project milestones. In addition, Tom calculated the duration of each work package by determining the early start and early finish dates. Regarding the relationship between work packages, Tom required the project team to perform tasks in the predetermined order, regardless of any resource shortages they might experience.
A week after the project implementation began, Tom collected and analyzed data regarding the progress of the project. To keep everyone up to date, he held a meeting with Lana and project stakeholders.
Question:
Based on scenario 4, the governance and management approach was defined by Tom alone. Is this acceptable?

• A. No, Tom should have defined the governance and management approach in cooperation with Lana, the project sponsor
• B. No, Tom should have defined the governance and management approach in cooperation with the project team
• C. Yes, the governance and management approach should be defined only by Tom, the project manager

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:
During the development of the project governance framework, DND considered the legal context of stakeholders. Is this acceptable?

• A. No, DND should consider only its legal context when developing the project governance framework
• B. Yes, the legal context of stakeholders can be considered when developing the project governance framework
• C. No, because the legal context of stakeholders is considered only if the project is part of a larger portfolio

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

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

According to ISO 21502, what is the purpose of managing delivery?

• A. To ensure that the project still meets the organization's needs and stakeholder expectations, and that risks are at an acceptable level
• B. To define the required outputs and outcomes, and to plan and implement their delivery, enabling the project's outcomes to be achieved and benefits realized
• C. To enable the project benefit realization and manage the demobilization of any remaining resources and facilities