PECB ISO-21502-Lead-Project-Manager 試験概要:

PECB ISO-21502-Lead-Project-Manager 試験シラバストピック:

PECB ISO 21502 Lead Project Manager 認定 ISO-21502-Lead-Project-Manager 試験問題：

1. 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:
Tom asked the project team to perform tasks in the predetermined order, regardless of resource shortages.
What rule did Tom follow in this case?

A) Reflecting only sequence constraints between work packages
B) Reflecting sequence and resource constraints between work packages
C) Defining task relationships between work packages

2. Among others, how can the project oversight be done?

A) By appointing more than one project manager
B) Through ad hoc escalations and interventions
C) By ensuring that the project plan is being followed in detail

3. Which of the following statements is the definition of project interface?

A) The control mechanisms applied to measure the overall project performance
B) The transition period between project phases
C) The area or zone where different stakeholders meet and interact

4. 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

5. What is the purpose of the planning quality phase?

A) To ensure compliance with the determined quality requirements and applicable standards
B) To determine if the requirements are being met and take actions to improve unsatisfactory performance
C) To define the applicable standards and quality requirements regarding a project and its outcomes

質問と回答：