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| Section | Weight | Objectives |
|---|---|---|
| Individual Management Practices for a Project | 36.25% | - Monitoring and Controlling Performance - Planning and Estimating Activities - Closing and Evaluating the Project - Initiating and Starting a Project - Directing and Executing Work |
| Fundamental Principles and Concepts of Project Management | 28.75% | - Project Life Cycle and Phases - Project Management Principles - Overview of ISO 21502 Standard - Project, Program and Portfolio Distinctions - Project Governance and Stakeholders |
| Integrated Project Management Practices | 35% | - Project Scope and Planning - Project Integration Management - Project Risk and Opportunity Management - Project Organization and Roles - Project Communication and Reporting |
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質問 # 77
Which methodologies below are more flexible in nature and provide an iterative approach for project management?
正解：A
解説：
The correct answer is C. Agile . Agile methodologies are more flexible in nature because they use iterative and incremental approaches to project management. Instead of defining all work in detail at the beginning and executing it through a rigid sequence, agile approaches allow the project team to deliver value progressively, inspect results frequently, and adapt the solution based on stakeholder feedback, emerging risks, and changing requirements. This is particularly useful in environments where uncertainty is high, requirements are expected to evolve, or early user feedback is essential. Traditional methodologies are generally more predictive and sequential, with stronger emphasis on upfront planning, baselines, and formal change control. Change management is not a project delivery methodology in this context; it is a management discipline used to control and implement changes affecting the project, product, organization, or stakeholders. Therefore, among the given options, agile is the methodology that best fits the description of being flexible and iterative. The source question set identifies "Agile" as the relevant choice among change management, traditional, and agile approaches.
Reference topics: agile methodology, iterative delivery, adaptive project management, traditional methodology, flexibility.
質問 # 78
Scenario:
Tricko is a clothing manufacturer headquartered in Milano, Italy. The company was founded in 2010 by Mario, a famous Italian fashion designer. Over the last few years, the company has seen immense growth and now has a chain of stores across multiple European cities. Following industry trends, the top management of Tricko concluded that the company should establish an online store. As such, they required Lily, an experienced IT engineer, to develop a brief for this potential project. After several meetings and discussions, the top management approved the project brief and assigned Lily as the project manager. For this project, she was instructed to use the guidelines of ISO 21502 on project management.
Lily initiated the project by mobilizing the project team, which included four web developers, two network engineers, and one systems analyst. In order to ensure that every team member is fully aware of their roles and responsibilities, Lily developed team performance domains which would link each project activity with the individuals responsible for undertaking it. She explained to the team members that it is important to clearly understand their roles and responsibilities, considering that the team composition cannot be reassessed or revised once the project plan is authorized to be executed. In addition, Lily defined in a document the project's contribution to the overall objectives of Tricko, which reflected the relevant project requirements and their associated acceptance criteria.
Following that, Lily worked with the project team to discuss project costs. She suggested the team initially establish cost estimates only for the first phase of the project and then for the entire project. In addition, she required cost estimates to be expressed in currency valuations and in labor hours. One of the network engineers suggested that each team member should provide an estimate, and then the team should reach an agreement for a joint estimate. On the other hand, one of the developers suggested establishing an estimate for the costs after the closure of the project, such as advertising and promotion costs. Lily agreed with their suggestions and asked them to provide a total estimate as soon as possible.
Based on the total estimate provided by the project team, Lily developed the project budget and created a list of project activities, divided them into smaller items, and assigned a budget for each item.
Question:
Based on scenario 5, which estimation method for project cost did the network engineer propose?
正解：B
解説：
The correct answer is C. Wideband Delphi estimating . The network engineer proposed that each team member should provide an estimate and that the team should then reach agreement on a joint estimate. This is consistent with Wideband Delphi, a group-based estimation technique in which several experts or team members contribute estimates, discuss assumptions, reconcile differences, and converge toward a consensus estimate. It is especially useful when work is uncertain, expert judgment is needed, or several technical perspectives must be integrated. Option A, parametric estimating, uses statistical relationships or parameters, such as cost per page, cost per transaction, cost per server, or effort per function point. The scenario does not describe the use of historical rates or mathematical parameters. Option B, single-point estimating, provides one estimate for a task, often without explicitly representing uncertainty or group consensus. The network engineer's proposal is not an individual single estimate; it is a collaborative consensus process. For Tricko's online store, this method is suitable because developers, network engineers, and systems analysts each understand different cost drivers. The uploaded source scenario describes this team-estimate-and-consensus method directly.
Reference topics: cost estimating, Wideband Delphi, expert judgment, consensus estimating, project cost planning.
質問 # 79
According to ISO 21502, how should the project benefits be maintained?
正解：A
解説：
The correct answer is A . Project benefits should be maintained by taking corrective, and when required, preventive actions when deviations from planned benefits occur. Maintaining benefits requires active management, not passive observation. If expected benefits are not being achieved, are delayed, or are at risk, the organization should identify the cause of deviation and take action to restore or protect benefit realization.
Corrective action addresses an existing deviation, while preventive action reduces the likelihood of future deviation. Option B, collecting performance measurements for each benefit, is important for monitoring, but measurement alone does not maintain benefits. Option C, reporting and communicating benefit status, supports visibility and decision-making, but communication alone does not correct underperformance.
Maintaining benefits means acting on benefit information to preserve expected value. This may involve adjusting adoption plans, improving operational readiness, addressing stakeholder resistance, changing processes, providing training, or revising transition arrangements. The emphasis is on ensuring that project outcomes continue to support the desired benefits.
Reference topics: benefits management, corrective action, preventive action, planned benefits, benefit deviation, benefit realization control.
質問 # 80
Scenario:
Tricko is a clothing manufacturer headquartered in Milano, Italy. The company was founded in 2010 by Mario, a famous Italian fashion designer. Over the last few years, the company has seen immense growth and now has a chain of stores across multiple European cities. Following industry trends, the top management of Tricko concluded that the company should establish an online store. As such, they required Lily, an experienced IT engineer, to develop a brief for this potential project. After several meetings and discussions, the top management approved the project brief and assigned Lily as the project manager. For this project, she was instructed to use the guidelines of ISO 21502 on project management.
Lily initiated the project by mobilizing the project team, which included four web developers, two network engineers, and one systems analyst. In order to ensure that every team member is fully aware of their roles and responsibilities, Lily developed team performance domains which would link each project activity with the individuals responsible for undertaking it. She explained to the team members that it is important to clearly understand their roles and responsibilities, considering that the team composition cannot be reassessed or revised once the project plan is authorized to be executed. In addition, Lily defined in a document the project's contribution to the overall objectives of Tricko, which reflected the relevant project requirements and their associated acceptance criteria.
Following that, Lily worked with the project team to discuss project costs. She suggested the team initially establish cost estimates only for the first phase of the project and then for the entire project. In addition, she required cost estimates to be expressed in currency valuations and in labor hours. One of the network engineers suggested that each team member should provide an estimate, and then the team should reach an agreement for a joint estimate. On the other hand, one of the developers suggested establishing an estimate for the costs after the closure of the project, such as advertising and promotion costs. Lily agreed with their suggestions and asked them to provide a total estimate as soon as possible.
Based on the total estimate provided by the project team, Lily developed the project budget and created a list of project activities, divided them into smaller items, and assigned a budget for each item.
Question:
According to scenario 5, Lily defined the project budget by creating a list of project activities, dividing them into smaller items, and assigning a budget for each item. Which method did Lily use to define the project budget?
正解：B
解説：
The correct answer is C. Budget by line item . Lily created a list of project activities, divided them into smaller items, and assigned a budget to each item. This is the logic of a line-item budget: the budget is broken down into discrete items so that each component can be estimated, allocated, monitored, and controlled. A line-item structure supports detailed cost visibility because it shows where funds are assigned and makes it easier to compare actual spending against planned amounts for each item. Option A, budget by activity, is close but less precise in this scenario because Lily did not merely assign a budget to whole activities; she divided the activities into smaller items and assigned a budget to each item. Option B, budget by baseline, is not a standard budgeting construction method in this context. A cost baseline is an approved version of the budget used for monitoring and control, but it is not the method described for creating the budget. For an online store project, line items could include web design, payment integration, hosting setup, cybersecurity testing, network configuration, and promotional costs. The source question describes the itemized budgeting approach directly.
Reference topics: project budget, line-item budget, cost allocation, cost baseline, cost control, activity decomposition.
質問 # 81
Who is responsible for the acceptance of quality standards and product quality requirements?
正解：C
解説：
The correct answer is B. Performing organization or customer . Acceptance of quality standards and product quality requirements belongs to the party that has authority over what the product, service, or result must satisfy. Depending on the project context, this may be the customer, the performing organization, the sponsoring organization, or another authorized acceptance body. The project manager is responsible for planning, managing, and controlling the project so that the agreed quality requirements are met, but the project manager does not unilaterally determine acceptance unless specifically delegated that authority. The work package leader manages assigned work and supports compliance within a defined area, but does not normally own final acceptance of product quality requirements. Quality standards and requirements must be accepted by the appropriate business or customer authority because they define whether the delivered output is fit for purpose, compliant, and acceptable for use. In practical terms, the performing organization or customer confirms whether the quality expectations reflect organizational needs, customer requirements, contractual obligations, and acceptance criteria.
Reference topics: quality standards, product quality requirements, customer acceptance, performing organization, quality planning.
質問 # 82
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