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| Section | Weight | Objectives |
|---|---|---|
| Individual Management Practices for a Project | 36.25% | - Planning and Estimating Activities - Initiating and Starting a Project - Closing and Evaluating the Project - Monitoring and Controlling Performance - Directing and Executing Work |
| Integrated Project Management Practices | 35% | - Project Integration Management - Project Communication and Reporting - Project Risk and Opportunity Management - Project Organization and Roles - Project Scope and Planning |
| Fundamental Principles and Concepts of Project Management | 28.75% | - Project, Program and Portfolio Distinctions - Project Management Principles - Overview of ISO 21502 Standard - Project Life Cycle and Phases - Project Governance and Stakeholders |
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질문 # 56
Which of the following statements regarding the difference between traditional and agile methodologies is correct?
정답：A
설명：
The correct answer is C because stakeholder involvement is generally more intensive and continuous in agile approaches than in traditional predictive approaches. In traditional project management, the project structure, scope baseline, schedule, cost baseline, and delivery path are often defined more firmly at earlier stages.
Stakeholder input is important, but it is commonly concentrated during initiation, requirements gathering, approvals, stage gates, and formal change control. Agile approaches, by contrast, rely on iterative development, frequent feedback, progressive refinement, and continuous stakeholder collaboration.
Stakeholders, users, product owners, customers, or customer representatives can significantly influence priorities, acceptance, backlog refinement, and the evolving shape of the solution. Option A is incorrect because agile approaches are generally more capable of changing direction based on feedback, while traditional approaches are usually less flexible once baselines are established. Option B is also reversed:
traditional approaches usually have a more firmly defined project structure, whereas agile approaches allow more adaptation. The source question set identifies this item as a comparison between traditional and agile methodologies.
Reference topics: traditional methodology, agile methodology, stakeholder engagement, iterative delivery, adaptive project management.
질문 # 57
Which of the following statements regarding lessons learned is correct?
정답：C
설명：
The correct answer is B . Lessons learned should be captured, compiled, formalized, and stored. Lessons learned are a structured form of organizational knowledge that helps current and future projects improve performance and avoid repeated mistakes. They should capture what was planned, what actually happened, why variances occurred, what worked well, what failed, what actions were effective, and what recommendations should be reused or avoided. Option A is incorrect because lessons learned should not describe only what happened; they should also compare actual performance against the plan and examine causes, effects, and improvement opportunities. Option C is also incorrect because lessons should not be used only after all project activities are complete. They can and should be captured throughout the project so that the team can apply learning immediately where useful. At closure, they are consolidated and stored for future use. PMBOK recognizes a lessons learned register as a project document that records knowledge gained during a project and supports future performance improvement. The uploaded question set identifies capture, compilation, formalization, and storage as the correct statement.
Reference topics: lessons learned, knowledge management, formalization, storage, continuous improvement, project closure.
질문 # 58
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 in a document the project's contribution to the overall objectives of Tricko, which reflected the relevant project requirements and their associated acceptance criteria. What did Lily define in this case?
정답：B
설명：
The correct answer is A. The project scope . Lily documented the project's contribution to Tricko's overall objectives and reflected the relevant project requirements and associated acceptance criteria. This describes project scope because scope defines what the project is expected to deliver, the boundaries of the work, the requirements to be satisfied, and the conditions under which deliverables will be accepted. In the online store project, scope could include website functionality, product catalogue, payment processing, account management, security controls, hosting environment, user interface, and acceptance criteria for launch readiness. Option B is incorrect because the project management framework defines how the project will be governed and managed, including methods, roles, reporting, controls, and decision processes. Lily's document was not primarily about governance or management methods; it was about what the project contributes, which requirements apply, and how those requirements will be accepted. PMBOK describes project scope management as including the processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully. The source question directly links contribution, requirements, and acceptance criteria to this answer.
Reference topics: project scope, project requirements, acceptance criteria, project objectives, scope definition.
질문 # 59
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:
According to scenario 1, the project board made a change in the project organization structure after the project entered the design stage. Is this acceptable?
정답：B
설명：
Yes. The project organization can change throughout the project life cycle when project circumstances require adjustment. A project organization is not a static administrative chart; it is a governance and management structure designed to ensure that the right responsibilities, authorities, skills, reporting relationships, and decision-making mechanisms exist at the right time. As a project moves from initiation to design, delivery, transition, and closure, its organizational needs may change. In DND's case, one work package leader resigned from the project to join another company project. This directly affects accountability for a defined area of work. If the project board did not adjust the structure, the project could suffer from unclear ownership, delays, poor coordination, or unmanaged delivery risk. A change is acceptable provided it is made by the appropriate authority, documented, controlled, and communicated to everyone involved in the project. The incorrect options are too rigid: changes are not limited only to the design stage, and approval of an initial project organization does not make it permanent. Effective governance balances stability with controlled adaptability.
Reference topics: project organization, project life cycle, project board authority, role changes, governance control, work package leadership.
질문 # 60
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:
Lily claimed that the team composition cannot be reassessed or revised once the project plan is authorized to be executed. Is this acceptable?
정답：C
설명：
The correct answer is B . Lily's statement is not acceptable because project team composition can be reassessed and revised where necessary. Project resource needs are not always fixed after the project plan is authorized. As the project progresses, changes in scope, schedule, risks, technical requirements, stakeholder expectations, supplier performance, or team availability may require adjustments to the team structure. In Tricko's online store project, the team includes web developers, network engineers, and a systems analyst. If additional cybersecurity, payment integration, UX design, legal compliance, or e-commerce operations expertise becomes necessary, the team should be adjusted rather than constrained by the original plan. Option A is incorrect because it treats the approved plan as permanently fixed. Option C is also too restrictive because reassessment may be required whenever circumstances justify it, not only at the beginning of a phase or work package. Sound project management maintains control while allowing justified adaptation. The project manager should monitor team capability, availability, workload, and performance, then revise composition through approved processes where needed. The source scenario explicitly tests Lily's claim that team composition cannot be revised after authorization.
Reference topics: project team, resource management, team composition, reassessment, project plan adaptation.
질문 # 61
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현재 경쟁울이 심한IT시대에,PECB ISO-21502-Lead-Project-Manager자격증 취득만으로 이 경쟁이 심한 사회에서 자신만의위치를 보장할수 있고 더욱이는 한층업된 삶을 누릴수 있을수도 있습니다. 우리Itcertkr 에서 여러분은PECB ISO-21502-Lead-Project-Manager관련 학습지도서를 얻을 수 있습니다. 우리Itcertkr는 IT업계엘리트 한 강사들이 퍼펙트한PECB ISO-21502-Lead-Project-Manager문제집을 만들어서 제공합니다. 우리가 제공하는PECB ISO-21502-Lead-Project-Manager문제와 답으로 여러분은 한번에 성공적으로 시험을 패스 하실수 있습니다. 중요한것 저희 문제집을 선택함으로 여러분의 시간도 절약해드리고 무엇보다도 많은 근심없이 심플하게 시험을 패스하여 좋다는 점입니다.
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