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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Fundamental Principles and Concepts of Project Management | 28.75% | - Project Management Principles - Project Governance and Stakeholders - Project Life Cycle and Phases - Project, Program and Portfolio Distinctions - Overview of ISO 21502 Standard |
| Topic 2: Individual Management Practices for a Project | 36.25% | - Monitoring and Controlling Performance - Closing and Evaluating the Project - Directing and Executing Work - Planning and Estimating Activities - Initiating and Starting a Project |
| Topic 3: Integrated Project Management Practices | 35% | - Project Communication and Reporting - Project Scope and Planning - Project Risk and Opportunity Management - Project Organization and Roles - Project Integration Management |
>> ISO-21502-Lead-Project-Manager復習時間 <<
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質問 # 49
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:
According to scenario 4, Tom calculated the duration of each work package by determining the early start and early finish dates. Which of the following did Tom use in this case?
正解：B
解説：
The correct answer is A. Forward pass . In schedule analysis, a forward pass is used to calculate the earliest possible start and finish dates for activities or work packages by moving forward through the schedule network from the project start date. The scenario states that Tom calculated the duration of each work package by determining the early start and early finish dates. This is exactly the purpose of the forward pass technique.
A backward pass is different: it moves backward from the project completion date to determine late start and late finish dates. Float calculation uses the difference between early and late dates to determine how long an activity can be delayed without affecting the project finish date or a successor activity. Therefore, because Tom focused on early start and early finish dates, he used forward pass. The PMBOK glossary defines forward pass as the critical path method technique for calculating early start and early finish dates by moving forward through the schedule model from the project start date or another defined point in time.
Reference topics: schedule management, forward pass, early start, early finish, critical path method, work package duration.
質問 # 50
Scenario:
Exhibix is a video game developer headquartered in Zagreb, Croatia, which is known for producing therapeutic video games for children dealing with ADHD. In order to improve users' experience, Exhibix suggested undertaking a project that would enable users to interact with the virtual content in the form of holograms through augmented reality glasses in the video games. For this project, the management decided to follow the guidelines of ISO 21502 on project management.
Prior to formalizing project management, the management of Exhibix assessed, among others, the potential impacts that the project management approach may have on both internal and external stakeholders. In addition, they determined if there were sufficient resources, both human and financial, for the formalized project management. Furthermore, during this period, the management decided to assess only the nature of previous projects, due to their successful delivery.
After formalizing project management, the project board organized a meeting during which they delegated their responsibilities to the project sponsor. Following this meeting, the project sponsor and project manager proceeded to define the project phases and their time frames. Considering the complexity of the project, the project manager suggested leaving open the possibility of overlapping certain phases of the project.
The preparations began in June, and the project manager and the team, consisting of 20 highly skilled professionals, had approximately six months to implement the project. During the implementation of the project, the project team noticed that the low maturity level of the company's project management and the limited availability of resources were likely to have a negative impact on the performance of the project. With the deadline approaching, the team was also under a lot of pressure to close the project on time.
They were confronted with numerous challenges with the AR software, which led to the extension of the deadline for the project completion. During this period, the project office assisted the project manager and the team by providing administrative support and managing information regarding the project. Following these events, the project manager and the team were able to complete the project within the new set deadline. After the project sponsor confirmed the project closure, the AR glasses were released for use.
Question:
According to scenario 2, the project sponsor confirmed the project closure. Is this acceptable?
正解：B
解説：
Yes. The project sponsor can confirm project closure. In ISO 21502-aligned project management, the sponsor is the role that provides business direction, supports authorization, maintains the link with the sponsoring organization, and helps ensure that the project remains justified and aligned with expected outcomes and benefits. Project closure is not only an administrative event; it is a governance decision confirming that the project has reached an appropriate end point. Closure normally includes confirming completion status, acceptance or transition of deliverables, unresolved issues, remaining risks, lessons learned, documentation, release of resources, and any handover to operations or users. The project manager usually coordinates the closure process and prepares the relevant records, but the sponsor or authorized governance body can confirm closure from the business and governance perspective. In the scenario, the project manager and team completed the project within the revised deadline, after which the sponsor confirmed closure and the AR glasses were released for use. This is acceptable because the sponsor has the authority to confirm that the project can be formally closed and transitioned. The project office may support closure documentation but does not replace sponsor authority.
Reference topics: project sponsor, project closure, acceptance, transition to use, governance decision, release of project outputs.
質問 # 51
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 # 52
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?
正解：B
解説：
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.
質問 # 53
According to PMBOK, what is the definition of Earned Value Analysis (EVA)?
正解：C
解説：
The correct answer is A . Earned Value Analysis, within the earned value management family of techniques, uses integrated performance measures to determine project cost and schedule performance. It links work accomplished with the budget authorized for that work and compares it against actual cost and planned progress. This makes it more powerful than simple expenditure tracking because it shows whether the project is earning value at the expected rate. Option B describes cost variance , not EVA. Cost variance is the budget deficit or surplus at a point in time, normally calculated as earned value minus actual cost. Option C describes the cost performance index , not EVA. CPI indicates cost efficiency by comparing earned value to actual cost. EVA is the broader analytical method; CV and CPI are specific measures used within earned value analysis. PMBOK defines earned value management as a methodology combining measures of scope, schedule, and resources to evaluate project performance and progress, which supports the integrated nature of EVA. The uploaded question set lists option A as the definition choice for EVA.
Reference topics: earned value analysis, earned value management, cost performance, schedule performance, cost variance, CPI.
質問 # 54
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