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| Section | Weight | Objectives |
|---|---|---|
| Integrated Project Management Practices | 35% | - Project Integration Management - Project Communication and Reporting - Project Scope and Planning - Project Organization and Roles - Project Risk and Opportunity Management |
| Fundamental Principles and Concepts of Project Management | 28.75% | - Project Management Principles - Project, Program and Portfolio Distinctions - Overview of ISO 21502 Standard - Project Life Cycle and Phases - Project Governance and Stakeholders |
| Individual Management Practices for a Project | 36.25% | - Directing and Executing Work - Monitoring and Controlling Performance - Closing and Evaluating the Project - Planning and Estimating Activities - Initiating and Starting a Project |
>> ISO-21502-Lead-Project-Managerコンポーネント <<
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質問 # 52
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:
Scenario 4 states that Tom presented the project activities in the WBS by linking task dependencies and showing project milestones. Which WBS format did Tom use?
正解：B
解説：
The correct concept is Gantt chart . Tom presented project activities by showing dependencies and milestones, which is characteristic of a Gantt chart. A Gantt chart is a schedule presentation tool that displays activities or work packages along a timeline and can show start dates, finish dates, durations, dependencies, progress, and milestones. Although the scenario says Tom used a WBS to organize project activities, the description of linking task dependencies and showing milestones goes beyond a pure WBS structure and aligns with schedule visualization. A flowchart would show process flow, decision points, or logical sequencing, but it is not the best format for displaying a time-based project schedule with milestones. A WBS normally decomposes project scope into deliverables and work packages; it does not, by itself, show chronological scheduling unless integrated with schedule tools. In practical project planning, a WBS is often used first to structure the work, and then a Gantt chart is used to display the timing and dependencies of that work. The source question asks this directly after stating that Tom linked task dependencies and showed milestones.
Reference topics: work breakdown structure, Gantt chart, schedule visualization, dependencies, milestones, activity sequencing.
質問 # 53
Scenario:
Leute is a low-cost airline, headquartered in Wien, Austria. The company aims to offer passengers optimal options regarding its services and gain the lead role among other competitors in the airline industry. Recently, Leute experienced a major drop in revenue due to negative reviews from customers in various online platforms. To increase its profit and enhance customer satisfaction, the company decided to expand its in- flight services by offering entertainment, such as movies, audio books, and games, food for purchase in economy and full meals in premium cabins, and comforts, such as blankets and pillows. For the implementation of this project and future projects of the airline, the CEO of Leute, Michaele Wagner, decided to follow the guidelines of ISO 21502 on project management.
Initially, Allison, the project manager, created a short document in which she justified and summarized all project aspects, including: the nature and purpose of the project, the objectives of the project, key milestones of the project and the time needed to complete the project, and the audience that the project targets.
Afterward, Allison held a meeting with Michaele during which she presented this document and briefly explained each of its points. After a considerable amount of analysis and discussions, the project initiation was approved by Michaele. In addition, a team of eighteen members was authorized to start with the project activities.
While undertaking the project activities, Allison ensured that each work package takes longer than 8 hours, but less than 80 hours, so that they would be completed in 1 to 10 working days. In addition, during this phase, several changes were made in the predefined aspects of the project, which were approved by Nick Todd, the project sponsor. For instance, initially, the project delivery was set to be completed after six months. However, considering how the project was implemented and the time required for the completion of each phase, the deadline for the project completion was postponed for another two months. These changes were also reflected in the business case, which was updated accordingly.
A month after the project execution began, Allison conducted an earned value analysis to measure the progress of the project up to that stage. She measured how efficiently the work was being performed with regard to its budgeted cost, after which she concluded that it was going according to the plan. Moreover, she organized a meeting with relevant project stakeholders in order to communicate the progress report to them.
Question:
Allison prepared a short document in which she justified and summarized all project aspects. Which of the following did Allison create in this case?
正解：C
解説：
The correct answer is A. Project brief . Allison created a short document that justified and summarized the key aspects of the proposed project: its nature and purpose, objectives, key milestones, expected completion time, and target audience. That description matches the purpose of a project brief. A project brief is normally prepared early to provide enough information for decision-makers to understand why the project should be initiated, what it is expected to achieve, what its high-level boundaries are, and whether it is worth authorizing. It supports the transition from an idea or need into an approved project. A project baseline, by contrast, is an approved reference point used to compare actual performance against planned scope, schedule, or cost. A project plan is more detailed and describes how the project will be executed, monitored, controlled, and closed. Allison's document was prepared before formal approval and used to support project initiation, so it is not a baseline or a full plan. The scenario clearly states that the document justified and summarized the project and was presented before initiation approval.
Reference topics: project brief, pre-project activities, project initiation, business justification, authorization.
質問 # 54
Which of the following is an example of an internal project interface?
正解：C
解説：
The correct answer is C. Review points . Internal project interfaces are points of interaction, coordination, handover, control, or decision-making that occur within the project or sponsoring organization. Review points are internal interfaces because they create structured interaction between project participants, such as the project manager, sponsor, project board, assurance function, work package leaders, technical teams, or governance bodies. At review points, the project may assess progress, risks, issues, quality, readiness, acceptance, or authorization to proceed. Option A, regulatory agencies, is an external interface because regulators sit outside the project organization and impose legal or compliance expectations. Option B, community groups, is also external because communities may be affected by the project but are not normally part of the internal project structure. The distinction matters because internal and external interfaces are managed differently. Internal interfaces often rely on governance processes, internal reporting, coordination meetings, escalation routes, and role clarity. External interfaces require stakeholder engagement, regulatory communication, public consultation, contractual coordination, or external reporting. The source question set lists review points as the example of an internal project interface.
Reference topics: internal project interface, review points, governance review, stakeholder interface, external interface.
質問 # 55
The project manager developed the WBS by noting different deliverables and tasks in columns and rows.
Which type of WBS format did the project manager use?
正解：A
解説：
The correct answer is C. Spreadsheets . A work breakdown structure can be presented in several formats, depending on the project's needs, reporting style, and level of detail. When deliverables, tasks, work packages, identifiers, responsibilities, durations, costs, or status information are arranged in rows and columns, the format is a spreadsheet-based WBS. This approach is practical for tabular decomposition, filtering, sorting, assigning owners, linking estimates, and integrating with cost or schedule information. A list format would normally present deliverables or work packages in an indented hierarchical list without the tabular structure described in the question. A flowchart would show graphical relationships, movement, or process logic, not simply deliverables and tasks arranged in rows and columns. Therefore, the wording
"columns and rows" clearly indicates a spreadsheet format. PMBOK also recognizes the WBS dictionary as a document that gives detailed information about deliverables, activities, and planning for each WBS component, which is commonly supported by structured tabular information. The uploaded source question presents "Spreadsheets" as the format associated with rows and columns.
Reference topics: work breakdown structure, WBS formats, spreadsheet WBS, deliverables, tasks, scope decomposition.
質問 # 56
Which of the following, among others, is a responsibility of the work package leader?
正解：A
解説：
The correct answer is B because a work package leader is responsible for managing the assigned work package and optimizing the use of resources within that area of responsibility. A work package is a defined portion of project work for which cost, duration, resources, and delivery responsibilities can be estimated and managed. The work package leader coordinates the people, activities, materials, tools, dependencies, and progress needed to complete that package in accordance with the project plan. This role supports the project manager by ensuring that delegated work is executed effectively, reported accurately, and controlled against scope, schedule, cost, and quality expectations. Option A is not the best answer because validation of project deliverables and outcomes normally involves the customer, sponsor, project manager, acceptance authority, or governance body, depending on the acceptance process. Option C is also incorrect because setting the cultural and ethical tone belongs to senior leadership, project governance, sponsor, and project board responsibilities, not to a work package leader as a primary role. PMBOK defines a work package as work at the lowest level of the WBS for which cost and duration are estimated and managed, supporting this answer.
Reference topics: work package leader, resource management, work package control, delegated authority, project organization.
質問 # 57
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