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| Section | Weight | Objectives |
|---|---|---|
| Topic 1: Integrated Project Management Practices | 35% | - Project Scope and Planning - Project Integration Management - Project Organization and Roles - Project Risk and Opportunity Management - Project Communication and Reporting |
| Topic 2: Fundamental Principles and Concepts of Project Management | 28.75% | - Overview of ISO 21502 Standard - Project Life Cycle and Phases - Project, Program and Portfolio Distinctions - Project Management Principles - Project Governance and Stakeholders |
| Topic 3: Individual Management Practices for a Project | 36.25% | - Monitoring and Controlling Performance - Initiating and Starting a Project - Directing and Executing Work - Closing and Evaluating the Project - Planning and Estimating Activities |
>> ISO-21502-Lead-Project-Manager試験復習 <<
ISO-21502-Lead-Project-Manager試験問題を購入すると、ISO-21502-Lead-Project-Manager学習ツールの24時間オンラインサービスが提供されます。ご不明な点がございましたら、電子メールをお送りください。私たちはあなたにフィードバックを迅速に提供し、問題の解決を心からお手伝いします。 Googleのスペシャリストは、ISO-21502-Lead-Project-Manager学習ツールに更新があるかどうかを毎日確認しています。更新システムがある場合は、自動的に送信されます。したがって、ISO-21502-Lead-Project-Managerテストトレントが最新の知識を持ち、変化のペースに追いつくことを保証できます。
質問 # 11
Which of the options below regarding project reporting is NOT correct?
正解：C
解説：
The correct answer is C because it is the statement that is not correct. The reporting approach and methods should be planned and documented early enough to guide project communications and control, not at the end of the project. Reporting needs to support decision-making throughout the project life cycle, so the project manager should define what will be reported, to whom, how often, in what format, by which method, and using which project information sources. Option A is correct because reporting should align with current project documentation and be based on analysis of project management information. Reports must reflect reliable data, not informal impressions. Option B is also correct because reporting should be monitored and adjusted as stakeholder needs, governance expectations, project complexity, or information requirements change. Reporting is not static; it must remain useful to recipients. Option C would make reporting ineffective because planning it at the end would remove its value for monitoring, forecasting, escalation, and corrective action during delivery. The uploaded question set frames this as a "NOT correct" reporting question and includes option C as the incorrect reporting practice.
Reference topics: project reporting, reporting approach, project information, communication planning, report recipients, monitoring and adjustment.
質問 # 12
Scenario:
Mallebare is an American company which designs and manufactures gaming accessories. Apart from keyboards, mice, and controllers, the company also manufactures high-quality headsets for which it is widely known. Recently, upon the request of numerous gamers, the company decided to manufacture mousepads too.
For this project, Luke, the CEO of the company, assigned Ross, a senior designer of the company, as the project manager, whereas Smith, a senior engineer, was assigned as project sponsor. In addition, Luke stated the project should be complete within three months, as the company is aiming to promote the mousepads in a major gaming tournament. Lastly, Luke required them to utilize the guidelines of ISO 21502 to manage the project.
Initially, Ross mobilized the team and held a meeting with them to discuss and develop the project plan. He asked the team members to ensure that major functional aspects of the project are covered in the project plan and to identify any issue that might arise throughout the project life cycle. Ross explained that this request comes as a result of the tight deadline of the project and the team must develop a concise plan. Ross added that the plan will not be changed in any circumstance and will be followed in detail.
Following that, Ross and the team discussed the engagement of all relevant stakeholders throughout the project. Ross used a power/interest matrix to categorize all stakeholders in four different groups, where the tournament organizers were categorized as stakeholders with low interest but high power in the project. On the other hand, end users, the gamers, were categorized as stakeholders with high interest and high power in the project, so the project team created a survey to determine their needs and requirements.
Moreover, Ross was aware of the importance of effective communication for the success of the project.
Therefore, he developed a communication plan which would ensure that each individual involved in the project gets the right information in a timely manner. The plan indicated that ad hoc discussions would be conducted in more complex and personal cases, whereas notes and text messages would be used for transmitting simple and factual information. Ross claimed that this model had been successful in previous projects conducted by the company because it allows faster processing of information and includes natural use of language. In addition, Ross determined that a relationship among project team members needs to be established to ensure productive work.
Question:
According to scenario 6, Ross categorized the tournament organizers as stakeholders with low interest but high power in the project. Based on the power/interest matrix, how should Ross manage tournament organizers?
正解：C
解説：
The correct answer is B. He should keep them satisfied . In a power/interest matrix, stakeholders with high power and low interest should be kept satisfied. They have enough authority or influence to affect the project significantly, but they may not require constant detailed involvement because their level of direct interest is limited. The project manager should provide them with appropriate information, address their concerns, prevent dissatisfaction, and ensure their expectations are managed without overloading them with unnecessary detail. In this scenario, tournament organizers have high power because the project is linked to promotion at a major gaming tournament. They may influence timing, launch conditions, exposure, or acceptance of promotional arrangements. However, because their interest is classified as low, they do not need the intensive engagement used for high-power, high-interest stakeholders. Option A, manage closely, is normally used for stakeholders with both high power and high interest. Option C, monitor, is used for low-power, low-interest stakeholders. The source scenario explicitly classifies tournament organizers as low interest and high power, making "keep them satisfied" the correct stakeholder strategy.
Reference topics: stakeholder engagement, power/interest matrix, high power low interest, stakeholder strategy, communication planning.
質問 # 13
What is a work package?
正解：B
解説：
The correct answer is A . A work package is the smallest unit of a work breakdown structure for which cost and duration are estimated and managed. It represents a manageable portion of project work that can be assigned, estimated, scheduled, monitored, controlled, and reported. Work packages are important because they provide a practical bridge between high-level scope and detailed project execution. They help define what must be delivered, who is responsible, what resources are needed, how long the work should take, and how performance will be tracked. Option B is incorrect because it describes earned value analysis or earned value management, not a work package. Option C is incorrect because it refers to a sequence of stages or critical path logic, not WBS decomposition. In a properly structured WBS, work packages sit at the lowest level of decomposition and support cost estimation, schedule development, responsibility assignment, and progress measurement. The uploaded source question gives this exact description as the correct option.
PMBOK also supports this interpretation by describing WBS elements as components for which deliverable, activity, and planning information can be defined.
Reference topics: work package, WBS, scope decomposition, cost estimation, duration estimation, work control.
質問 # 14
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:
Scenario 3 indicates that Michaele authorized the project initiation. Is this acceptable?
正解：C
解説：
The correct answer is C . The project initiation should be approved by the sponsoring organization or by a person acting with authority on its behalf. In the scenario, Michaele Wagner is the CEO of Leute and therefore represents the organization's senior authority. Her approval of project initiation is acceptable because initiation commits the organization to proceed with a project, allocate resources, and authorize project activities. This decision should not be made solely by the project manager, because the project manager manages the project after authorization but does not normally provide the business authority to initiate it. It should also not be delegated only to work package leaders, whose responsibilities relate to assigned packages of work, not organizational investment decisions. Project initiation connects the proposed project to business needs, strategic objectives, expected benefits, funding, and governance accountability. Since Leute is using the project to recover revenue and improve customer satisfaction, authorization by the sponsoring organization is essential. The uploaded scenario confirms that Michaele approved initiation after reviewing Allison's project brief and after discussions and analysis.
Reference topics: project initiation, sponsoring organization, project authorization, project brief, governance approval.
質問 # 15
Among others, what should be considered when defining a procurement strategy?
正解：B
解説：
The correct answer is A. The delivery practices . When defining a procurement strategy, the project should consider how the required goods, services, or works will be delivered, integrated, accepted, and controlled.
Delivery practices influence contract type, supplier engagement model, packaging of work, procurement timing, risk allocation, quality requirements, logistics, inspection points, acceptance criteria, and coordination with the project schedule. For example, a project using iterative delivery, staged implementation, just-in-time supply, or specialist subcontracting may require a different procurement strategy than one using a single fixed- scope contract. Option B, supplier performance, is important during supplier evaluation, contract management, and procurement control, but it is not the broad strategic factor being tested here. Option C, the process used in previous contracts, may provide lessons or templates, but relying on past processes alone can produce a procurement approach that is not fit for the current project. Procurement strategy should be based on the present project's delivery needs, risks, market conditions, and integration requirements. The uploaded source question identifies delivery practices as one of the factors to consider when defining procurement strategy.
Reference topics: procurement strategy, delivery practices, contract approach, supplier engagement, procurement planning.
質問 # 16
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ISO-21502-Lead-Project-Manager試験問題を購入すると、ISO-21502-Lead-Project-Manager学習ツールの24時間オンラインサービスが提供されます。ご不明な点がございましたら、電子メールをお送りください。私たちはあなたにフィードバックを迅速に提供し、問題の解決を心からお手伝いします。 Googleのスペシャリストは、ISO-21502-Lead-Project-Manager学習ツールに更新があるかどうかを毎日確認しています。更新システムがある場合は、自動的に送信されます。したがって、ISO-21502-Lead-Project-Managerテストトレントが最新の知識を持ち、変化のペースに追いつくことを保証できます。
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