Free ISO-21502-Lead-Project-Manager Mock Exam – Practice Online Confidently

Scenario:Exhibix is a video game developer headquartered in Zagreb, Croatia, which is known for producingtherapeutic video games for children dealing with ADHD. In order to improve users’ experience, Exhibixsuggested undertaking a project that would enable users to interact with the virtual content in the form ofholograms through augmented reality glasses in the video games. For this project, the management decided tofollow the guidelines of ISO 21502 on project management.Prior to formalizing project management, the management of Exhibix assessed, among others, the potentialimpacts that the project management approach may have on both internal and external stakeholders. Inaddition, they determined if there were sufficient resources, both human and financial, for the formalizedproject management. Furthermore, during this period, the management decided to assess only the nature ofprevious projects, due to their successful delivery.After formalizing project management, the project board organized a meeting during which they delegatedtheir responsibilities to the project sponsor. Following this meeting, the project sponsor and project managerproceeded to define the project phases and their time frames. Considering the complexity of the project, theproject 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 skilledprofessionals, had approximately six months to implement the project. During the implementation of theproject, the project team noticed that the low maturity level of the company’s project management and thelimited availability of resources were likely to have a negative impact on the performance of the project. Withthe 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 thedeadline for the project completion. During this period, the project office assisted the project manager and theteam by providing administrative support and managing information regarding the project. Following theseevents, the project manager and the team were able to complete the project within the new set deadline. Afterthe project sponsor confirmed the project closure, the AR glasses were released for use.Question:Considering the complexity of the project, the project manager suggested leaving open the possibility ofoverlapping certain phases of the project. Is this acceptable?

Scenario:Mallebare is an American company which designs and manufactures gaming accessories. Apart fromkeyboards, mice, and controllers, the company also manufactures high-quality headsets for which it is widelyknown. 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 theproject manager, whereas Smith, a senior engineer, was assigned as project sponsor. In addition, Luke statedthe project should be complete within three months, as the company is aiming to promote the mousepads in amajor gaming tournament. Lastly, Luke required them to utilize the guidelines of ISO 21502 to manage theproject.Initially, Ross mobilized the team and held a meeting with them to discuss and develop the project plan. Heasked the team members to ensure that major functional aspects of the project are covered in the project planand to identify any issue that might arise throughout the project life cycle. Ross explained that this requestcomes as a result of the tight deadline of the project and the team must develop a concise plan. Ross addedthat 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 theproject. Ross used a power/interest matrix to categorize all stakeholders in four different groups, where thetournament organizers were categorized as stakeholders with low interest but high power in the project. Onthe other hand, end users, the gamers, were categorized as stakeholders with high interest and high power inthe 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 theproject gets the right information in a timely manner. The plan indicated that ad hoc discussions would beconducted in more complex and personal cases, whereas notes and text messages would be used fortransmitting simple and factual information. Ross claimed that this model had been successful in previousprojects conducted by the company because it allows faster processing of information and includes natural useof language. In addition, Ross determined that a relationship among project team members needs to beestablished to ensure productive work.Question:Based on scenario 6, which communication need did Ross address when he determined that a relationshipamong project team members needs to be established to ensure productive work?

Scenario:Leute is a low-cost airline, headquartered in Wien, Austria. The company aims to offer passengers optimaloptions 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 onlineplatforms. To increase its profit and enhance customer satisfaction, the company decided to expand its inflight services by offering entertainment, such as movies, audio books, and games, food for purchase ineconomy and full meals in premium cabins, and comforts, such as blankets and pillows. For theimplementation of this project and future projects of the airline, the CEO of Leute, Michaele Wagner, decidedto follow the guidelines of ISO 21502 on project management.Initially, Allison, the project manager, created a short document in which she justified and summarized allproject aspects, including: the nature and purpose of the project, the objectives of the project, key milestonesof 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 brieflyexplained each of its points. After a considerable amount of analysis and discussions, the project initiationwas approved by Michaele. In addition, a team of eighteen members was authorized to start with the projectactivities.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 thisphase, several changes were made in the predefined aspects of the project, which were approved by NickTodd, the project sponsor. For instance, initially, the project delivery was set to be completed after sixmonths. However, considering how the project was implemented and the time required for the completion ofeach phase, the deadline for the project completion was postponed for another two months. These changeswere 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 theprogress of the project up to that stage. She measured how efficiently the work was being performed withregard to its budgeted cost, after which she concluded that it was going according to the plan. Moreover, sheorganized 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 thefollowing did Allison create in this case?

Scenario:Oakniture is a furniture manufacturer located in Bristol, England. It is known for its kitchen tables made outof different types of wood, such as chestnut, walnut, and oak. In early 2022, Lana, one of the seniorresearchers of the company, conducted a feasibility study to determine if there is a market for oak woodcoffee tables, which indicated that the demand for oak wood coffee tables is relatively high. As such, Lanaprepared a project brief and presented it to the top management of the company. The project brief includedinformation on the project context and project objectives. After several discussions, the top managementagreed that the project should be undertaken, but lastly, they asked Lana about the project duration. Lanaclaimed that the project duration cannot be determined and such information was not provided in the projectbrief; however, she added that the project duration will mainly depend on the competencies of the projectteam and on Oakniture’s suppliers of wood.Following that, the top management initiated the project and assigned Tom, the operations director, as theproject manager, and Lana as the project sponsor. To manage the project, they decided to use the guidelines ofISO 21502.Initially, Tom defined the governance and management framework alone, and then he mobilized the team andassigned the roles and responsibilities to each team member. In addition, Tom and the project team identifiedthe stakeholders and developed the project plan. To ensure effective management of each project phase, Tomused a work breakdown structure (WBS) to organize project activities. Tom presented the project activities inthe WBS by linking task dependencies and showing project milestones. In addition, Tom calculated theduration of each work package by determining the early start and early finish dates. Regarding therelationship between work packages, Tom required the project team to perform tasks in the predeterminedorder, regardless of any resource shortages they might experience.A week after the project implementation began, Tom collected and analyzed data regarding the progress ofthe project. To keep everyone up to date, he held a meeting with Lana and project stakeholders.Question:Tom asked the project team to perform tasks in the predetermined order, regardless of resource shortages.What rule did Tom follow in this case?

Scenario:Headquartered in Geneva, Switzerland, DND is one of the largest worldwide automakers. It first gainedglobal recognition after introducing a sports car, which quickly became highly demanded by sports car loversaround the world. Alec Law, the CEO of DND, and his management team recently decided to embark on anew project, i.e., the production of alternative fuel cars, which would use an alternative fuel source instead oftraditional petroleum fuels, as the other cars of the company do, in order to promote sustainable and lowcarbon transportation. For the implementation of this project, the company decided to follow the guidelines ofISO 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 alsoincluded oversights on the management frameworks and the project life cycle. In order to determine theproject life cycle, the external environment was considered, including information on studies that related tosimilar projects. In addition, the company decided to separate this project governance from its overallgovernance.Moreover, the company developed a project organization, where the roles, responsibilities, and authorities inthe project were defined. In addition, the responsibilities of the project office and project assurance, amongothers, were defined. The project organization also included a customer representative. Once the projectorganization 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 projectorganization since one of the work package leaders had resigned from the project in order to be involved inanother project of the company.Question:In scenario 1, DND considered studies related to similar projects when analyzing its external environment. Towhich external factor do studies belong?