PECB ISO-21502-Lead-Project-Manager 試験概要:
| 認定ベンダー: | PECB |
| 試験名: | PECB認定 ISO 21502 上級プロジェクトマネージャー試験 |
| 試験番号: | ISO-21502-Lead-Project-Manager |
| 受験料: | $500 USD |
| 試験形式: | 多肢選択式, 参照可, コンピューター受験, 監督付き |
| 合格点: | 70% |
| 試験時間: | 180 minutes |
| 対応言語: | 英語, フランス語, スペイン語, ポルトガル語, ポーランド語 |
| 認定の有効期間: | 3年間 |
| 出題数: | 80 |
| 関連資格: | PECB認定 ISO 21502 仮プロジェクトマネージャー PECB認定 ISO 21502 プロジェクトマネージャー PECB認定 ISO 21502 シニア上級プロジェクトマネージャー |
| 推奨トレーニング: | PECB ISO 21502 上級プロジェクトマネージャー研修 |
| 受験申し込み: | PECB公式試験登録 |
| サンプル問題: | PECB ISO-21502-Lead-Project-Manager サンプル問題 |
| 受験方法: | オンラインによる監督付き受験、またはPECB認定試験会場での受験 |
| 前提条件: | プロジェクトマネジメントに関する概念の基礎的な理解を有すること。PECBが提供する公式のISO 21502 上級プロジェクトマネージャー研修コースの受講が推奨される。受験にあたり事前の試験合格などの義務的条件は設けられていない。 |
| 公式シラバスのURL: | https://pecb.com/en/education-and-certification-for-individuals/iso-21502/iso-21502-lead-project-manager |
PECB ISO-21502-Lead-Project-Manager 試験シラバストピック:
| セクション | 比重 | 目標 |
|---|---|---|
| トピック 1: プロジェクトマネジメントの基本原則と概念 | 28.75% | - プロジェクトのガバナンスと利害関係者 - プロジェクトマネジメントの原則 - ISO 21502規格の概要 - プロジェクト、プログラム、ポートフォリオの違い - プロジェクトのライフサイクルと各段階 |
| トピック 2: 統合的プロジェクトマネジメントの実践 | 35% | - プロジェクト統合マネジメント - プロジェクトのコミュニケーションと報告 - プロジェクトのリスク・機会マネジメント - プロジェクトの範囲設定と計画立案 - プロジェクトの組織体制と役割 |
| トピック 3: プロジェクトにおける個別のマネジメント実務 | 36.25% | - プロジェクトの完了と評価 - 活動の計画立案と見積もり - 実施状況の監視と管理 - プロジェクトの着手と開始 - 業務の指揮と実施 |
PECB ISO 21502 Lead Project Manager 認定 ISO-21502-Lead-Project-Manager 試験問題：
1. 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:
Considering the complexity of the project, the project manager suggested leaving open the possibility of overlapping certain phases of the project. Is this acceptable?
A) Yes, because it is possible that project phases can overlap
B) No, only the project sponsor has the authority to make a decision regarding project phases
C) No, project phases should not overlap with one another
2. 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 organization was communicated only to the project team. Is this compliant with ISO 21502?
A) No, according to ISO 21502, the project organization should be communicated only to the project office and project assurance
B) No, according to ISO 21502, the project organization should be communicated to everyone involved in the project
C) Yes, according to ISO 21502, the project organization should be communicated only to the project team
3. What is a work package?
A) The sequence of stages determining the minimum time needed for completing the project
B) A method that uses a set of measures associated with scope, schedule, and cost to determine the cost and schedule performance of a project
C) The smallest unit of a work breakdown structure for which the cost and duration are estimated and managed
4. What is the purpose of controlling a project?
A) To authorize the initiation of each stage of the project
B) To ensure that the scope of the project does not change under any circumstances
C) To monitor and measure performance against the project plan
5. 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:
During the development of the project governance framework, DND considered the legal context of stakeholders. Is this acceptable?
A) No, DND should consider only its legal context when developing the project governance framework
B) Yes, the legal context of stakeholders can be considered when developing the project governance framework
C) No, because the legal context of stakeholders is considered only if the project is part of a larger portfolio
質問と回答：
| 質問 # 1 正解： A | 質問 # 2 正解： B | 質問 # 3 正解： C | 質問 # 4 正解： C | 質問 # 5 正解： B |
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