PECB ISO-21502-Lead-Project-Manager

PECB ISO 21502 Lead Project Managerの受験料は決して安くなく、再受験となれば費用も時間も二重にかかってしまいます。JpshikenのISO-21502-Lead-Project-Manager試験対策教材で本番の形式に慣れておけば、一度の受験で実力を出し切りやすくなります。

PECB ISO-21502-Lead-Project-Manager 試験概要:

PECB ISO-21502-Lead-Project-Manager 試験シラバストピック:

PECB ISO 21502 Lead Project Managerの疑問を解決！よくある質問まとめ

ISO-21502-Lead-Project-Managerとはどのような試験ですか？

ISO-21502-Lead-Project-Manager試験は、「PECB認定 ISO 21502 上級プロジェクトマネージャー」認定を取得するための試験です。認定レベルは上級 / プロフェッショナルに位置づけられています。関連する認定には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などがあり、キャリアパスに合わせた学習計画を立てやすい資格体系となっています。Jpshikenでは、この試験に対応した83問の練習問題を用意しています。

ISO-21502-Lead-Project-Manager試験の問題数と試験時間はどれくらいですか？

ISO-21502-Lead-Project-Manager試験の問題数は80、試験時間は180 分となっています。問題数を試験時間で割ると1問あたりに使える時間は意外と短く、読み込みに時間のかかる長文問題では特にペース配分が重要です。Jpshikenのテストエンジンには制限時間つきの模擬試験モードがあるため、本番と同じ時間設定で83問の練習問題を解きながら、時間切れを防ぐ解答リズムを身につけられます。

ISO-21502-Lead-Project-Manager試験の合格点と受験料はいくらですか？

ISO-21502-Lead-Project-Manager試験の合格基準点は70%、受験料は$500 USDです。万が一不合格になった場合、再受験には再度全額の受験料が必要になるため、本番前に十分な得点力があるか確認しておくことが大切です。Jpshikenの模擬試験で繰り返し自己採点し、安定して合格基準を上回る状態になってから受験を申し込むことをおすすめします。

ISO-21502-Lead-Project-Manager試験に受験資格はありますか？

ISO-21502-Lead-Project-Manager試験の受験条件について、公式情報では次のように案内されています。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。。受験条件は変更される場合があるため、お申し込みの前に公式ページで最新の要件をご確認ください。

ISO-21502-Lead-Project-Manager試験の申し込み方法を教えてください

ISO-21502-Lead-Project-Manager試験は、以下の公式窓口からお申し込みいただけます。

• PECB公式試験登録

試験方式は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です。申し込みのタイミングや会場の空き状況は時期によって変わるため、受験予定日が決まったら早めに手続きを済ませるのがおすすめです。

ISO-21502-Lead-Project-Manager試験の公式トレーニングはありますか？

PECB ISO 21502 Lead Project Managerの対策として、公式では以下のトレーニングが推奨されています。

• PECB ISO 21502 上級プロジェクトマネージャー研修

公式トレーニングで基礎を固めたうえで、Jpshikenの83問の練習問題を解けば、知識の定着度を本番形式で確認できます。

購入前にISO-21502-Lead-Project-Manager練習問題を試すことはできますか？

はい、Jpshikenでは無料サンプルをご用意しており、購入前に問題の傾向や解説の構成をご確認いただけます。また、ご購入後は365日間の無料更新サービスが付いているため、試験内容の改訂にも追加費用なしで対応できます。更新期間の終了後も、継続更新を50%割引でご利用いただけます。

万が一ISO-21502-Lead-Project-Manager試験に合格できなかった場合はどうなりますか？

Jpshikenでは返金保証をご用意しています。ご購入後60日以内に対応する試験を受験し、不合格だった場合は、受験票の写しと公式スコアレポートのPDFを試験日から2日以内にご提出いただければ、7日以内に全額返金の手続きを行います。なお、ご購入後3日以内の受験、ダウンロード後に実際に受験されなかった場合、無料資料や期限切れのご注文は対象外となり、受験者名とご購入者名が一致している必要があります。返金の代わりに、同等の試験対策資料2つを無料でお受け取りいただき、元の製品の更新サービスを継続することも可能です。製品はお支払い後すぐにダウンロードでき、1分以内にメールでもお届けします。2時間経っても届かない場合はカスタマーサポートまでご連絡ください。インストールできるパソコンの台数に制限はありません。

ISO-21502-Lead-Project-Manager試験ではどのようなトピックが出題されますか？

ISO-21502-Lead-Project-Manager試験の出題範囲は、公式シラバスで3つの領域に分かれています。主な領域には、統合的プロジェクトマネジメントの実践（35%）、プロジェクトマネジメントの基本原則と概念（28.75%）、プロジェクトにおける個別のマネジメント実務（36.25%）などがあります。各領域の詳細なトピックと配点は、このページ上部の試験大綱セクションに掲載していますので、あわせてご確認ください。

PECB ISO 21502 Lead Project Manager 認定 ISO-21502-Lead-Project-Manager 試験問題：

問題 #1
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:
Tom asked the project team to perform tasks in the predetermined order, regardless of resource shortages.
What rule did Tom follow in this case?

A. Defining task relationships between work packages
B. Reflecting only sequence constraints between work packages
C. Reflecting sequence and resource constraints between work packages

問題 #2
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?

A. No, the project manager should confirm the project closure
B. No, the project office has to confirm the project closure
C. Yes, the project sponsor can confirm the project closure

問題 #3
Among others, which of the following factors can hinder communication between project stakeholders?

A. Hierarchical ranks
B. Organization's complexity
C. Geographical distance between the sender and receiver

問題 #4
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?

A. No, the project initiation should be approved by the project manager in consultation with work package leaders
B. No, the project initiation should be approved by the project manager
C. Yes, the project initiation should be approved by the sponsoring organization

問題 #5
Among others, how can the project oversight be done?

A. By ensuring that the project plan is being followed in detail
B. By appointing more than one project manager
C. Through ad hoc escalations and interventions

解説：