[2026] New ISO-21502-Lead-Project-Manager exam Free Sample Questions to Practice [Q24-Q47]

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[2026] New ISO-21502-Lead-Project-Manager exam Free Sample Questions to Practice

Cover Real ISO-21502-Lead-Project-Manager Exam Questions Make Sure You 100% Pass

PECB ISO-21502-Lead-Project-Manager Exam Syllabus Topics:

Section	Objectives
Monitoring and Controlling	– Change control and issue management – Performance tracking and reporting – Risk and quality control
Project Management Principles (ISO 21502 Framework)	– Roles, responsibilities, and organizational context – Project management concepts and governance alignment
Project Execution	– Deliverable production and integration management – Team leadership and resource coordination
Project Planning	– Scope, schedule, cost, and resource planning – Communication and procurement planning – Risk management planning and quality planning
Project Closure	– Final deliverables acceptance – Lessons learned and project evaluation – Administrative closure and handover
Project Initiation	– Project charter and stakeholder identification – Business case development and justification

NEW QUESTION 24
What is one of the differences between quality assurance and project assurance?

Quality assurance is process-based, whereas project assurance is product-based

Quality assurance is independent from the project, whereas project assurance is dependent on the project manager

Quality assurance is the responsibility of the quality manager, whereas project assurance is the responsibility of the project sponsor

NEW QUESTION 25
How does ISO 21502 define project management?

Planned and systematic actions necessary to provide confidence to the sponsoring organization and project sponsor that a project is likely to achieve its objectives

Coordinated activities to direct and control the accomplishment of agreed objectives

Principles, policies, and procedures by which a project is authorized and directed to accomplish agreed objectives

NEW QUESTION 26
According to ISO 21502, how should the project benefits be maintained?

By taking corrective, and when required, preventive actions in case of deviations from the planned benefits

By collecting performance measurements for each benefit

By reporting and communicating the status of expected benefits

NEW QUESTION 27
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 office provided administrative support for the project manager and the team. Is this compliant with ISO 21502?

No, only the project sponsor can be involved in the project activities

No, the project office should not perform project activities to avoid conflict of interest

Yes, the project office can perform various activities to support the project manager and team

NEW QUESTION 28
Scenario:
Tricko is a clothing manufacturer headquartered in Milano, Italy. The company was founded in 2010 by Mario, a famous Italian fashion designer. Over the last few years, the company has seen immense growth and now has a chain of stores across multiple European cities. Following industry trends, the top management of Tricko concluded that the company should establish an online store. As such, they required Lily, an experienced IT engineer, to develop a brief for this potential project. After several meetings and discussions, the top management approved the project brief and assigned Lily as the project manager. For this project, she was instructed to use the guidelines of ISO 21502 on project management.
Lily initiated the project by mobilizing the project team, which included four web developers, two network engineers, and one systems analyst. In order to ensure that every team member is fully aware of their roles and responsibilities, Lily developed team performance domains which would link each project activity with the individuals responsible for undertaking it. She explained to the team members that it is important to clearly understand their roles and responsibilities, considering that the team composition cannot be reassessed or revised once the project plan is authorized to be executed. In addition, Lily defined in a document the project’s contribution to the overall objectives of Tricko, which reflected the relevant project requirements and their associated acceptance criteria.
Following that, Lily worked with the project team to discuss project costs. She suggested the team initially establish cost estimates only for the first phase of the project and then for the entire project. In addition, she required cost estimates to be expressed in currency valuations and in labor hours. One of the network engineers suggested that each team member should provide an estimate, and then the team should reach an agreement for a joint estimate. On the other hand, one of the developers suggested establishing an estimate for the costs after the closure of the project, such as advertising and promotion costs. Lily agreed with their suggestions and asked them to provide a total estimate as soon as possible.
Based on the total estimate provided by the project team, Lily developed the project budget and created a list of project activities, divided them into smaller items, and assigned a budget for each item.
Question:
Scenario 5 states that Lily required them to express the costs in labor hours and currency valuations. Is this acceptable?

No, cost estimates should only be expressed in labor hours

No, cost estimates should only be expressed in currency valuations

Yes, cost estimates can be expressed in labor hours, number of equipment hours, or currency valuations

NEW QUESTION 29
To whom does the project manager report?

Only to organization’s top management

Key stakeholders

Project sponsor and project board

NEW QUESTION 30
An organization has recently initiated a project within a program. When defining the project organization structure, the head of the organization decided that the project sponsor would report to and seek direction from the program manager, who would act as the sponsoring organization with a higher-level authority. Is this acceptable?

Yes, for projects within a program, the representative of the sponsoring organization can be the program manager

No, since the program manager should report to the project sponsor

No, the project sponsor should always report to the top management, who represents the sponsoring organization that acts as a higher-level authority

NEW QUESTION 31
What should the project manager collect and analyze, among others, to assess the progress of the project?

The status of planned and forecasted stakeholder engagement and communications

The lessons learned from previous, relevant projects

The business case and project initiation document

NEW QUESTION 32
What is the purpose of benefit management?

To assist the sponsoring organization and the customer in realizing the desired benefits of a project from the project’s outcomes

To enable the project to continue to be relevant, justifiable, and beneficial in the organizational context

To ensure that the project still meets the organization’s needs and stakeholder expectations, and that risks are at an acceptable level

NEW QUESTION 33
Who is responsible for the acceptance of quality standards and product quality requirements?

Project manager

Performing organization or customer

Work package leader

NEW QUESTION 34
Among others, how can the project oversight be done?

Through ad hoc escalations and interventions

By appointing more than one project manager

By ensuring that the project plan is being followed in detail

NEW QUESTION 35
Reviewing the lessons learned is one of the steps of project closure. Which of the following activities, among others, is performed during this step?

The recommendations for improvements to be considered in the management of similar and other future projects are defined

The reports and other necessary documentation are stored for audit or other purposes

The performance against the plan and the extent to which objectives were met is assessed

NEW QUESTION 36
What is the purpose of controlling a project?

To monitor and measure performance against the project plan

To ensure that the scope of the project does not change under any circumstances

To authorize the initiation of each stage of the project

NEW QUESTION 37
What are proposal requests?

Requests from the contractor to the supplier to provide solutions for an intricate scope

Requests when the solution is determined and when the price is the sole criterion for choosing the supplier

Requests used to obtain supplier proposals when the buyer needs a proposed solution, approach, or offer for the required work

NEW QUESTION 38
Which digital tools can be used to facilitate the collaboration of the project team?

Agenda management, teleconferencing, document-sharing websites

Planning software, digital collaboration, social media

Both A and B

NEW QUESTION 39
What should the project manager do, among others, to avoid exceeding the project budget?

Eliminate exploitation costs

Retain records of project costs and monitor expenses

Avoid at all costs making changes in the project plan which would require additional costs

NEW QUESTION 40
According to ISO 21502, what does a project plan include, among others?

Scope and risks

Assumptions and constraints

Both A and B

NEW QUESTION 41
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?

Flowchart

Gantt chart

NEW QUESTION 42
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?

Yes, the legal context of stakeholders can be considered when developing the project governance framework

No, DND should consider only its legal context when developing the project governance framework

No, because the legal context of stakeholders is considered only if the project is part of a larger portfolio

NEW QUESTION 43
Which of the following situations indicates a hope creep?

Project team members randomly add elements and features to the deliverables that they believe the client would prefer to have

A project team member works, but does not make progress proportional to their efforts

A member of the project team slips behind schedule, but reports that they are on track, expecting to catch up by the next report deadline

NEW QUESTION 44
Which of the following situations indicates a hope creep?

Project team members randomly add elements and features to the deliverables that they believe the client would prefer to have

A member of the project team slips behind schedule, but reports that they are on track, expecting to catch up by the next report deadline

A project team member works, but does not make progress proportional to their efforts

NEW QUESTION 45
Who should be consulted as part of project management progress evaluations?

Project sponsors and project managers and their teams

Project board and project assurance

Work package leaders only

NEW QUESTION 46
Why is it important to define the project governance and management framework?

To ensure the commitment of project stakeholders

To obtain the approval from the project sponsor to execute the project plan

To provide direction and working methods to the parties involved in the project

NEW QUESTION 47
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:
According to scenario 4, Tom calculated the duration of each work package by determining the early start and early finish dates. Which of the following did Tom use in this case?

Forward pass

Backward pass

Calculation float