CIPS L5M8 Project and Change Management Exam Practice Test

Alarge, already-occurred external eventcalls forreactiveresponse; given its magnitude, the change must betransformationalrather than incremental.

ISO 26000provides global guidance onsocial responsibility, addressing seven key areas: governance, human rights, labour practices, environment, fair operating practices, consumer issues, and community development.

Clayton’s “Big 6” characteristics areinterest, impact, needs, attitude, power, and influence. “Money” and “status” are not listed directly (they may inform power/influence but aren’t core analysis headings).

The final step in the lifecycle is thereview stage, following closure. It evaluates project success against objectives and captures lessons learned for future improvement.

Reconstructioninvolvesrapid, often concurrent changesthat significantly shift the organisation’s functioning (distinct from evolution/adaptation’s incrementalism and from a single radical revolution).

TheBoard/Steering Grouphas ultimate accountability; itauthorises initiationandapproves major decisions/deviationsduring delivery. Budgeting and staffing are typically managed via other governance routes/roles.

AnEntropy eventrepresents externalchaos or disorderbeyond management control — e.g.,natural disasters (force majeure). Such events demand flexible, creative, and resilient leadership responses.

InSMART objectives, “time-bound” refers to setting adeadlineor timeframe. Cleo’s inclusion of the end of the financial year defines clear timing.

The “project management triangle” (cost–time–quality) is most strained duringunplanned changeevents. Adjusting one constraint (e.g., deadline) affects others (e.g., cost, scope).

Freeman’s typology identifies categories such asowners,managers,employees,suppliers,customers, andlocal communityas primary stakeholders with influence. From the list provided,owners, suppliers, managersalign with that set.

EvolutionandAdaptationboth representincremental change— gradual, continuous improvements. In contrast,RevolutionandReconstructionaresimultaneous or transformationalin nature.

Abaselinecaptures the originalscope–time–costmodel—the“optimal” start pointfor how the project should run. It is later used to compare actual performance and assess variance; it is not primarily a blame tool nor a sign-off mechanism.

Thecontrol stageensures that resources, people, and materials areavailable when needed, that progress is monitored, and that corrective actions are taken when deviations occur. It focuses on resource flow and issue resolution — not strict adherence to plan, since projects often evolve.

Personal powerderives from individual traits, relationships and credibility (e.g., being well-liked and influential). This contrasts withpositional(formal authority),expert(knowledge), andnegative(ability to obstruct).

AProject Reviewis an evaluative learning exercise focusing onreflection(lessons learned) andlong-term impactassessment. It promotes organisational learning and improvement for future projects.

AMultiple Cause Diagramhelps teamsvisualise complex, interconnected factors, encouragingopen discussionabout drivers behind changes and areas requiring action. This suits a context with morale issues and confusion about causes.

Reactions to changevaryby person;low(not high) self-efficacy correlates with fear/avoidance. True elements include:negative emotions(e.g., fear) often drive resistance; resistance may bepassive(avoidance, delay); managers shouldsupport and guideindividuals through the change journey.

The guide recommendsearly involvement of subcontractorsin complex projects. This ensures clarity in expectations, communication, and alignment before execution, enhancing performance and collaboration.

Hire purchaseinvolves staged payments with anoption to ownthe asset at the end (often via afinal/balloonpayment). Finance/operating leases don’t necessarily transfer ownership.

Lean and Six Sigma typically driveincremental, continuous improvementsto processes. L5M8 categorises this asadaptation—ongoing, small-scale changes rather than radical overhauls.

A risk assessment quantifieslikelihood (probability)andseverity (impact), assigning scores that help prioritise mitigation actions.Typeandownerare qualitative factors.

Arealistic business caseshouldclearly outline risks and concernswith contingencies, so leaders can judge whether benefits outweigh risks and avoid surprise later.

TheGoal Griddistinguishes whether outcomes are good/bad and whether they already exist or not, yielding four categories:Achieve, Preserve, Avoid, Eliminate.

AProject Reportis concise (1–2 pages), highlightingcurrent project status (RAG rating)andkey issues/risks. Thestakeholder management planbelongs in the Project Initiation Document, not in progress reports.

The guide explains thatsoftware should only be used if it adds valueto project control and efficiency. For small, low-complexity projects, it might beunnecessary or uneconomical.