L5M8 Project and Change Management Questions and Answers

Amandatory dependencyislegally or logically required— in this case, the statutory 10-day “standstill” under public procurement law. Other types:external(outside factors),discretionary(team choice),internal(organisational processes).

A project formallycloses when its success criteria are met— that is, when intended outputs and objectives are achieved (or declared complete). Closure should not depend solely on time or budget constraints.

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).

Critical Chain Project Management (CCPM)eliminates individual tasksafety buffers, consolidating them into a singleproject bufferto reduce delays and improve efficiency.

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.

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

For large/complex initiatives,Senior UsersandSenior Suppliersare commonly represented (e.g., via user and supplier advisory groups) to reflect those affected and those providing key deliverables.

RACIcharts responsibility and communication roles (Responsible, Accountable, Consulted, Informed) for tasks/decisions. SWOT is strategic analysis; Gantt is scheduling; PRINCE2 is a methodology.

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.

Resource allocation syndrome, as described by Engwall and Jerbrant, occurs whenmultiple projects compete for limited resourcesin multi-project environments. The shortage leads to delays and conflicts between project teams.

AGantt chartvisually maps activities againsttimeto show sequencing and overlap of tasks. It’s used for scheduling, tracking progress, and identifying dependencies.

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

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

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

InGreiner’s growth model, the first stage —Creative Evolution— is characterised byentrepreneurial energy,informal communication, andfounder-led creativitytypical of start-ups.

In CIPS L5M8, change agents include types such asspecialist(selected for subject-matter expertise and credibility),enforcer(uses authority),transformer(visionary catalyst), andindependent(external/neutral). Darryl is chosenbecause of his expertiseand credibility to bring colleagues on side—this aligns with thespecialistprofile.

Clearobjectivesin the PIDmotivate/align the teamand helpdecompose the workinto manageable tasks. They are not “rules,” and financial outcomes are not guaranteed or the sole purpose.

Thecritical pathidentifies thesequence of tasks with the longest total duration, determining the shortest possible completion time for the project.

The CIPS guide highlights thatsupply network roles and relationshipsevolve during project execution. Therefore, they must bereviewed regularly, not just initially, to maintain alignment and manage interdependencies effectively.

Core success factors highlighted includerobust planningandclear, well-defined objectives/requirements. Projects don’t inherently needlarge budgetsto be successful, and external stakeholders may not always be central.

Temporal complexitystems fromturbulent, time-varying external conditions(e.g., pandemic lockdowns) that disrupt plans. Structural = many components/links; technical = uncertainty about how to do it; directional = unclear goals/scope.

This isFinish-to-Start with Lead: Activity 2 begins slightlybeforeActivity 1 ends (overlap).Lagwould indicate a delay or gap;leadindicates an early start/overlap.

APIDis produced before delivery but can beupdatedas the project evolves. It should coverscope, objectives, constraints, risks, assumptions—i.e., bothpositive and negativeaspects.