L5M8 Questions and Answers

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.

Moving fromcreative(entrepreneurial) todirection(more formalised) triggers aleadership crisisin Greiner’s model—founders need to adopt more formal management or introduce professional managers.

TheExecutiveserves as thesingle point of accountability,manages conflicts of interest, andappoints board members.Senior Userpromotes user outcomes;Senior Supplierrepresents designers/developers.

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

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

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.

TheChange Cycle(Salerno and Brock) followsLoss → Doubt → Discomfort → Discovery → Understanding → Integration. Early stages involve emotional loss and uncertainty before adjustment begins.

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).

AMonte Carlo Analysisis a quantitativerisk simulationtechnique. It models uncertainty by running many scenarios to estimate potential outcomes for cost, time, or other risk variables.

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.

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

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

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

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.

These areinternal negative factors, classed asweaknessesin a SWOT.Strengths/weaknessesare internal;opportunities/threatsare external. Competitor advantage, though external, is perceived here as a benchmark highlighting internal weakness.

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

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.

Subcontractorstypically sit attier 2/3, so they arenot primary (tier-1) members. However, theydoinfluence value creation and project success, so D is incorrect.

Evolutionary changeis gradual and low-intensity, which may cause aloss of urgency or momentum, leaving some individuals disengaged or resistant due to lack of visible progress.

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

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