CIPS L5M8 Project and Change Management Exam Practice Test

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

InGreiner’s growth phases, thecollaborationphase addresses bureaucratic overload usingteamwork, interpersonal collaboration, and flexible structures (e.g., matrix). It follows creative → direction → delegation → coordination →collaboration.

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

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.

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

Force Field Analysis(developed by Kurt Lewin) mapsdriving and restraining forcesfor change — identifyingstakeholders or factors supporting vs. opposingthe change, thus revealing feasibility and focus areas.

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.

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).

RACIis a project responsibility/communication tool that clarifies who isResponsible, Accountable, Consulted, and Informedfor each task or decision—i.e., who’s involved and how they are engaged/communicated with.Mendelowmaps power/interest (not communication roles).Kraljicis a portfolio sourcing matrix.STEEPLED/PESTscans the macro-environment.

TheTriple Bottom Line (TBL)measures organisational sustainability by assessing impact onPeople,Planet, andProfit. It extends success evaluation beyond financial metrics to include social and environmental outcomes.

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.

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.

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).

Summative evaluationassesseseffectiveness and outcomesagainst predefined measures once a change has been implemented (and as benefits are realised).Processevaluation focuses on “how” the change was implemented;ROIis purely financial.

The guide advises against diverting resources to one delayed project, as this cancreate competition and resentmentacross teams and may cause a domino effect of further delays. Balanced prioritisation is required.

Lewin’s classic model frames change asUnfreeze → Change → Refreeze. The first step isunfreezing, preparing the organisation/people to move away from the current state before making and stabilising the change.

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.

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

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

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

The guide advises definingrisk thresholds—acceptable limits of exposure—based on organisational appetite. This ensures balanced risk-taking without being reckless, maintaining strategic alignment.

Aprogrammeis a coordinated set ofmultiple projectsdelivering broader organisational change, whereas aprojectdelivers specific outputs/objectives. Programme managers hold the moreholisticview.

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

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.

AWBSdecomposes project deliverables into smaller components, clarifyingwhat will be producedand how each part contributes to the overall outcome—i.e., itdefines what the project will accomplishand gives visibility of expected results at each level.

TheChange Cyclemoves fromloss → doubt → discomfort → discovery → understanding → integration. Since Lucy is in the “doubt” phase, her next stage will bediscomfort, where uncertainty and anxiety peak before adaptation begins.