L5M8 Practice Exam Questions with Answers Project and Change Management Certification

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

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.

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

Aninterchange costarises when there is inefficiency or delay between process stages in the value stream. In Lean thinking, ideal flow minimises these gaps to improve cycle time and efficiency.

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

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.

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.

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

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

The guide emphasises thatan Executive role should still be assigned and engaged even on small/simple projects, maintaining communication with the Project Manager; they are jointly the most important roles.

Anexogenousdriver of change originatesoutsidethe organisation. Atax rate increaseis an external policy change; the other options are internal.

Value Stream Mapping (VSM)charts all activities in the end-to-end flow to distinguishvalue-adding vs. non-value-addingsteps andreduce wastein the process.

Aconsortium(collaborative grouping without forming a new legal entity) canexpand bidding capacityto access larger contracts and may involvelow capitalcommitment relative to alternatives. Creating anew legal entitycharacterises ajoint venture.

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.

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.

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

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).

Goalsare the high-level, long-term aspirations.Objectives, by contrast, areshort-term, specific, measurable stepsthat support those goals (e.g., increasing sales by 10% within 12 months).

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.