Free CIPS L5M8 Practice Exam with Questions & Answers | Set: 2

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.

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.

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

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.

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.

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).

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.

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.