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EXAM DUMPS
CIPS L5M8 28% OFF Automatically For You Project and Change Management
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1.Darryl is a Project Manager at CCC Company and has been tasked to introduce a change. The change will be brought about incrementally and Darryl has been chosen to lead on this due to his expertise in the subject matter. The Company is hoping that due to Darryl's credibility, the staff at CCC will embrace the proposed changes. What type of 'change agent' is Darryl? A. transformer B. specialist C. enforcer D. independent Answer: B Explanation: In CIPS L5M8, change agents include types such as specialist (selected for subjectmatter expertise and credibility), enforcer (uses authority), transformer (visionary catalyst), and independent (external/neutral). Darryl is chosen because of his expertise and credibility to bring colleagues on side?this aligns with the specialist profile. Reference: CIPS L5M8 Study Guide, p.133.
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2.Participative Evolution is a change model which requires which of the following in order to be effective? A. tight timescales B. political capital C. consultative style of leadership D. large budget Answer: C Explanation: Participative evolution entails incremental change with employee support. Effective application requires a consultative leadership style to involve and engage people so they back the change. Tight timescales or large budgets are not defining necessities. Reference: CIPS L5M8 Study Guide, p.91.
3.Zoo Ltd uses Lean manufacturing techniques and Six Sigma in order to improve process efficiencies. What type of changes would you expect to see at this organisation? A. evolution B. adaptation (spelling corrected from “adaption”) C. revolution D. reconstruction Answer: B Explanation: Lean and Six Sigma typically drive incremental, continuous improvements to
processes. L5M8 categorises this as adaptation?ongoing, small-scale changes rather than radical overhauls. Reference: CIPS L5M8 Study Guide, p.93.
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4.Which of the following is an example of an exogenous disruption that stimulates the requirement for change within an organisation? A. company restructure B. pressure to increase revenue C. increase in tax rate D. change of management Answer: C Explanation: An exogenous driver of change originates outside the organisation. A tax rate increase is an external policy change; the other options are internal. Reference: CIPS L5M8 Study Guide, p.104.
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5.What is the name of the evolutionary stage in a company's development in which an organisation overcomes the burden of bureaucracy through the use of interpersonal communication and the introduction of a new organisational design such as a matrix structure? A. direction evolution B. collaboration evolution C. co-ordination evolution D. creative evolution Answer: B Explanation: In Greiner’s growth phases, the collaboration phase addresses bureaucratic overload using teamwork, interpersonal collaboration, and flexible structures (e.g., matrix). It follows creative ? direction ? delegation ? coordination ? collaboration. Reference: CIPS L5M8 Study Guide, p.105.
6.Baby Socks Ltd is a retailer which is currently growing and expanding. Originally a start-up, the company is now transitioning into a more mature and functional organisation. More staff have been hired and lower-level managers will now need to take accountability for some business decisions. As the company evolves into the new structure, which of the following is likely to be a cause of crisis at the organisation? A. leadership B. red tape
C. intellectual property D. wider marketplace Answer: A Explanation: Moving from creative (entrepreneurial) to direction (more formalised) triggers a leadership crisis in Greiner’s model?founders need to adopt more formal management or introduce professional managers. Reference: CIPS L5M8 Study Guide, p.106.
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7.Benito is a Team Leader within a large manufacturing organisation which has recently gone through a company-wide restructure. As well as changes to staffing levels, new Operating Procedures have been brought in and Benito has noticed that his team has lost morale and doesn't understand the motivations behind the changes. Which of the following tools would be useful for Benito to use with his team? A. SWOT analysis B. STEEPLE analysis C. Force Field Analysis D. Multiple Cause Diagram Answer: D Explanation: A Multiple Cause Diagram helps teams visualise complex, interconnected factors, encouraging open discussion about drivers behind changes and areas requiring action. This suits a context with morale issues and confusion about causes. Reference: CIPS L5M8 Study Guide, p.116.
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8.A large unpredicted event has occurred in the external environment which has affected Company X. Which of the following change responses would be most appropriate to this situation? A. incrementalCreactive change B. incrementalCproactive change C. proactiveCtransformational change D. reactiveCtransformational change Answer: D Explanation: A large, already-occurred external event calls for reactive response; given its magnitude, the change must be transformational rather than incremental. Reference: CIPS L5M8 Study Guide, p.124.
9.Which of the following statements about individuals' resistance to change are TRUE? Select THREE
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A. change is experienced equally by individuals B. an individual with high levels of self-efficacy will likely fear change C. resistance to change is driven by negative emotions such as fear D. resistance to change can include passive actions such as not replying to emails E. managers should support individuals through the process of change Answer: C, D, E Explanation: Reactions to change vary by person; low (not high) self-efficacy correlates with fear/avoidance. True elements include: negative emotions (e.g., fear) often drive resistance; resistance may be passive (avoidance, delay); managers should support and guide individuals through the change journey. Reference: CIPS L5M8 Study Guide, pp.126C127.
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10.Freeman defines six stakeholder categories who are able to influence the success of a project. Select THREE A. owners B. creditors C. suppliers D. managers E. government Answer: A, C, D Explanation: Freeman’s typology identifies categories such as owners, managers, employees, suppliers, customers, and local community as primary stakeholders with influence. From the list provided, owners, suppliers, managers align with that set. Reference: CIPS L5M8 Study Guide, p.5.
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11.In Lewin's 3 stage Change Model, which is the first stage? A. unfreeze B. loss C. denial D. disrupt Answer: A Explanation: Lewin’s classic model frames change as Unfreeze ? Change ? Refreeze. The first step is unfreezing, preparing the organisation/people to move away from the current state before making and stabilising the change. Reference: CIPS L5M8 Study Guide, pp. 136C137 (overview of change models including Lewin).
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12.Leo is a well-loved middle manager at a financial organisation. He has been selected to lead a Change Project as the senior leadership team are confident that he will be able to motivate others within the company of the need for change. What type of power is Leo likely to hold? A. positional B. expert C. personal D. negative Answer: C Explanation: Personal power derives from individual traits, relationships and credibility (e.g., being well-liked and influential). This contrasts with positional (formal authority), expert (knowledge), and negative (ability to obstruct). Reference: CIPS L5M8 Study Guide, p.139.
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13.Monika has created a Goal Grid to map the goals and objectives of a change she wishes to implement in the Procurement Department. The Grid has 4 categories, what would these be? A. achieve, preserve, avoid, eliminate B. review, direct, initiate, stop C. continue, cease, improve, avoid D. strengths, weaknesses, opportunities, threats Answer: A Explanation: The Goal Grid distinguishes whether outcomes are good/bad and whether they already exist or not, yielding four categories: Achieve, Preserve, Avoid, Eliminate. Reference: CIPS L5M8 Study Guide, p.141.
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14.When would a company use Value Stream Mapping? A. to ensure a project runs to timescale B. to reduce waste C. to map the effect of a change D. to ensure products are value for money for the customer Answer: B Explanation: Value Stream Mapping (VSM) charts all activities in the end-to-end flow to distinguish value-adding vs. non-value-adding steps and reduce waste in the process. Reference: CIPS L5M8 Study Guide, p.147.
15.Claude is a manager at Sunnyside Ltd and wishes to run a small project in the
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procurement department. The project will initiate a small incremental change and will have a short timescale. Because of the size of the project Claude doesn't believe he will need to assign an Executive to the project. Is this correct? A. yes C executives are only required for long-term projects B. yes C executives are only required for high-profile or far-reaching projects C. no C an Executive should still be assigned and communicate regularly D. no C Claude is the Executive of the project Answer: C Explanation: The guide emphasises that an 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. Reference: CIPS L5M8 Study Guide, p.162.
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16.Rachel is the Executive of a Project Board and is tasked with creating a Project Initiation Document (PID). Which of the following is TRUE about this document? Select TWO A. it is created once at the beginning of the project and reviewed at the end B. it is created before the project takes place but can be edited during the project C. it includes only the positive aspects of the project such as what the project will achieve D. it includes both positive and negative aspects of the project including constraints and risks Answer: B, D Explanation: A PID is produced before delivery but can be updated as the project evolves. It should cover scope, objectives, constraints, risks, assumptions?i.e., both positive and negative aspects. Reference: CIPS L5M8 Study Guide, pp.170C172.
17.At Playground Incorporated there is a particular project management structure in which a traditional hierarchical structure is used. When a project requires multiple departments, each department completes its aspect and then passes it along to the next. There is no need for an overarching Project Manager. What type of structure is this? A. functional B. projectized C. matrix D. downstream Answer: A Explanation:
A functional structure delivers projects through departmental silos (line hierarchy), handing work between functions; coordination is via line managers rather than a single project manager. Reference: CIPS L5M8 Study Guide, p.173.
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18.Which of the following describes a change in which there is a series of rapid and simultaneous changes, fundamentally altering the way a business functions? A. evolution B. adaptation C. revolution D. reconstruction Answer: D Explanation: Reconstruction involves rapid, often concurrent changes that significantly shift the organisation’s functioning (distinct from evolution/adaptation’s incrementalism and from a single radical revolution). Reference: CIPS L5M8 Study Guide, p.89 (see pp.88C100 for the four types).
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19.Which of the following are often considered the success factors for a project? Select TWO A. large budget B. well planned C. well-defined objectives and requirements D. strong management of external stakeholders Answer: B, C Explanation: Core success factors highlighted include robust planning and clear, well-defined objectives/requirements. Projects don’t inherently need large budgets to be successful, and external stakeholders may not always be central. Reference: CIPS L5M8 Study Guide, p.3 (Varejão/CIPS discussion of success factors).
20.XYZ Ltd is running a new project examining a possible expansion of its current offering. The project lead has identified stakeholders to keep up-to-date. One stakeholder has high power but low interest. Which communication strategy is most appropriate? A. minimal effort B. keep informed C. keep satisfied D. key player
Answer: C Explanation: Using the Mendelow matrix: stakeholders with high power/low interest should be kept satisfied? engage sufficiently to maintain support without over-loading them. Reference: CIPS L5M8 Study Guide, pp.8C9.
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21.At which stage of the project lifecycle is a kick-off meeting usually held and the project is assigned a budget? A. strategic stage B. initiation stage C. planning stage D. design stage Answer: B Explanation: The initiation stage follows the strategic stage in the project lifecycle. Here, project approval is granted, the kick-off meeting occurs, and a budget is formally assigned. This ensures stakeholder alignment before detailed planning begins. Reference: CIPS L5M8 Study Guide, p.18.
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22.The analysis of roles, relationships and interdependencies within the supply chain network requires evaluation only at the start of a project. Is this correct? A. yes C this allows for shared processes and pooled resources B. yes C it is important to analyse the supply chain network before a project commences using the RACI model C. no C this should be evaluated several times throughout the lifetime of the project D. no C there is no requirement to analyse this as it will not affect the project’s performance Answer: C Explanation: The CIPS guide highlights that supply network roles and relationships evolve during project execution. Therefore, they must be reviewed regularly, not just initially, to maintain alignment and manage interdependencies effectively. Reference: CIPS L5M8 Study Guide, p.26.
23.The influence of the supply chain network can enable an organisation to benefit from increased absorptive capacity. What is meant by 'absorptive capacity'? A. agility within the organisation to respond quickly to change B. the capability to deal with fluctuations in prices
C. the capacity to work with a larger volume of supply network partners D. the ability to apply new information and add value to the organisation Answer: D Explanation: Absorptive capacity is the organisation’s ability to recognise, assimilate, and apply new knowledge from external partners to improve performance and add value. Reference: CIPS L5M8 Study Guide, p.29.
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24.Ian is a Project Manager for a large construction project involving the building of a new hospital. A complex supply network is involved which includes the use of several subcontractors. Which of the following would be the best method for dealing with subcontractors for this project? A. involve subcontractors early on in the planning stage B. focus on price and have a transactional relationship with subcontractors C. ensure all communication with subcontractors is via the tier-one suppliers D. closely manage subcontractors by using KPIs and holding regular meetings with them Answer: A Explanation: The guide recommends early involvement of subcontractors in complex projects. This ensures clarity in expectations, communication, and alignment before execution, enhancing performance and collaboration. Reference: CIPS L5M8 Study Guide, p.32.
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25.According to Cox’s Stepladder of Relationships, which of the following sits outside of ‘procurement and supply relationships’? A. preferred supplier B. single sourcing C. mergers and acquisitions D. strategic alliance Answer: C Explanation: In Cox’s Stepladder model, mergers and acquisitions are not part of buyerCsupplier relationship levels. They are described as a core competency, representing full organisational integration beyond contractual relationships. Reference: CIPS L5M8 Study Guide, p.40.
26.Which of the following is a root cause of 'resource allocation syndrome'? A. not enough resource is available to complete several projects at once
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B. resources are underused C. team members do not wish to finish projects D. lack of funding for projects Answer: A Explanation: Resource allocation syndrome, as described by Engwall and Jerbrant, occurs when multiple projects compete for limited resources in multi-project environments. The shortage leads to delays and conflicts between project teams. Reference: CIPS L5M8 Study Guide, p.48.
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