Free Practice Questions for CIPS L5M8 Exam

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.

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.

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.

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.

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.

Contained changerefers to scenarios where outcomes can bepredicted with a degree of probability, though not with complete certainty. Weather forecasting fits this — not fully certain (like closed change), but predictable through data and modelling.

In Cox’s Stepladder model,mergers and acquisitionsare not part of buyer–supplier relationship levels. They are described as acore competency, representing full organisational integration beyond contractual relationships.

Janusz’sTriple HelixhighlightsInterdependency,Interaction, andIntegrationamong network actors as levers for added value in projects/supply networks.

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.