Free and Premium CIPS L5M8 Dumps Questions Answers

Alate deliveryby suppliers can directlydelay project timelines, representing asupply chain risk. The other options are internal project management risks, not supply chain-based.

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

Ajoint ventureis specifically defined by forming anew legal entityowned by the participants for a defined purpose.

This isFinish-to-Start with Lead: Activity 2 begins slightlybeforeActivity 1 ends (overlap).Lagwould indicate a delay or gap;leadindicates an early start/overlap.

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).

Temporal complexitystems fromturbulent, time-varying external conditions(e.g., pandemic lockdowns) that disrupt plans. Structural = many components/links; technical = uncertainty about how to do it; directional = unclear goals/scope.

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.

RACIcharts responsibility and communication roles (Responsible, Accountable, Consulted, Informed) for tasks/decisions. SWOT is strategic analysis; Gantt is scheduling; PRINCE2 is a methodology.

TheCritical Path Method (CPM)identifies the sequence of tasks that determine total project duration. It provides arealistic time estimateand indicates bothshortest and longestcompletion possibilities, guiding scheduling decisions.

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.

Soft problemsare complex, large-scale, people/culture-oriented, and long-term with ambiguous boundaries. Acultural shiftaffecting customer behaviour fits this, unlike the discrete, technical/operational “hard” issues in A, C, and D.

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.

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

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.

AMonte Carlo Analysisis a quantitativerisk simulationtechnique. It models uncertainty by running many scenarios to estimate potential outcomes for cost, time, or other risk variables.

ISO 26000provides global guidance onsocial responsibility, addressing seven key areas: governance, human rights, labour practices, environment, fair operating practices, consumer issues, and community development.

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.

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.

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.

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.

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

AProject Reportis concise (1–2 pages), highlightingcurrent project status (RAG rating)andkey issues/risks. Thestakeholder management planbelongs in the Project Initiation Document, not in progress reports.

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.

Subcontractorstypically sit attier 2/3, so they arenot primary (tier-1) members. However, theydoinfluence value creation and project success, so D is incorrect.