L5M8 Sample Questions Answers

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.

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.

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

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.

Summative evaluationassesseseffectiveness and outcomesagainst predefined measures once a change has been implemented (and as benefits are realised).Processevaluation focuses on “how” the change was implemented;ROIis purely financial.

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).

InGreiner’s growth phases, thecollaborationphase addresses bureaucratic overload usingteamwork, interpersonal collaboration, and flexible structures (e.g., matrix). It follows creative → direction → delegation → coordination →collaboration.

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).

Moving fromcreative(entrepreneurial) todirection(more formalised) triggers aleadership crisisin Greiner’s model—founders need to adopt more formal management or introduce professional managers.

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.

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.

In theconvergencephase, products/services becomestandardised, competition intensifies, and firms seekcost efficiency.Mergers and acquisitionsincrease as companies consolidate to sustain market position.

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.

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 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.

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.

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

The guide recommendsearly involvement of subcontractorsin complex projects. This ensures clarity in expectations, communication, and alignment before execution, enhancing performance and collaboration.

Theinitiation stagefollows the strategic stage in the project lifecycle. Here, project approval is granted, thekick-off meetingoccurs, and abudgetis formally assigned. This ensures stakeholder alignment before detailed planning begins.

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

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