L5M8 Project and Change Management Questions and Answers

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

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.

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.

Resource levellingadjusts resource allocations to balancedemand vs. capacity constraintsover time (adding when workload peaks; releasing when it ebbs) to reduce bottlenecks.

Aprogrammeis a coordinated set ofmultiple projectsdelivering broader organisational change, whereas aprojectdelivers specific outputs/objectives. Programme managers hold the moreholisticview.

The guide advises against diverting resources to one delayed project, as this cancreate competition and resentmentacross teams and may cause a domino effect of further delays. Balanced prioritisation is required.

Aconsortium(collaborative grouping without forming a new legal entity) canexpand bidding capacityto access larger contracts and may involvelow capitalcommitment relative to alternatives. Creating anew legal entitycharacterises ajoint venture.

TheChange Cycle(Salerno and Brock) followsLoss → Doubt → Discomfort → Discovery → Understanding → Integration. Early stages involve emotional loss and uncertainty before adjustment begins.

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

Anexogenousdriver of change originatesoutsidethe organisation. Atax rate increaseis an external policy change; the other options are internal.

Afunctionalstructure delivers projects through departmental silos (line hierarchy), handing work between functions; coordination is via line managers rather than a single project manager.

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

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.

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

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).

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.

A risk assessment quantifieslikelihood (probability)andseverity (impact), assigning scores that help prioritise mitigation actions.Typeandownerare qualitative factors.

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.

Lewin’s classic model frames change asUnfreeze → Change → Refreeze. The first step isunfreezing, preparing the organisation/people to move away from the current state before making and stabilising the change.

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.

Clayton’s “Big 6” characteristics areinterest, impact, needs, attitude, power, and influence. “Money” and “status” are not listed directly (they may inform power/influence but aren’t core analysis headings).

AGantt chartvisually maps activities againsttimeto show sequencing and overlap of tasks. It’s used for scheduling, tracking progress, and identifying dependencies.

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.