L5M8 Project and Change Management Questions and Answers

Theory-Driven Evaluationseeks to understand thecausal mechanisms—how and whya project achieved (or failed to achieve) results — rather than merely measuring outputs.

Reconstructioninvolvesrapid, often concurrent changesthat significantly shift the organisation’s functioning (distinct from evolution/adaptation’s incrementalism and from a single radical revolution).

Using theMendelow matrix: stakeholders withhigh power/low interestshould bekept satisfied—engage sufficiently to maintain support without over-loading them.

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

Arealistic business caseshouldclearly outline risks and concernswith contingencies, so leaders can judge whether benefits outweigh risks and avoid surprise later.

AProject Reviewis an evaluative learning exercise focusing onreflection(lessons learned) andlong-term impactassessment. It promotes organisational learning and improvement for future projects.

Clearobjectivesin the PIDmotivate/align the teamand helpdecompose the workinto manageable tasks. They are not “rules,” and financial outcomes are not guaranteed or the sole purpose.

AMultiple Cause Diagramhelps teamsvisualise complex, interconnected factors, encouragingopen discussionabout drivers behind changes and areas requiring action. This suits a context with morale issues and confusion about causes.

AMultiple Cause Diagramvisually mapsthe interrelationships of causes and effects, helping teams analysewhy a change or issue has occurredand see the wider system context.

Absorptive capacityis the organisation’s ability torecognise, assimilate, and apply new knowledgefrom external partners to improve performance and add value.

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.

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).

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.

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).

Evolutionary changeis gradual and low-intensity, which may cause aloss of urgency or momentum, leaving some individuals disengaged or resistant due to lack of visible progress.

APIDis produced before delivery but can beupdatedas the project evolves. It should coverscope, objectives, constraints, risks, assumptions—i.e., bothpositive and negativeaspects.

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.

Lean and Six Sigma typically driveincremental, continuous improvementsto processes. L5M8 categorises this asadaptation—ongoing, small-scale changes rather than radical overhauls.

TheBoard/Steering Grouphas ultimate accountability; itauthorises initiationandapproves major decisions/deviationsduring delivery. Budgeting and staffing are typically managed via other governance routes/roles.

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

EvolutionandAdaptationboth representincremental change— gradual, continuous improvements. In contrast,RevolutionandReconstructionaresimultaneous or transformationalin nature.

Core success factors highlighted includerobust planningandclear, well-defined objectives/requirements. Projects don’t inherently needlarge budgetsto be successful, and external stakeholders may not always be central.