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.

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.

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.

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

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.

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

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

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.

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.

Resource allocation syndrome, as described by Engwall and Jerbrant, occurs whenmultiple projects compete for limited resourcesin multi-project environments. The shortage leads to delays and conflicts between project teams.

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).

Participative evolutionentails incremental change with employee support. Effective application requires aconsultative leadership styleto involve and engage people so they back the change. Tight timescales or large budgets are not defining necessities.

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

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

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.

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.

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

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

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

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