CIPS L5M8 問題練習

Question No : 1
Yes Ltd is a consultancy organisation running many projects simultaneously. Fiona, the CEO, claims that all projects should use project management software. Is this correct?

• A.yes C software will ensure projects are delivered to timescales and budgets
• B.yes C all projects require the use of software to track data
• C.no C the use of software may not be required for smaller projects
• D.no C software should never be used as a project management tool

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正解:
Explanation:
The guide explains that software should only be used if it adds value to project control and efficiency.
For small, low-complexity projects, it might be unnecessary or uneconomical.
Reference: CIPS L5M8 Study Guide, p.71.

Question No : 2
In the project lifecycle, which of the following stages is completed last?

• A.control
• B.co-ordination
• C.closure
• D.review

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正解:
Explanation:
The final step in the lifecycle is the review stage, following closure. It evaluates project success against objectives and captures lessons learned for future improvement.
Reference: CIPS L5M8 Study Guide, p.66.

Question No : 3
The Critical Chain Methodology of project management removes what from a project in order to improve efficiencies?

• A.redundant resources including personnel
• B.buffer time in task stages
• C.budget constraints
• D.number of tasks

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正解:
Explanation:
Critical Chain Project Management (CCPM) eliminates individual task safety buffers, consolidating
them into a single project buffer to reduce delays and improve efficiency.
Reference: CIPS L5M8 Study Guide, pp.58C61.

Question No : 4
Michael is the head of the Steering Committee at ABC Consultancy and must allocate resources to several projects. One project is suffering delays due to lack of staff. Should Michael reallocate resources to this project?

• A.yes C resources should always be allocated depending on timescales
• B.yes C all resources should be diverted to this project until it is complete
• C.no C this may increase competition and animosity between project teams
• D.no C delays are always unavoidable in project management

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正解:
Explanation:
The guide advises against diverting resources to one delayed project, as this can create competition and resentment across teams and may cause a domino effect of further delays. Balanced prioritisation is required.
Reference: CIPS L5M8 Study Guide, p.49.

Question No : 5
Which of the following is a root cause of 'resource allocation syndrome'?

• A.not enough resource is available to complete several projects at once
• B.resources are underused
• C.team members do not wish to finish projects
• D.lack of funding for projects

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正解:
Explanation:
Resource allocation syndrome, as described by Engwall and Jerbrant, occurs when multiple projects compete for limited resources in multi-project environments. The shortage leads to delays and conflicts between project teams.
Reference: CIPS L5M8 Study Guide, p.48.

Question No : 6
According to Cox’s Stepladder of Relationships, which of the following sits outside of ‘procurement and supply relationships’?

• A.preferred supplier
• B.single sourcing
• C.mergers and acquisitions
• D.strategic alliance

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正解:
Explanation:
In Cox’s Stepladder model, mergers and acquisitions are not part of buyerCsupplier relationship levels. They are described as a core competency, representing full organisational integration beyond contractual relationships.
Reference: CIPS L5M8 Study Guide, p.40.

Question No : 7
Ian is a Project Manager for a large construction project involving the building of a new hospital. A complex supply network is involved which includes the use of several subcontractors.
Which of the following would be the best method for dealing with subcontractors for this project?

• A.involve subcontractors early on in the planning stage
• B.focus on price and have a transactional relationship with subcontractors
• C.ensure all communication with subcontractors is via the tier-one suppliers
• D.closely manage subcontractors by using KPIs and holding regular meetings with them

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正解:
Explanation:
The guide recommends early involvement of subcontractors in complex projects. This ensures clarity in expectations, communication, and alignment before execution, enhancing performance and collaboration.
Reference: CIPS L5M8 Study Guide, p.32.

Question No : 8
The influence of the supply chain network can enable an organisation to benefit from increased
absorptive capacity.
What is meant by 'absorptive capacity'?

• A.agility within the organisation to respond quickly to change
• B.the capability to deal with fluctuations in prices
• C.the capacity to work with a larger volume of supply network partners
• D.the ability to apply new information and add value to the organisation

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正解:
Explanation:
Absorptive capacity is the organisation’s ability to recognise, assimilate, and apply new knowledge from external partners to improve performance and add value.
Reference: CIPS L5M8 Study Guide, p.29.

Question No : 9
The analysis of roles, relationships and interdependencies within the supply chain network requires evaluation only at the start of a project. Is this correct?

• A.yes C this allows for shared processes and pooled resources
• B.yes C it is important to analyse the supply chain network before a project commences using the RACI model
• C.no C this should be evaluated several times throughout the lifetime of the project
• D.no C there is no requirement to analyse this as it will not affect the project’s performance

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正解:
Explanation:
The CIPS guide highlights that supply network roles and relationships evolve during project execution. Therefore, they must be reviewed regularly, not just initially, to maintain alignment and manage interdependencies effectively.
Reference: CIPS L5M8 Study Guide, p.26.

Question No : 10
At which stage of the project lifecycle is a kick-off meeting usually held and the project is assigned a budget?

• A.strategic stage
• B.initiation stage
• C.planning stage
• D.design stage

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正解:
Explanation:
The initiation stage follows the strategic stage in the project lifecycle. Here, project approval is granted, the kick-off meeting occurs, and a budget is formally assigned. This ensures stakeholder alignment before detailed planning begins.
Reference: CIPS L5M8 Study Guide, p.18.

Question No : 11
XYZ Ltd is running a new project examining a possible expansion of its current offering. The project lead has identified stakeholders to keep up-to-date. One stakeholder has high power but low interest.
Which communication strategy is most appropriate?

• A.minimal effort
• B.keep informed
• C.keep satisfied
• D.key player

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正解:
Explanation:
Using the Mendelow matrix: stakeholders with high power/low interest should be kept satisfied― engage sufficiently to maintain support without over-loading them.
Reference: CIPS L5M8 Study Guide, pp.8C9.

Question No : 12
Which of the following are often considered the success factors for a project? Select TWO

• A.large budget
• B.well planned
• C.well-defined objectives and requirements
• D.strong management of external stakeholders

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正解:
Explanation:
Core success factors highlighted include robust planning and clear, well-defined objectives/requirements. Projects don’t inherently need large budgets to be successful, and external stakeholders may not always be central.
Reference: CIPS L5M8 Study Guide, p.3 (Varejão/CIPS discussion of success factors).

Question No : 13
Which of the following describes a change in which there is a series of rapid and simultaneous changes, fundamentally altering the way a business functions?

• A.evolution
• B.adaptation
• C.revolution
• D.reconstruction

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正解:
Explanation:
Reconstruction involves rapid, often concurrent changes that significantly shift the organisation’s functioning (distinct from evolution/adaptation’s incrementalism and from a single radical revolution).
Reference: CIPS L5M8 Study Guide, p.89 (see pp.88C100 for the four types).

Question No : 14
At Playground Incorporated there is a particular project management structure in which a traditional hierarchical structure is used. When a project requires multiple departments, each department completes its aspect and then passes it along to the next. There is no need for an overarching Project Manager.
What type of structure is this?

• A.functional
• B.projectized
• C.matrix
• D.downstream

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正解:
Explanation:
A functional structure delivers projects through departmental silos (line hierarchy), handing work between functions; coordination is via line managers rather than a single project manager.
Reference: CIPS L5M8 Study Guide, p.173.

Question No : 15
Rachel is the Executive of a Project Board and is tasked with creating a Project Initiation Document (PID).
Which of the following is TRUE about this document? Select TWO

• A.it is created once at the beginning of the project and reviewed at the end
• B.it is created before the project takes place but can be edited during the project
• C.it includes only the positive aspects of the project such as what the project will achieve
• D.it includes both positive and negative aspects of the project including constraints and risks

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正解:
Explanation:
A PID is produced before delivery but can be updated as the project evolves. It should cover scope, objectives, constraints, risks, assumptions―i.e., both positive and negative aspects.
Reference: CIPS L5M8 Study Guide, pp.170C172.