CIPS L5M8 - Project and Change Management

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.

Critical Chain Project Management (CCPM)eliminates individual tasksafety buffers, consolidating them into a singleproject bufferto reduce delays and improve efficiency.

InSMART objectives, “time-bound” refers to setting adeadlineor timeframe. Cleo’s inclusion of the end of the financial year defines clear timing.

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.

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

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.

Open-ended changeoccurs whenoutcomes cannot be predicteddue to novelty or lack of precedent. There isno reliable datato forecast consequences, unlikecontained(partially known) orclosed(fully known) changes.

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