リアルCIPS L5M8試験問題集には正解90問題と解答があります [Q17-Q34]

リアルCIPS L5M8試験問題集には正解90問題と解答があります

有効なL5M8テスト解答とCIPS L5M8試験PDF問題を試そう

質問 # 17
Which of the following is true of the project life cycle?

• A. in the early phases of a project life cycle, resource needs are usually lowest
• B. in the later phases of the project life cycle, the level of uncertainty is usually the highest
• C. more resources are usually needed during the initial phases of a project than during the middle or final phases
• D. it is much more expensive to make major changes to a project during the earlier phases than the latter phases

正解：D

質問 # 18
Work performance information and cost forecasts are main outputs of the _____ process.

• A. cost pricing
• B. cost estimating
• C. cost budgeting
• D. cost control

正解：D

質問 # 19
The project team must take corrective action if stakeholders with high interest and high power are categorized as _____.

• A. resistant
• B. leading
• C. neutral
• D. supportive

正解：A

質問 # 20
In what way is a Work Breakdown Structure (WBS) useful to a Project Manager?

• A. identifies relevant stakeholders
• B. ensures the project sticks to timelines
• C. controls costs
• D. defines what the project will accomplish

正解：D

解説：
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.
Reference:CIPS L5M8 Study Guide, p.21.

質問 # 21
Enterprise project management softwares are also known as _____ tools of project management software.

• A. low-end
• B. baseline
• C. high-end
• D. midrange

正解：C

質問 # 22
The _____ approach for constructing a WBS involves refining the work into greater and greater levels of detail.

• A. analogy
• B. mind mapping
• C. bottom-up
• D. top-down

正解：D

質問 # 23
The technique for making cost and schedule trade-offs to obtain the greatest amount of schedule compression for the least incremental cost is known as _____.

• A. feeding buffers
• B. crashing
• C. dependency
• D. critical chain scheduling

正解：B

質問 # 24
_____ addresses how well a product or service performs the customer's intended use.

• A. Maintainability
• B. Reliability
• C. Performance
• D. Functionality

正解：C

質問 # 25
The objectives of an organisation are the top-level "wants" of an organisation and are usually non-tangible and long term. Is this correct?

• A. no - objectives are short term, specific and define what a project or department needs to achieve its goals
• B. yes - objectives are set by each department within an organisation
• C. yes - objectives are set at the business strategy level of an organisation
• D. no - objectives are a wish list of things to be achieved

正解：A

解説：
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).
Reference:CIPS L5M8 Study Guide, p.180.

質問 # 26
One of the main outputs of the _____ process are the issue logs.

• A. Planning stakeholder management
• B. Identifying stakeholders
• C. Controlling stakeholder engagement
• D. Managing stakeholder engagement

正解：D

質問 # 27
Earned value management is a tool primarily used in human resource management.

• A. True
• B. False

正解：B

質問 # 28
One of the main reasons why project management is challenging is because of the factor of uncertainty.

• A. True
• B. False

正解：A

質問 # 29
A(n) _____ is a task at the lowest level of the WBS.

• A. objective
• B. deliverable
• C. variance
• D. work package

正解：D

質問 # 30
In organizational culture, people focus refers to _____.

• A. the degree to which rules, policies, and direct supervision are used to oversee and control employee behavior
• B. the degree to which employees are encouraged to be aggressive, innovative, and risk seeking
• C. the degree to which the organization monitors and responds to changes in the external environment
• D. the degree to which management,s decisions take into account the effect of outcomes on employees within the organization

正解：D

質問 # 31
Frog and Duck Ltd is a new enterprise that has just launched in the technology industry. There are few members of staff and communication is therefore informal. Which phase of growth is Frog and Duck Ltd experiencing?

• A. creative evolution
• B. collaboration evolution
• C. directional evolution
• D. co-ordination evolution

正解：A

解説：
InGreiner's growth model, the first stage -Creative Evolution- is characterised byentrepreneurial energy,informal communication, andfounder-led creativitytypical of start-ups.
Reference:CIPS L5M8 Study Guide, p.105.

質問 # 32
During theconvergence phaseof a market lifecycle, which of the following are true?Select TWO

• A. organisations look to deliver products at a reduced cost
• B. there is an increase in customer demands
• C. there are many acquisitions and mergers
• D. there is an increase in variety of products offered

正解：A、C

解説：
In theconvergencephase, products/services becomestandardised, competition intensifies, and firms seekcost efficiency.Mergers and acquisitionsincrease as companies consolidate to sustain market position.
Reference:CIPS L5M8 Study Guide, pp.120-121.

質問 # 33
Which of the following is a benefit for an organisation of joining a consortium?Select TWO

• A. members are able to win bigger contracts that wouldn't otherwise have been available
• B. it may result in additional risk of exposure to liability
• C. it requires no capital outlay
• D. it creates a new legal entity, thus reducing risk for the organisation

正解：A、C

解説：
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.
Reference:CIPS L5M8 Study Guide, p.36.

質問 # 34
......

CIPS L5M8 認定試験の出題範囲：

トピック	出題範囲
トピック 1	Understand the concept of organisational change and how it can be achieved: This section of the exam measures skills of Change Management Specialists and covers the core concepts and types of organisational change, including evolutionary, adaptive, revolutionary, and reconstructive change. It examines how internal and external factors such as SWOT and PEST analyses, innovation, and management restructuring, drive transformation. Learners evaluate how organisations respond to change, including resistance, skepticism, and the need to maintain progress during turbulent environments. It also addresses methods for managing and sustaining change through communication, empowerment, incremental adjustments, and lean methodologies, while distinguishing between hard and soft change processes.
トピック 2	Understand approaches to the planning and management of projects and change initiatives: This section of the exam measures the skills of Strategic Operations Managers and covers the planning and governance frameworks necessary for effective project and change management. It includes corporate governance structures such as project boards, reporting systems, and initiation documents. Learners examine common project objectives that balance cost, quality, and time while promoting sustainability and community impact. Additionally, this section delves into risk management approaches, including identification, simulation, and accountability within supply chains. It concludes with an analysis of planning methodologies such as sequencing, network analysis, PERT, CPM, and the use of Gantt charts to ensure efficient project execution and control.
トピック 3	Understand aspects of projects in organisations: This section of the exam measures the skills of Procurement Project Managers and covers the fundamental aspects that influence how projects operate within organisations. It explores the distinction between programmes and projects, stakeholder management, and how key measures such as cost, quality, and delivery impact project success. Candidates also study factors leading to project success or failure, work breakdown structures, and how project structures and resources align with supply chain relationships. It further includes understanding sub-contracting, consortiums, and project partnerships, as well as analysing project resources through scheduling, technology systems, and financial management. The section concludes with the project life cycle, from initiation and implementation to closure and review.

 

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