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L6M5 Strategic Programme Leadership For Guaranteed Success

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CIPS L6M5 Exam Syllabus Topics:

Topic
Details

Topic 1

• Understand contracting for programmers: This section measures the skills of Contract Managers and focuses on comparing various contracting options for programs. It includes client-coordinated approaches, engineering procurement and construction (EPC) contracts, management contracting, and public-private partnerships. A key skill measured is the ability to evaluate different contract types effectively.

Topic 2

• Understand program leadership approaches: This section measures the skills of Programme Leaders in understanding strategic cost management approaches. It covers budgetary control, value engineering, and cost transparency methods. A key skill measured is assessing strategic cost management techniques effectively.

Topic 3

• Understand the role of culture on achieving program success: This section measures the skills of Organizational Development Specialists in understanding organizational culture's impact on program success. It covers identifying culture types and levels within organizations. A key skill measured is critically assessing organizational culture's influence.

 

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CIPS Strategic Programme Leadership Sample Questions (Q61-Q66):

NEW QUESTION # 61
"Persuasion should be a last resort in cultural change." Is this statement true?
Answer Options:

• A. Yes - persuasion should be linked to an implicit or perceived threat
• B. No - persuasion is not useful in large cultural shifts
• C. Yes - persuasion should only be used after coercion has failed
• D. No - persuasion should be planned before implementing change

Answer: D

Explanation:
Persuasion is one of the best tools for cultural change (p.204).
Option A is incorrect-persuasion should not involve threats.
**Option B is incorrect-persuasion should be the first approach, not the last.
Option D is incorrect-persuasion is highly effective in large-scale change. [P.204]

 

NEW QUESTION # 62
Scenario:
Fin Inc is a consultancy organisation in the private sector, founded 10 years ago by CEO Geoff Davies, who runs a tight ship. Many employees are scared of Geoff, and there are rumours that he fires people for refusing overtime. Fin Inc is working with a new client on a shopping centre project led by the well-liked CFO. The client wants a flexible, collaborative contract with transparent cost-sharing.
What type of organisational structure does Fin Inc have?

• A. person
• B. role
• C. power
• D. task

Answer: C

Explanation:
The structure is centred around the CEO's authoritative style, which is indicative of a power-based structure.

 

NEW QUESTION # 63
When should a company use redundancy to implement change?
Answer Options:

• A. When reducing overhead costs
• B. When losing business and reducing workload
• C. When shifting organizational culture
• D. When expanding into new markets

Answer: C

Explanation:
Redundancy is a strategic tool for cultural change (p.208).
Options A & B relate to cost-cutting and downsizing, not change.
Option D involves expansion, not workforce reduction. [P.208]

 

NEW QUESTION # 64
What is Earned Value Analysis (EVA) in project management?
Answer Options:

• A. The amount of resources allocated to a project vs. resources available
• B. A comparison of where the project is up to vs. where it is forecasted to be
• C. The profit or loss generated by the project thus far
• D. The value of a project, expressed as a percentage of money invested

Answer: B

Explanation:
EVA compares planned vs. actual project progress (p.112). It ensures projects stay on track by measuring deviations from expectations. Option B relates to financial performance, C describes ROI, and D refers to resource allocation. [P.112]

 

NEW QUESTION # 65
A person who disrupts progress and hinders culture change holds which type of power?
Answer Options:

• A. Dismissive
• B. Pessimistic
• C. Contrary
• D. Negative

Answer: D

Explanation:
Negative Power (p.199) refers to individuals obstructing progress in an organization.
Dismissive (A) means ignoring opinions.
Contrary (B) and Pessimistic (C) do not refer to organizational influence. [P.199]

 

NEW QUESTION # 66
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