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| Section | Objectives |
|---|---|
| Topic 1: Key Practices | - Information management - Resource management - Quality management - Issue and change management |
| Topic 2: MSP Principles | - Benefits realization - Adaptability - Continuous improvement - Governance - Transparency - Focus on value - Alignment with organizational strategy |
| Topic 3: Tailoring MSP | - Tailor principles, themes and processes - Adapt to organizational context |
| Topic 4: Governance Themes | - Benefits management - Risk management - Stakeholder engagement - Assurance - Planning and control - Leadership and governance - Decision making |
| Topic 5: Programme Lifecycle | - Identification - Closure - Delivery - Definition |
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NEW QUESTION # 57
Which document is prepared with a purpose to share with stakeholders?
Answer: C
Explanation:
The Vision document is prepared specifically to share with stakeholders to communicate the desired future state the programme aims to achieve. It is a clear, inspirational statement designed to create alignment, motivation, and understanding among all parties involved.
The MSP Practitioner states: "Vision's purpose is to share the idea of better future planned by programme with all stakeholders." It conveys the strategic intent and overarching goals without delving into technical or detailed delivery plans.
Unlike the Business Case or Blueprint, which are more technical or internal management documents, the Vision serves as a powerful communication tool fostering stakeholder engagement and support from the outset.
NEW QUESTION # 58
Which document has the as-is state of organization?
Answer: D
Explanation:
The Blueprint document defines both the as-is and to-be (future) states of the organization. It provides a detailed description of the current operational environment and the changes required to achieve the programme's desired outcomes.
The MSP Practitioner explains: "Blueprint defines as-is and future state of organization," serving as a key governance document to guide design and delivery of the transformation.
By articulating the current state clearly, the Blueprint helps identify gaps, dependencies, and change requirements, ensuring that the programme's outputs align with the intended future state, thus supporting successful transformational change.
NEW QUESTION # 59
Which of below sentences best defines programme management?
Answer: D
Explanation:
Programme management is defined in MSP as "the action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance." This definition underscores the holistic and strategic nature of programme management, integrating multiple projects and transformational efforts to deliver outcomes that align with organizational strategy.
The MSP Practitioner emphasizes the coordinated nature of programme management that differentiates it from project or portfolio management, focusing on realization of benefits through strategic change delivery.
This definition encapsulates the complexity and scope of programme management, ensuring delivery is both controlled and aligned to strategic goals.
NEW QUESTION # 60
The programme manager has produced a rough estimate of costs based on the recently completed roll-out of smart metered services to electricity and gas customers.
Is this an appropriate application of the 'identify the programme' process, and why?
Answer: B
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
In the 'Identify the programme' process, the goal is to establish a high-level justification for the programme.
At this early stage, detailed information is rarely available, and the investment of significant time and resources into precise budgeting is not yet warranted. However, a "rough order of magnitude" estimate is essential for the Sponsoring Group to make an informed decision about whether the programme is worth pursuing.
Option B is the correct answer because the Programme Brief must contain a high-level business case. This includes an initial estimate of costs, benefits, and risks. The use of historical data (the previous electricity and gas rollout) is a common and appropriate technique for "top-down" estimation during this process. This
"understanding of the cost" allows the SRO to determine if the programme aligns with the organization's financial capacity before committing to the more expensive 'Design the outcomes' and 'Plan progressive delivery' processes. While Option A is partially true in that detailed budgets aren't required yet, the reason it is appropriate is specifically to enable the initial "go/no-go" decision. Option C is incorrect because while more detail is added later, some estimation is mandatory now. Option D is a valid risk to the accuracy of the estimate, but it does not make the application of the process inappropriate; adjustments for the different utility types would simply be part of the estimation logic.
NEW QUESTION # 61
When it is found that an acceptable Business Case is not emerging, which of the following is NOT one of the normal options?
Answer: B
NEW QUESTION # 62
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