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NEW QUESTION # 112
Who is accountable for confirming programme closure?
Answer: D
Explanation:
The Senior Responsible Owner (SRO) is accountable for confirming programme closure. This responsibility involves assessing whether the programme's Business Case objectives and benefits have been satisfactorily met or if the programme is no longer viable.
The MSP Practitioner states: "SRO will confirm programme closure if business case is satisfied or unviable." The SRO ensures that all closure criteria, including benefit realization, risk mitigation, and stakeholder expectations, are addressed before formally closing the programme.
While the Programme Manager manages the operational closure tasks and the Sponsoring Group provides governance oversight, ultimate closure accountability rests with the SRO to ensure a controlled and successful programme conclusion aligned to strategic goals.
The Business Change Manager (BCM) supports by confirming benefits status but does not hold closure authority.
This clarity in accountability prevents premature or inappropriate programme termination and ensures a thorough and accountable close-out process.
NEW QUESTION # 113
Through which document programmes establish the context in which risks will be identified and assessed and responses planned and implemented?
Answer: B
NEW QUESTION # 114
In Managing the Tranches, which role is responsible for preparing for the next tranche?
Answer: B
Explanation:
The Programme Manager holds responsibility for preparing for the next tranche in the programme lifecycle.
This involves planning, coordination, and ensuring all necessary resources, approvals, and governance arrangements are in place for the tranche to proceed smoothly.
The MSP Practitioner clearly states: "Programme manager is responsible for preparing for next tranche," highlighting the Programme Manager's central role in tranche delivery, risk mitigation, stakeholder communication, and readiness activities.
Preparation for the next tranche includes refining project dossiers, updating the Business Case if necessary, coordinating with the Benefits Realization Manager and other roles, and ensuring that lessons learned from the previous tranche inform future work. This continuous cycle of preparation and delivery ensures programme adaptability, control, and alignment with strategic objectives.
The Programme Board provides governance and approval but delegates the operational responsibilities to the Programme Manager. The Programme Office supports through administrative functions, and the Benefits Realization Manager focuses on benefit tracking rather than tranche planning.
NEW QUESTION # 115
Programme needs to create a working environment that is both robust and flexible enough to be able to cope with frequent and sometimes radical changes of boundary. Which programme management principle suggests this?
Answer: C
Explanation:
The principle "Remaining aligned with corporate strategy" requires programmes to be both robust and flexible, enabling them to adapt to frequent and sometimes radical strategic shifts. The MSP Practitioner clarifies that "Programmes need to adjust to strategic changes of organization so they should be robust and flexible to achieve that." This principle ensures programmes remain relevant and aligned throughout their lifecycle despite changes in organizational priorities or external conditions, enabling successful transformation delivery.
NEW QUESTION # 116
The CFO has specified the need to calculate the Net Present Value (NPV) to demonstrate the return on investment for the programme. How should the resulting benefit be expressed?
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 MSP 5th Edition, the 'Justification' and 'Benefits' themes emphasize that benefits must be measurable and expressed in a way that allows for objective assessment of the programme's value. When a CFO requests a Net Present Value (NPV) calculation, they are looking for a financial representation of the programme's worth. NPV is a financial metric used to represent the value of future cash flows in today's terms. Therefore, the benefits feeding into this calculation must be expressed in financial terms.
Option B is the correct answer because "cost savings" are tangible, financial benefits that can be directly used in an NPV calculation. In the context of the UU scenario, HR efficiencies leading to reduced staff costs provide a direct cash-flow impact. While Option C (additional sales) is also financial, it is often more speculative than cost savings. Option D uses a "cash proxy," which is a technique used in MSP to assign a monetary value to non-financial benefits (like customer satisfaction), but since the scenario specifically mentions HR efficiencies and cost-saving metrics are already available, a direct financial measure is preferred for a formal NPV. Option A is incorrect because non-financial measures (like brand reputation) cannot be directly included in an NPV formula without conversion. MSP 5th Edition stresses that the Business Case must be supported by a robust Benefit Realization Plan where financial benefits are clearly quantified to justify the investment.
NEW QUESTION # 117
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