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| Section | Objectives |
|---|---|
| Topic 1: Governance Themes | - Quality and Assurance - Vision - Risk and Issue Management - Planning and Control - Organization - Blueprint Design and Delivery - Benefits Management |
| Topic 2: MSP Principles | |
| Topic 3: Transformational Flow | - Identification of Programme - Closing a Programme - Defining a Programme - Managing the Tranches |
| Topic 4: Leadership and Stakeholder Engagement |
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NEW QUESTION # 34
During the 'identify the programme' process, the SRO identified that the utility regulator may be considering a fair pricing policy to protect vulnerable customers. The introduction of this policy would have a significant impact on the benefits expected by UU. The programme manager included this information in the programme brief.
How well does this apply the 'deal with ambiguity' principle, and why?
Answer: A
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Deal with ambiguity' principle in MSP 5th Edition recognizes that programmes operate in evolving environments where not all information is known at the outset. This principle requires programme teams to acknowledge uncertainty and proceed with the best available information, rather than waiting for absolute certainty, which may never come. Ambiguity often stems from external factors, such as potential regulatory changes, which are outside the programme's direct control but can significantly affect its viability.
In this scenario, the potential for a "fair pricing policy" is a classic example of ambiguity during the 'Identify the programme' process. By including this information in the programme brief, the Programme Manager and SRO are surfacing a critical uncertainty early. Option A is the correct answer because the primary purpose of identifying such ambiguity at this stage is to enable the Sponsoring Group to make an informed
"invest/no-invest" decision. The programme brief is designed to provide enough information to justify moving to the more detailed 'Design the programme' stage. If the Sponsoring Group is unaware of this potential impact on benefits, they cannot accurately assess the programme's value or risk profile. Ignoring the ambiguity until a formal risk process is established (Option C) would be a failure of this principle, as MSP encourages proactive transparency regarding what is unknown or uncertain from the very beginning of the transformational flow.
NEW QUESTION # 35
Which of the following defines an Emergent programme?
Answer: D
NEW QUESTION # 36
The programme manager has analysed the costs of using an expert external company to work on the Research and Development Project. Although using the external experts is likely to produce a higher quality solution which would lead to increased organizational adoption, the SRO has insisted that the project only uses internal staff to minimize costs.
Is the SRO's response an appropriate application of the 'deploy diverse skills' principle, 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:
The 'Deploy diverse skills' principle in MSP 5th Edition emphasizes that programme management requires a specific set of capabilities that are different from project management or business-as-usual (BAU). This principle states that a programme must have access to the right people, with the right skills, at the right time.
This often involves a blend of internal staff who understand the organizational culture and external experts who bring specialized knowledge or "best-in-class" technical skills that may not exist within the organization.
The SRO's decision to use only internal staff purely to minimize costs, despite evidence that external experts would provide a higher quality solution and better adoption, is a violation of this principle. Option D is correct because MSP specifically guides that the focus should be on achieving the outcomes of benefit. If the lack of specialized skills leads to a lower quality solution or poor adoption, the programme's benefits are at risk. The principle of 'deploying diverse skills' encourages looking beyond cost to ensure the capability delivered is fit for purpose. While building internal skills (Option B) is a secondary benefit of programmes, it should not come at the expense of the programme's ability to successfully deliver its primary transformational objectives. The SRO's role is to ensure the programme is set up for success, which includes securing the necessary expertise to realize the vision.
NEW QUESTION # 37
The programme is in the 'close the programme' process. All the projects have been successfully completed, and the capabilities have been delivered. However, some of the new sales roles are still to be recruited in order to deliver increased sales. The programme manager has passed the management of this remaining work to the HR Director.
Is this an appropriate action for the programme manager to take, and why?
Answer: A
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, a programme can be formally closed even if all benefits have not yet been fully realized, provided that all planned project work is complete and the capabilities have been handed over. When a programme closes, any "residual" or "ongoing" activities required to secure the remaining benefits must be formally transferred to the permanent business operations.
Option A is the correct answer. The recruitment of the remaining sales roles is a functional business activity.
Since the programme's projects are complete, it is no longer efficient to keep the programme infrastructure running just for recruitment. By handing this responsibility to the HR Director, the Programme Manager is ensuring that the Business Change Manager (BCM) or relevant operational leader has the support needed to finish the transformation. This is a standard part of the 'Close the programme' process, where the SRO and Programme Manager ensure that the "ownership" of the future state-and any actions needed to reach it-is firmly embedded back into BAU. This ensures that the realization of the "increased sales" benefit is not lost simply because the programme team has finished its work. It represents a successful transition from a temporary programme structure to permanent organizational accountability.
NEW QUESTION # 38
MSP is best suited for which programme?
Answer: C
Explanation:
MSP is most suited for programmes characterized by high ambiguity, such as those involving long-term societal or political change. These programmes often have evolving objectives and require flexible governance and transformational approaches.
The MSP Practitioner states: "MSP is best suited for programmes which have high ambiguity," indicating its strength in managing complex, uncertain environments where outcomes may not be clearly defined at outset.
While MSP can be applied to technically complex projects, its focus on benefits realization, stakeholder engagement, and transformational flow makes it ideal for complex societal or political programmes where adaptability and governance are critical.
NEW QUESTION # 39
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