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| Section | Objectives |
|---|---|
| Programme Lifecycle | - Delivery - Identification - Definition - Closure |
| Tailoring MSP | - Adapt to organizational context - Tailor principles, themes and processes |
| Governance Themes | - Decision making - Assurance - Stakeholder engagement - Leadership and governance - Risk management - Planning and control - Benefits management |
| Key Practices | - Resource management - Quality management - Issue and change management - Information management |
| MSP Principles | - Continuous improvement - Governance - Adaptability - Alignment with organizational strategy - Transparency - Focus on value - Benefits realization |
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NEW QUESTION # 125
The programme is in the 'evaluate new information' process at the end of Tranche 2. A new supplier has been identified that may be able to develop the next generation smart meters. This would be an alternative to developing them internally as part of the Research and Development Project and it could be faster and cheaper.
Which role should be responsible for evaluating this new information?
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 'Evaluate new information' process occurs at the end of each tranche (and continuously throughout) to assess whether the programme remains viable and aligned with its objectives. This process involves reviewing performance, risks, and external opportunities that could impact the business case or the target operating model.
In MSP 5th Edition, the Programme Manager is responsible for the setup and day-to-day management of the programme, which includes the analysis of factors that might require a change in direction. Option B is correct because the Programme Manager is tasked with evaluating the impact of such new information-in this case, a new supplier offering a faster, cheaper alternative-on the overall programme plan and the project delivery schedule. The Programme Manager performs the detailed analysis and then presents the findings and recommendations to the Senior Responsible Owner (SRO) for a final decision. While the SRO is the ultimate decision-maker, the responsibility for the evaluation of technical and management information resides with the Programme Manager. They must determine how this new "imported" solution affects dependencies, costs, and the realization of benefits before the SRO decides whether to pivot the strategy for Tranche 3.
NEW QUESTION # 126
POTI model is part of which governance theme?
Answer: D
Explanation:
The POTI (Projects, Operations, Teams, and Infrastructure) model is part of the Blueprint governance theme.
It defines the high-level scope and structure of the blueprint, outlining how projects, operational activities, teams, and infrastructure work together to deliver transformation.
The MSP Practitioner confirms: "POTI model defines scope blueprint," situating it firmly within the Blueprint theme that describes the future state and the means to achieve it.
Understanding POTI helps in mapping and managing the components necessary for successful delivery of programme benefits within the defined future organizational state.
NEW QUESTION # 127
Which of the following defines an Emergent programme?
Answer: C
Explanation:
An Emergent programme is characterized by its evolution from a set of concurrent, individual projects that arise independently but require coordination to ensure they align with organizational strategy. The MSP Practitioner defines Emergent programmes as: "Programmes evolved from concurrent, individual projects with need to ensure compliance to organization strategy." This reflects programmes that may not have been planned from the start as a programme but are brought together to align with strategic goals and provide greater control and coherence.
NEW QUESTION # 128
Which of the following is a programme management principle?
Answer: A
NEW QUESTION # 129
Who is accountable for approval to proceed?
Answer: D
NEW QUESTION # 130
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