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| Section | Objectives |
|---|---|
| Topic 1: Key Practices | - Quality management - Resource management - Issue and change management - Information management |
| Topic 2: Tailoring MSP | - Adapt to organizational context - Tailor principles, themes and processes |
| Topic 3: Governance Themes | - Assurance - Stakeholder engagement - Benefits management - Leadership and governance - Risk management - Decision making - Planning and control |
| Topic 4: MSP Principles | - Transparency - Governance - Adaptability - Continuous improvement - Focus on value - Benefits realization - Alignment with organizational strategy |
| Topic 5: Programme Lifecycle | - Definition - Delivery - Closure - Identification |
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NEW QUESTION # 104
MSP is best suited for which programme?
Answer: C
NEW QUESTION # 105
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: A
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 # 106
In which MSP theme would you expect to find the POTI model?
Answer: A
NEW QUESTION # 107
Where in the transformational flow would the Benefits Map normally be created?
Answer: B
NEW QUESTION # 108
The programme is in the 'embed the outcomes' process at the end of Tranche 2. As part of the adopt the capabilities activity, the BCM is concerned that many of the sales staff are continuing to use the old sales system alongside the new systems and processes. This is impacting on cost reductions and increased sales.
The BCM has confirmed that the new system has all the functionality required.
As part of the 'adopt the capabilities' activity what should the BCM do to resolve this situation?
Answer: D
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Embed the outcomes' process is where the focus shifts from delivering technical capabilities to ensuring that those capabilities are integrated into business-as-usual (BAU). A key activity within this process is 'Adopt the capabilities', which involves supporting the business through the transition and ensuring that old ways of working are retired.
In this scenario, the staff are resisting the change by maintaining a "safety net" (the old system). According to MSP 5th Edition, to successfully embed a change, the programme must often "burn the bridges" to the old state once the new system is proven to be functional. Option D is the correct answer because it addresses both the technical and human aspects of the transition. Removing access to the old system forces the adoption of the new process, while providing support ensures that staff feel capable and confident in the new environment. Simply reporting on benefits (Option A) or encouraging knowledge sharing (Option C) will not resolve the issue if the old system remains an available option for those resistant to change. The Business Change Manager (BCM) must lead this transition, ensuring that the organization moves fully into the future state described in the Target Operating Model, thereby allowing the benefits to be fully realized.
NEW QUESTION # 109
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