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NEW QUESTION # 131
The programme is in Tranche 2 and has been progressing according to plan. However, there have been difficulties transitioning to the new ways of working at the end of Tranche 1 and UU has had some customer complaints as a result. Therefore, the SRO asked the programme manager to replan the programme so that all remaining capabilities are transitioned at the end of the programme, instead of at the end of the tranche.
Is this an appropriate application of the 'structure' theme, and why?
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:
In MSP 5th Edition, the Structure Theme is heavily reliant on the principle of 'Realize measurable benefits.' A core tenet of this principle is that benefits should not be "big bang" deliveries at the very end of a programme. Instead, MSP advocates for an incremental approach where the programme is broken down into tranches, each culminating in a landing point. A landing point is a point in time when a set of capabilities is transitioned into the business, allowing for the realization of intermediate benefits and the embedding of new ways of working.
The SRO's request to delay all transitions until the end of the programme directly contradicts this principle.
Option C is correct because MSP 5th Edition mandates that outcomes of benefit should be embedded at these intermediate landing points. By doing so, the programme provides early value to the organization, validates the "pathway to benefits," and reduces the overall risk of failure. Delaying all transitions to the end creates a high-risk environment where the business may be overwhelmed by a massive amount of change at once.
Furthermore, the feedback loop from Tranche 1 (the customer complaints) should be used to improve the transition process for subsequent tranches, not to abandon the incremental delivery model altogether. The structure of a programme is specifically designed to provide these "safe harbors" where progress is assessed and benefits are consolidated before moving forward.
NEW QUESTION # 132
Which of the following is a critical organizational element?
Answer: A
NEW QUESTION # 133
Which of following is not a principal control for managing the tranches?
Answer: A
Explanation:
Dependency management is not considered a principal control for managing the tranches but rather a governance control related to delivering the benefits.
The MSP Practitioner explains: "Dependency management is governance control for Delivering the benefits," which means while dependencies between projects and benefits must be managed, they are not direct tranche controls.
Principal tranche controls focus on approving and reviewing Business Cases and conducting Benefit Reviews to ensure each tranche delivers value and remains aligned with strategic objectives.
Recognizing this distinction helps ensure the programme maintains effective controls focused on stage delivery and benefit realization without conflating governance functions.
NEW QUESTION # 134
Which document identifies appropriate milestones for benefit reviews?
Answer: B
Explanation:
The Benefit Realization Plan identifies milestones for benefit reviews. This plan details when and how benefits will be measured, reviewed, and managed to ensure they are achieved as expected.
The MSP Practitioner explains: "Benefits management plan identifies benefit reviews to increase likelihood of success." Regular benefit reviews help detect issues early, enable corrective actions, and maintain stakeholder confidence.
This plan is crucial for monitoring benefit progress post-delivery, coordinating with business change activities, and ensuring benefits sustain over the long term. It aligns benefit tracking with programme stages and organizational priorities, enhancing accountability and transparency.
NEW QUESTION # 135
Here are three actions to be performed during the Smart Meter Programme. Which role has an area of focus associated with each statement?
Answer:
Explanation:
Explanation:
Action
Role
Provide expertise in UU's programme scheduling software
Programme office lead
Develop the process for procuring external trainers
Programme manager
Approve the process for assigning internal staff to the programme
Senior responsible owner
The Programme Office provides the technical "best practice" and tool expertise (scheduling software). The Programme Manager designs the management processes for delivery (procurement). The SRO approves the overarching governance and resource allocation rules.
NEW QUESTION # 136
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