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NEW QUESTION # 64
Which of below sentences best defines programme management?
Answer: A
Explanation:
Programme management is defined in MSP as "the action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance." This definition underscores the holistic and strategic nature of programme management, integrating multiple projects and transformational efforts to deliver outcomes that align with organizational strategy.
The MSP Practitioner emphasizes the coordinated nature of programme management that differentiates it from project or portfolio management, focusing on realization of benefits through strategic change delivery.
This definition encapsulates the complexity and scope of programme management, ensuring delivery is both controlled and aligned to strategic goals.
NEW QUESTION # 65
The Customer Processes Project has reported that the work to develop the integrated billing and accounting services is progressing according to plan. However, when the system was tested, the system performance was very slow and there are errors that were not previously identified. The programme manager is concerned about the possible impact of this inaccurate reporting.
Which type of data gathering should be improved, and why?
Answer: C
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The Decisions Theme in MSP 5th Edition emphasizes the necessity of high-quality data to support effective governance and oversight. The framework distinguishes between two types of data gathering: "looking back" and "looking forward." Looking-back data focuses on monitoring the performance of the programme and its constituent projects against their approved plans (e.g., progress, cost, quality, and risk status).
In this scenario, there is a disconnect between the project's status report ("progressing according to plan") and the actual technical reality (slow performance and errors). This is a failure of looking-back data. Option B is the correct answer because the programme manager needs to improve the accuracy of reporting on work already completed or in progress. Without reliable "looking-back" information, the programme board cannot identify variances or risks to the overall delivery schedule. Inaccurate reporting masks technical debt and quality issues, which ultimately threatens the realization of benefits. While "looking forward" data (Options C and D) is important for scanning the external environment or identifying future trends, the immediate issue here is a failure to report current internal project health accurately. Improving looking-back data ensures that the programme has a "single version of the truth" regarding the capability being delivered, allowing for timely intervention and more robust decision-making.
NEW QUESTION # 66
Which of following is not expected from senior leadership of programme?
Answer: C
Explanation:
Good budgeting and resource allocation are typically the responsibilities of the Programme Manager or Project Managers, not senior leadership. Senior leadership focuses on strategic and cultural aspects such as vision creation and empowered decision-making. The MSP Practitioner clarifies, "Good budgeting and resource allocation skills ... is done by programme manager/project managers," distinguishing operational financial management from senior leadership duties.
NEW QUESTION # 67
As the influence of a stakeholder increases, it is recommended that a 'higher' level of engagement is appropriate. Which of the following describes this increasing engagement?
Answer: D
Explanation:
The progression of stakeholder engagement levels, as a stakeholder's influence increases, follows the sequence: "Keep informed, maintain interest, active consultation." This reflects a growing degree of interaction and involvement.
Initially, stakeholders should be kept informed to maintain awareness. As their influence or importance increases, programmes must maintain their interest by involving them more proactively. Finally, for highly influential stakeholders, active consultation is required to ensure their views are heard, concerns addressed, and their support secured.
The MSP Practitioner explains: "This option signifies increasing interaction with stakeholder," emphasizing that engagement strategies must be tailored according to stakeholder influence and interest to maximize positive impact and minimize resistance.
This graduated approach ensures resource-effective stakeholder management, helping to build trust and alignment throughout the programme lifecycle.
NEW QUESTION # 68
Which of the following defines Dis-benefit?
Answer: B
Explanation:
A dis-benefit is defined as a measurable decline resulting from an outcome perceived as negative. The MSP Practitioner clearly states: "Measurable decline resulting from outcome perceived as negative defines mis- benefit," highlighting the need to manage and mitigate dis-benefits as part of benefits management to ensure overall programme success.
NEW QUESTION # 69
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