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| Section | Objectives |
|---|---|
| Governance Themes | - Benefits Management - Blueprint Design and Delivery - Vision - Organization - Risk and Issue Management - Planning and Control - Quality and Assurance |
| MSP Principles | |
| Leadership and Stakeholder Engagement | |
| Transformational Flow | - Closing a Programme - Managing the Tranches - Defining a Programme - Identification of Programme |
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NEW QUESTION # 114
Which of the following is NOT set out by the Programme Brief?
Answer: A
Explanation:
Analysis of the options available is not typically included in the Programme Brief but is developed during the preparation of the Business Case.
The MSP Practitioner clarifies: "Analysis of options starts while preparing business case," meaning the Programme Brief sets out the scope, risks, costs, and key resources but does not contain detailed option appraisal.
This distinction helps ensure the Programme Brief remains a focused and concise document outlining programme intent and governance, while the Business Case undertakes the detailed financial and strategic evaluation required for decision-making.
NEW QUESTION # 115
Which document is prepared with a purpose to share with stakeholders?
Answer: C
Explanation:
The Vision document is prepared specifically to share with stakeholders to communicate the desired future state the programme aims to achieve. It is a clear, inspirational statement designed to create alignment, motivation, and understanding among all parties involved.
The MSP Practitioner states: "Vision's purpose is to share the idea of better future planned by programme with all stakeholders." It conveys the strategic intent and overarching goals without delving into technical or detailed delivery plans.
Unlike the Business Case or Blueprint, which are more technical or internal management documents, the Vision serves as a powerful communication tool fostering stakeholder engagement and support from the outset.
NEW QUESTION # 116
Which document is created from Programme mandate and works as input for Business Case?
Answer: B
Explanation:
The Programme Brief is developed from the Programme Mandate and serves as a foundational input to the Business Case. It contains the programme objectives and expected outcomes, which the Business Case further elaborates. The MSP Practitioner states: "Programme brief contains objectives and outcomes of programme which is further enhanced in Business case." This positions the Programme Brief as a bridge between initial mandate and detailed justification for the programme.
NEW QUESTION # 117
When approval to proceed is given at the end of Defining a Programme, what does this mean?
Answer: A
Explanation:
Approval to proceed at this stage authorizes work on all projects within the first tranche of the programme.
The MSP Practitioner explains: "Approval to proceed is for first tranche, at end of that tranche, Go/No Go decision will be taken for next tranche," meaning that the programme is phased with controlled progression through tranches rather than approval for the entire programme upfront.
NEW QUESTION # 118
The programme is in the 'design the outcomes' process for the first time. The Research and Development Project team has recommended that UU sources an imported next generation smart meter. This is an alternative to the development of the smart meter internally. The imported meter can be fully implemented before the CEO retires in three years' time. However, there is a possibility that this meter could lead to future information security risks.
Is this recommendation an appropriate application of the 'decisions' 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 Decisions Theme requires that all significant choices regarding the programme's direction be made based on a structured analysis of options. This is particularly crucial during the 'Design the outcomes' process, where the Target Operating Model and technical solutions are defined. The framework dictates that for any major decision, the programme team must provide the decision-makers (usually the SRO or Programme Board) with a range of choices to ensure that the best balance of cost, risk, and benefit is achieved.
Option D is the correct answer because MSP 5th Edition explicitly states that an options analysis should typically include:
* A "do-nothing" option: This provides a baseline to understand the impact of not proceeding or not changing the current path.
* At least two other viable options: This ensures that the board is not "cornered" into a single recommendation (as seen in the scenario) but can weigh different trade-offs.
By only presenting the imported meter option, the R&D team is not allowing the SRO to evaluate whether internal development (despite being slower) might mitigate the security risks mentioned. Presenting multiple options is a safeguard against "groupthink" and ensures that the final decision is robust, well-justified, and aligned with the organization's risk appetite. Providing only one recommendation violates the transparency and rigor required by the MSP Decisions theme.
NEW QUESTION # 119
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