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| Section | Objectives |
|---|---|
| Key Practices | - Information management - Issue and change management - Resource management - Quality management |
| MSP Principles | - Adaptability - Benefits realization - Focus on value - Continuous improvement - Governance - Alignment with organizational strategy - Transparency |
| Programme Lifecycle | - Closure - Delivery - Definition - Identification |
| Governance Themes | - Planning and control - Stakeholder engagement - Leadership and governance - Assurance - Decision making - Benefits management - Risk management |
| Tailoring MSP | - Tailor principles, themes and processes - Adapt to organizational context |
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NEW QUESTION # 89
Which of below statements are false?
Answer: C
Explanation:
The false statement is that "End of tranche review drives benefits management." In MSP, benefits management drives end of tranche reviews rather than the other way around.
The MSP Practitioner clarifies: "Benefits management drives end of tranche reviews," meaning that benefits realization considerations inform tranche planning, execution, and review processes.
This approach ensures that benefit delivery remains central to programme governance and decision-making, promoting alignment of delivery with strategic value.
NEW QUESTION # 90
It has been agreed with the sponsoring group that a risk review should be held before any of the new customer processes and web-based portal services are used by call centre staff to consider any risks before transition.
This risk review needs to be documented appropriately.
Which role should approve the inclusion of this risk review in the relevant programme control document?
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 Senior Responsible Owner (SRO) is the individual ultimately accountable for the programme. One of the SRO's primary responsibilities is to ensure that the programme is governed effectively and that all necessary controls are in place to protect the organization and ensure benefit realization. Governance includes the approval of the Programme Strategy and its subsidiary plans, such as the Risk Management Approach and the Transition Plan.
In this scenario, holding a risk review before transition is a critical governance control. Because this decision was agreed with the Sponsoring Group, it becomes a formal part of the programme's oversight framework.
Option A is correct because the SRO is the person authorized to approve the "rules of the game" for the programme. While the Programme Manager (Option B) might draft the document and the Programme Office (Option D) might maintain it, the authority to approve how the programme will be controlled-especially regarding high-stakes activities like transitioning to new customer processes-rests with the SRO. The SRO must be satisfied that the risks are being managed before the business assumes the impact of the change. This ensures that the programme remains aligned with corporate risk appetite and strategic objectives.
NEW QUESTION # 91
Which one of below options is the delivery mechanism for 'stakeholder engagement'?
Answer: A
Explanation:
Stakeholder engagement is managed and delivered primarily through the Stakeholder Profiles and the Programme Communications Plan. The communications plan ensures stakeholders receive the right information at the right time to maintain engagement and support. The MSP Practitioner states, "Stakeholder engagement is delivered by Stakeholder profiles and programme communications plan" which provide structured means of communicating and managing stakeholder interests to ensure effective programme governance and delivery.
NEW QUESTION # 92
Which of following is output of 'Identifying the programme'?
Answer: C
Explanation:
One key output of the 'Identifying the Programme' process is the appointment of the Programme Board and the Senior Responsible Owner (SRO). This formalizes the governance structure needed to provide leadership and oversight for the programme. The MSP Practitioner clearly states: "Programme board is set up by SRO in this process," highlighting that governance is established early to ensure accountability and decision-making capability is in place before the programme progresses further.
NEW QUESTION # 93
The CFO has informed the programme board that the predicted increase in electricity and gas customer numbers is too optimistic. The BCM has produced new targets based on this new information. The programme manager has updated the target operating model to reflect this.
Is this an appropriate application of the 'align with priorities' principle, and why?
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 principle of 'Align with priorities' in MSP 5th Edition dictates that a programme must remain consistent with the strategic direction of the organization, which is often subject to change due to internal or external factors. This principle ensures that the programme continues to deliver value and remains viable throughout its lifecycle. A critical component of this alignment is the Target Operating Model (TOM), which describes the future state of the organization once the programme's outcomes are embedded.
In this scenario, the CFO provides updated financial and market realities suggesting that previous growth targets were unrealistic. By updating the target operating model, the Programme Manager is ensuring that the vision of the "future state" remains realistic and aligned with the revised organizational priorities.
According to MSP guidance, the TOM is not a static document created at the start and then shelved; it must be refined as the programme progresses and as the corporate context evolves. Option A is correct because it acknowledges the iterative nature of the TOM. While benefits (Options C and D) will certainly be affected, the question asks about the application of the principle to the TOM update. Ensuring the TOM reflects current strategic reality is a primary way to maintain alignment with organizational priorities, preventing the programme from delivering a future state that the business no longer desires or cannot sustain.
NEW QUESTION # 94
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