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| Section | Objectives |
|---|---|
| Topic 1: Leadership and Stakeholder Engagement | |
| Topic 2: Governance Themes | - Organization - Risk and Issue Management - Quality and Assurance - Benefits Management - Blueprint Design and Delivery - Planning and Control - Vision |
| Topic 3: MSP Principles | |
| Topic 4: Transformational Flow | - Defining a Programme - Identification of Programme - Managing the Tranches - Closing a Programme |
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NEW QUESTION # 119
The project manager for the Customer Processes Project has heard a rumour that Web 'n' Go is having financial difficulties. If this company becomes bankrupt, they will not be able to supply the agreed customer web-based portal services which are required to enable the single customer services call centre. The programme manager has added this risk to the programme risk register.
Is this action by the programme manager an appropriate application of the 'design' theme, 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:
This question tests the boundary between the Design Theme and the Risk Theme. While the programme manager is doing the right thing by recording a risk (as it affects a critical capability), the question asks if this is an application of the Design Theme.
In MSP 5th Edition, the Design Theme specifically covers the creation and maintenance of the Vision, the Benefit Framework, and the Target Operating Model. It is about defining what is being built. The Risk Theme
, on the other hand, is about managing the uncertainties that might prevent the design from being realized.
Option C is the correct answer because the scenario describes an act of Risk Management, not an act of Design. While the bankruptcy of a supplier would definitely impact the programme's ability to achieve its design, the act of putting it on a risk register is a procedural step within the Risk Theme. The Design Theme's primary purpose is to ensure the programme is designed to deliver the required transformation. A rumour about a supplier's bankruptcy is a classic external risk that sits firmly within the risk management framework.
NEW QUESTION # 120
At which transformational flow basic programme controls are established?
Answer: B
NEW QUESTION # 121
For a programme that focuses on Political and societal change which scenario will lead to lower probability of success?
Answer: A
NEW QUESTION # 122
The programme is in the 'deliver the capabilities' process in Tranche 1. The Employment Contracts Project needs to identify the skills and qualifications for call centre staff. The Call Centre Manager is concerned that the delivery of the web-based portal, being delivered in Tranche 2, will affect the skills required. They are worried that this may lead to some considerable rework during Tranche 2.
Which role should be responsible for making sure that the Call Centre Manager's concerns are properly managed?
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:
In MSP 5th Edition, the 'Deliver the capabilities' process is primarily concerned with the day-to-day coordination and management of the projects within a tranche. The Programme Manager is the role responsible for the setup, management, and delivery of the programme. A key part of this role is managing the dependencies between projects and across tranches to ensure that the capability delivered is coherent and remains aligned with the target operating model.
The concern raised by the Call Centre Manager is a classic dependency and risk management issue. The work in Tranche 1 (Employment Contracts) must be aligned with the future work in Tranche 2 (Web-based portal) to avoid the "rework" mentioned. According to the MSP framework, the Programme Manager is responsible for ensuring that project managers are aware of these interdependencies. They must facilitate the necessary communication between the functional business leads (like the Call Centre Manager) and the project teams.
While the SRO (Option B) is ultimately accountable for the programme's success, the active management of these operational risks and the coordination of technical work to prevent waste falls squarely within the remit of the Programme Manager. The Programme Manager ensures that the design remains consistent across the tranches, thereby addressing the root cause of the manager's concern before it manifests as an actual issue.
NEW QUESTION # 123
Which of following is NOT part of delivering the capability?
Answer: C
Explanation:
Gateway reviews are not part of delivering the capability but are governance checkpoints that occur at specific programme milestones, including the beginning of the programme, key decision points, and closure.
The MSP Practitioner explains: "Gateway reviews happen at beginning of programme, Key decision points of programme and closure of programme." These reviews are formal assessments to validate readiness, progress, and compliance with governance before major transitions, tranche approvals, or programme closure.
Delivering the capability primarily involves initiating projects, managing their delivery under governance frameworks, and ensuring alignment between project outputs and benefit realization. Governance during delivery includes managing risks, issues, and quality controls to ensure outputs are produced to specification.
Gateway reviews are designed to provide independent assurance and decision points but are external to the ongoing activities of capability delivery. Recognizing this distinction helps maintain clarity of roles and processes within programme management, ensuring focused effort on delivery while maintaining appropriate oversight.
NEW QUESTION # 124
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