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NEW QUESTION # 41
The programme is in the 'embed the outcomes' process at the end of Tranche 2. As part of the adopt the capabilities activity, the BCM is concerned that many of the sales staff are continuing to use the old sales system alongside the new systems and processes. This is impacting on cost reductions and increased sales.
The BCM has confirmed that the new system has all the functionality required.
As part of the 'adopt the capabilities' activity what should the BCM do to resolve this situation?
Answer: A
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Embed the outcomes' process is where the focus shifts from delivering technical capabilities to ensuring that those capabilities are integrated into business-as-usual (BAU). A key activity within this process is 'Adopt the capabilities', which involves supporting the business through the transition and ensuring that old ways of working are retired.
In this scenario, the staff are resisting the change by maintaining a "safety net" (the old system). According to MSP 5th Edition, to successfully embed a change, the programme must often "burn the bridges" to the old state once the new system is proven to be functional. Option D is the correct answer because it addresses both the technical and human aspects of the transition. Removing access to the old system forces the adoption of the new process, while providing support ensures that staff feel capable and confident in the new environment. Simply reporting on benefits (Option A) or encouraging knowledge sharing (Option C) will not resolve the issue if the old system remains an available option for those resistant to change. The Business Change Manager (BCM) must lead this transition, ensuring that the organization moves fully into the future state described in the Target Operating Model, thereby allowing the benefits to be fully realized.
NEW QUESTION # 42
Which document is created from Programme mandate and works as input for Business Case?
Answer: D
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 # 43
Which of following is correct about Benefits Management?
Answer: B
Explanation:
All the options listed are correct. Benefits Management in MSP ensures the programme is aligned with strategic goals, understands both positive and negative impacts, and integrates closely with the transformational flow to realize benefits effectively. The MSP Practitioner confirms: "All of the options are correct," underscoring the comprehensive nature of benefits management across the programme lifecycle.
NEW QUESTION # 44
Which of following is output of 'Defining the programme'?
Answer: B
Explanation:
One of the key outputs of the 'Defining the Programme' process is establishing the Governance Baseline. This baseline sets out the governance framework, including roles, responsibilities, controls, and decision-making structures that will apply throughout the programme lifecycle. Defining the governance baseline early ensures clear accountability and oversight, which is vital for managing complexity and risk in transformational change.
The MSP Practitioner explains that during 'Defining the Programme,' "Governance is baselined" to create a robust foundation for programme control. This process involves formalizing the authority of the Senior Responsible Owner (SRO), the programme board, and other governance roles, ensuring they are empowered to manage and oversee programme activities effectively. It also includes establishing reporting lines, approval mechanisms, and quality assurance controls to maintain programme integrity.
Without a clearly defined governance baseline, programmes risk poor decision-making, ambiguity in responsibility, and inconsistent oversight, which can lead to scope creep, misalignment with strategic goals, and failure to realize benefits. The governance baseline serves as a reference point against which programme performance and compliance can be measured, enabling corrective action when deviations occur.
In summary, the Governance Baseline is a critical control output that defines how the programme will be directed and controlled, safeguarding successful delivery and alignment with corporate strategy throughout the programme's life.
NEW QUESTION # 45
Which of following is a key attribute for a SRO?
Answer: D
Explanation:
A key attribute for the Senior Responsible Owner (SRO) is having access to and credibility with key stakeholders because the SRO plays a pivotal role in stakeholder management and programme accountability.
The MSP Practitioner notes, "This attribute is necessary as SRO is also involved in stakeholder management," emphasizing that SRO's influence and stakeholder credibility are critical to programme success.
NEW QUESTION # 46
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