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| Section | Objectives |
|---|---|
| Delivery Teams | - Programme Support
|
| Seven Sins Themes of MSP | - Delivering the Capability (Outputs)
|
| Governing Themes | - Business Case
|
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NEW QUESTION # 121
Which of the following is a KEY attribute for a Programme Manager?
Answer: A
Explanation:
A key attribute for a Programme Manager is a good knowledge of project management approaches. This expertise enables the Programme Manager to oversee and coordinate multiple interrelated projects, ensuring they deliver outputs that collectively realize programme objectives.
The MSP Practitioner states: "Programme Manager should have good project management skills," emphasizing that while strategic leadership and stakeholder engagement are important, the ability to manage the complexities of project delivery is fundamental to the Programme Manager role.
While change management skills and access to key stakeholders are important complementary abilities, the core responsibility of managing project delivery across a dossier of projects necessitates strong project management knowledge. The Programme Manager acts as the bridge between strategic programme objectives and tactical project execution, requiring detailed understanding of project methodologies, risk management, scheduling, resource coordination, and quality assurance.
This knowledge supports effective integration, issue resolution, and benefits delivery, positioning the Programme Manager as a central figure in programme success.
NEW QUESTION # 122
Which of the following is a critical organizational element?
Answer: A
NEW QUESTION # 123
The following statement needs to be recorded:
"The vision statement will be developed and tested in a facilitated workshop with the senior officers from each department, before final approval by the CEO." In which section of the programme strategy should this be recorded?
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 Programme Strategy is a high-level document that outlines how the programme will be directed and managed. One of its vital components is the Design Approach. This section defines how the programme will design its future state, which includes the development of the Vision Statement and the Target Operating Model (TOM). The design approach specifies the methods, tools, and consultative processes (such as workshops) that will be used to ensure the design is robust and meets the strategic objectives.
The statement regarding the facilitated workshop for developing and testing the vision statement is a procedural detail of the "design" phase of the programme. Option C is correct because the vision statement is the cornerstone of the programme's design; it describes the "post-transformation" world. Therefore, the methodology for creating it-including who is involved (senior officers) and who approves it (CEO)- belongs in the Design Approach. While this involves stakeholders (Option B) and decisions (Option D), those are broader themes. The specific activity of forming the vision is a design activity. The Design Approach ensures that there is a structured way to move from the initial mandate to a clear, agreed-upon vision that guides all subsequent tranches and projects.
NEW QUESTION # 124
POTI model is part of which governance theme?
Answer: D
Explanation:
The POTI (Projects, Operations, Teams, and Infrastructure) model is part of the Blueprint governance theme.
It defines the high-level scope and structure of the blueprint, outlining how projects, operational activities, teams, and infrastructure work together to deliver transformation.
The MSP Practitioner confirms: "POTI model defines scope blueprint," situating it firmly within the Blueprint theme that describes the future state and the means to achieve it.
Understanding POTI helps in mapping and managing the components necessary for successful delivery of programme benefits within the defined future organizational state.
NEW QUESTION # 125
The Smart Meter Programme is in Tranche 2 and the Customer Processes Project is delivering ahead of schedule. This means that fewer resources are required to complete the project. The Training Project, which was due to start in Tranche 3, has now become a higher priority and needs to be started early. The programme manager has recommended starting the Training Project now although Tranche 2 and Tranche 3 will then overlap.
Is this an appropriate application of the structure' 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:
The Structure Theme in MSP 5th Edition defines how the programme is organized into tranches to manage the delivery of capability and the realization of benefits. While tranches provide a natural "step-by-step" progression, MSP 5th Edition is designed to be more flexible and agile than previous versions. It explicitly recognizes that tranches do not always have to be strictly sequential.
Option B is the correct answer. The guidance states that tranches can overlap if there is a clear business reason to do so-such as a change in priority or the early availability of resources-and if the risks of doing so are managed. Overlapping tranches allows the programme to "bring pace and value" (an MSP Principle) by initiating work as soon as it is feasible. While Option D raises a valid point about risk, MSP does not forbid overlapping; it simply requires that the risks be assessed. If the resources from the Customer Processes Project are now free, using them to start the Training Project early is a sensible management decision that accelerates the delivery of capability. The end-of-tranche review (Option C) still occurs for Tranche 2, but it does not prevent work from a future tranche from beginning if the SRO approves the deviation from the initial plan to maximize efficiency.
NEW QUESTION # 126
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