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NEW QUESTION # 78
There is a risk that the utilities market is changing, with green energy solutions becoming more attractive to customers. As UU does not currently offer this type of green energy, the benefits gained from cross-selling electricity and gas to current water customers may be overestimated.
Which activity is relevant in the 'plan' phase of the Plan-Do-Check-Act (PDCA) cycle?
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:
The Plan-Do-Check-Act (PDCA) cycle is applied throughout MSP to ensure continuous improvement and effective risk management. In the context of risk management, the 'Plan' phase involves identifying and assessing risks, understanding the current environment, and designing the appropriate responses. It is the analytical stage where the programme team gathers data to understand the scale and proximity of a threat to the programme's benefits.
In this scenario, the risk is a shift in market preference toward green energy. Option B is the correct activity for the 'Plan' phase because it involves research and analysis. Before a response can be designed (Do), the programme must understand the market trends and the potential impact on the cross-selling benefits.
Analyzing how many customers competitors are gaining through green energy provides the evidence base needed to adjust the Business Case or the Benefit Profiles. In contrast, Option D represents the 'Do' phase (implementing a response), Option A represents the 'Check' phase (monitoring results), and Option C is also a
'Check' or 'Act' activity to verify the effectiveness of a response already taken. For the 'Plan' phase, the focus remains on understanding the uncertainty to enable informed decision-making.
NEW QUESTION # 79
Which of the following is an activity in Defining a Programme?
Answer: B
Explanation:
Designing the Projects Dossier is a key activity in the 'Defining a Programme' process. The Projects Dossier is a comprehensive document that defines all the projects within the programme, detailing their scope, objectives, interdependencies, and delivery approach.
The MSP Practitioner states: "Only project dossier is created in defining programme from available options," emphasizing that managing transition, producing the Programme Brief, and aligning projects with benefits realization occur in later programme stages.
Developing a well-structured Projects Dossier is critical for effective programme planning, control, and coordination of project delivery to achieve overall programme benefits.
NEW QUESTION # 80
The Customer Processes Project has reported that the work to develop the integrated billing and accounting services is progressing according to plan. However, when the system was tested, the system performance was very slow and there are errors that were not previously identified. The programme manager is concerned about the possible impact of this inaccurate reporting.
Which type of data gathering should be improved, 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 Decisions Theme in MSP 5th Edition emphasizes the necessity of high-quality data to support effective governance and oversight. The framework distinguishes between two types of data gathering: "looking back" and "looking forward." Looking-back data focuses on monitoring the performance of the programme and its constituent projects against their approved plans (e.g., progress, cost, quality, and risk status).
In this scenario, there is a disconnect between the project's status report ("progressing according to plan") and the actual technical reality (slow performance and errors). This is a failure of looking-back data. Option B is the correct answer because the programme manager needs to improve the accuracy of reporting on work already completed or in progress. Without reliable "looking-back" information, the programme board cannot identify variances or risks to the overall delivery schedule. Inaccurate reporting masks technical debt and quality issues, which ultimately threatens the realization of benefits. While "looking forward" data (Options C and D) is important for scanning the external environment or identifying future trends, the immediate issue here is a failure to report current internal project health accurately. Improving looking-back data ensures that the programme has a "single version of the truth" regarding the capability being delivered, allowing for timely intervention and more robust decision-making.
NEW QUESTION # 81
Which of below sentences describes Project Brief?
Answer: A
Explanation:
The Project Brief is a key document that describes the purpose, cost, time, performance requirements, and constraints of a specific project. It acts as the initial detailed definition of a project within the programme context. The MSP Practitioner states: "Project brief describes purpose, cost, time, performance requirements and constraints of a project," highlighting its role in defining project scope and parameters, which supports effective project delivery aligned to the programme objectives.
NEW QUESTION # 82
UU has partnered with a supplier who has expertise in training and change management. The supplier will provide a virtual change office function, helping staff in the business prepare for the significant transformation ahead and ensuring that the benefits will be realized. However, these change management services are very costly.
Is this an appropriate application of the 'justification' theme, and why?
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 'Justification' theme in MSP 5th Edition is central to the programme's lifecycle, ensuring that the investment remains desirable, viable, and achievable. It is not simply about choosing the cheapest option; it is about ensuring that the expenditures made are necessary to secure the projected benefits. This is often referred to as the "Value for Money" assessment.
In this case, the use of a specialized external change office is a strategic decision to mitigate the risk of "value leakage"-where benefits are lost because the organization fails to adopt the new ways of working. Option A is the correct answer because MSP 5th Edition explicitly states that the costs of a programme (including specialized support services) must be weighed against the scale of the transformation and the value of the benefits at risk. If the transformation is "significant," as described, the cost of expert change management is often a necessary investment to ensure the Target Operating Model is successfully reached. Option B is incorrect as it describes "contingency" incorrectly; justification is about the primary investment, not just using leftover savings. Option C is a management choice but does not invalidate the justification principle if external expertise is deemed more effective. The justification theme requires the Senior Responsible Owner (SRO) to continually validate that the costs of these services are outweighed by the improved likelihood of benefit realization.
NEW QUESTION # 83
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