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NEW QUESTION # 48
Which of the following will not be in Issue register?
- A. Description of issue
- B. How issues will be identified, captured and assessed
- C. Categorization of issue
- D. Date issue was raised
Answer: B
Explanation:
The process of how issues will be identified, captured, and assessed is not recorded in the Issue Register itself but is instead documented in the Issue Management Strategy.
The MSP Practitioner clarifies: "How to deal with issue is identified in issue management strategy," meaning the register contains actual issues with details such as date raised, description, and categorization but not the procedural approach.
This distinction ensures that the register remains a real-time log of current issues while the management strategy defines policies and processes for consistent issue handling across the programme.
Maintaining this separation improves clarity and operational efficiency in issue management.
NEW QUESTION # 49
Which of the following is an influencer type of stakeholder?
- A. Management board
- B. Supplier
- C. Media
- D. Business partner
Answer: C
Explanation:
Media is classified as an influencer stakeholder type because it can shape public opinion and stakeholder perceptions, thus affecting programme success indirectly.
The MSP Practitioner notes: "Media can influence other stakeholders as well," highlighting its role in communication and shaping the narrative around the programme.
Understanding and managing influencer stakeholders like media is critical for reputation management, gaining public support, and mitigating risks associated with negative publicity.
NEW QUESTION # 50
During Tranche 1, the Call Centre Manager had played an active role in the programme as a BCM. However, at the end of the tranche, it was decided that they were not required during Tranche 2. In addition, the CTO was appointed as a new BCM for Tranche 2.
Which principle is being applied by the 'organization' theme, and why?
- A. Align with priorities, because the new BCM is able to provide support to operations to deliver the Tranche 2 outcomes
- B. Lead with purpose, because the appointment of the new BCM should result in more integrated decisionmaking in Tranche 2
- C. Lead with purpose, because the new BCM has a more senior role in UU and will be able to lead the work in Tranche 2
- D. Align with priorities, because the appointment of the new BCM shows senior commitment to Tranche 2
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 'Align with priorities' principle ensures that the programme structure and its resources remain focused on the current needs of the business as it moves through the transformational flow. The Organization Theme supports this by ensuring that the right people are in the right roles at the right time. Unlike project management roles, MSP roles-specifically the Business Change Manager (BCM)-can and should change as the programme moves between tranches.
In this scenario, Tranche 2 likely involves technical or systems-led changes (indicated by the appointment of the Chief Technology Officer as BCM). Option C is the correct answer because the BCM's primary responsibility is to bridge the gap between the programme and the business operations to ensure that outcomes are delivered and benefits are realized. By changing the BCM to reflect the specific focus of Tranche 2, the programme ensures that the person with the most relevant operational authority and "priority" alignment is leading the transition. This flexibility is a core strength of the MSP framework, allowing the programme to adapt its leadership to the specific nature of the work being performed in different stages of the lifecycle.
NEW QUESTION # 51
Which of the following is a critical organizational element?
- A. Leading change
- B. Quality management and assurance
- C. Delivery mechanisms for change
- D. Stakeholder engagement
Answer: C
NEW QUESTION # 52
The programme is in the 'design the outcomes' process for the first time. The Research and Development Project team has recommended that UU sources an imported next generation smart meter. This is an alternative to the development of the smart meter internally. The imported meter can be fully implemented before the CEO retires in three years' time. However, there is a possibility that this meter could lead to future information security risks.
Is this recommendation an appropriate application of the 'decisions' theme, and why?
- A. Yes, because providing a clear recommendation should bring pace and value
- B. Yes, because the proposed option should gain the CEO's full support
- C. No, because there are security risks identified with the option proposed
- D. No, because a 'do-nothing' option and at least two others should be provided
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 Decisions Theme requires that all significant choices regarding the programme's direction be made based on a structured analysis of options. This is particularly crucial during the 'Design the outcomes' process, where the Target Operating Model and technical solutions are defined. The framework dictates that for any major decision, the programme team must provide the decision-makers (usually the SRO or Programme Board) with a range of choices to ensure that the best balance of cost, risk, and benefit is achieved.
Option D is the correct answer because MSP 5th Edition explicitly states that an options analysis should typically include:
* A "do-nothing" option: This provides a baseline to understand the impact of not proceeding or not changing the current path.
* At least two other viable options: This ensures that the board is not "cornered" into a single recommendation (as seen in the scenario) but can weigh different trade-offs.
By only presenting the imported meter option, the R&D team is not allowing the SRO to evaluate whether internal development (despite being slower) might mitigate the security risks mentioned. Presenting multiple options is a safeguard against "groupthink" and ensures that the final decision is robust, well-justified, and aligned with the organization's risk appetite. Providing only one recommendation violates the transparency and rigor required by the MSP Decisions theme.
NEW QUESTION # 53
Which of the following is a programme management principle?
- A. Quality and assurance management
- B. Leadership and stakeholder management
- C. Remaining aligned with corporate strategy
- D. Realizing the benefits
Answer: C
NEW QUESTION # 54
The CFO has specified the need to calculate the Net Present Value (NPV) to demonstrate the return on investment for the programme. How should the resulting benefit be expressed?
- A. As a non-financial measure of benefit
- B. As growth resulting from additional sales due to unified staff contracts
- C. As a cash proxy of reduced costs resulting from increased customer satisfaction
- D. As cost savings vs budget due to HR efficiencies
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 'Justification' and 'Benefits' themes emphasize that benefits must be measurable and expressed in a way that allows for objective assessment of the programme's value. When a CFO requests a Net Present Value (NPV) calculation, they are looking for a financial representation of the programme's worth. NPV is a financial metric used to represent the value of future cash flows in today's terms. Therefore, the benefits feeding into this calculation must be expressed in financial terms.
Option B is the correct answer because "cost savings" are tangible, financial benefits that can be directly used in an NPV calculation. In the context of the UU scenario, HR efficiencies leading to reduced staff costs provide a direct cash-flow impact. While Option C (additional sales) is also financial, it is often more speculative than cost savings. Option D uses a "cash proxy," which is a technique used in MSP to assign a monetary value to non-financial benefits (like customer satisfaction), but since the scenario specifically mentions HR efficiencies and cost-saving metrics are already available, a direct financial measure is preferred for a formal NPV. Option A is incorrect because non-financial measures (like brand reputation) cannot be directly included in an NPV formula without conversion. MSP 5th Edition stresses that the Business Case must be supported by a robust Benefit Realization Plan where financial benefits are clearly quantified to justify the investment.
NEW QUESTION # 55
The Employment Contracts Project in Tranche 1 will identify the skills needed by sales staff. However, the Customer Processes Project in Tranche 2 will define new ways to sell gas and electricity to existing water customers which may result in changes to the previously defined skills requirements. If any rework is required, this would delay increasing the number of electricity and gas customers. The programme manager has set up a process to independently monitor the situation, so they can be warned immediately if this becomes likely to happen.
Which principle is being applied MOST by the programme manager when implementing the independent monitoring, and why?
- A. Align with priorities, because the content of Tranche 2 should be changed to reflect any emerging information
- B. Realize measurable benefits, because outcomes of benefit should be embedded at intermediate landing points at the end of each tranche
- C. Align with priorities, because the business case should be updated as a result of any identified delays to benefits
- D. Realize measurable benefits, because assuring risks to the benefits should contribute to improved decision-making
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 principle 'Realize measurable benefits' is at the heart of MSP. It posits that the only justification for a programme is the delivery of measurable improvements (benefits) that contribute to strategic objectives. This principle is not just about the end state; it involves the continuous management and assurance of benefits throughout the transformational flow. This includes identifying risks to benefits and implementing controls to mitigate those risks.
In this scenario, the potential for rework due to dependencies between tranches represents a significant risk to the timely realization of benefits (the increase in customers). The programme manager's implementation of
"independent monitoring" is a form of Benefit Assurance. Option D is the correct answer because MSP 5th Edition explicitly states that monitoring and assuring risks to benefits are vital for informed decision-making.
By setting up this warning system, the programme manager ensures that the SRO and Programme Board have the data needed to intervene before the delay occurs. This proactive approach ensures that the focus remains on the "realization" aspect of the principle. While "Align with priorities" (Options A and B) is relevant to the programme's overall direction, the specific act of monitoring a dependency that directly impacts the timing and success of benefit delivery is a primary application of the 'Realize measurable benefits' principle.
NEW QUESTION # 56
Which of the following is not an Input to delivering the capability?
- A. Business Case
- B. Project outputs
- C. Blueprint
- D. Project dossier
Answer: B
NEW QUESTION # 57
Which of following is a key attribute for a SRO?
- A. Should represent a relevant business area
- B. Good knowledge of project management approaches
- C. Have access to and credibility with key stakeholders
- D. Have ongoing operational responsibilities
Answer: C
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 # 58
The programme has just started. One outcome will be that fewer staff need to work as meter readers. The CEO of UU is keen to make the redundancy process as smooth as possible for the affected staff. As a result, the CEngO is attending a meeting with the meter readers to discuss UU's plans for the future, as well as the different redundancy and early retirement packages.
Is this an appropriate application of the 'lead with purpose' principle?
- A. No, because the redundancies should not be discussed with affected staff until the Call Centre Rationalization Project has been started
- B. Yes, because this meeting should provide support to the meter readers and give them access to detailed information about the choices open to them
- C. No, because the CEO has personal experience of being a meter reader and should attend the meeting instead of the CEngO
- D. Yes, because the CEngO should be able to explain to the meter readers what changes are being made and why
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 the MSP 5th Edition, the principle of 'Lead with Purpose' is fundamental to ensuring that all stakeholders understand the "why" behind a programme's existence. This principle dictates that a programme must have a clear vision and a consistent direction, which is steered by senior leadership. According to the MSP 5th Edition guidance, leading with purpose means that those in leadership roles must be able to articulate the future state and the justification for the change. It is not merely about managing tasks; it is about providing the strategic narrative that justifies the transformation and the impact it will have on the organization and its people.
In the scenario provided, the CEngO is acting as a visible leader. The reason Option B is the correct application of this principle is that 'Lead with Purpose' focuses on the clarity of the Vision and the Strategic Objectives. By explaining "what changes are being made and why," the CEngO is ensuring that the staff- even those facing redundancy-understand the broader purpose of the programme. This transparency is essential for maintaining integrity and trust during a period of uncertainty. While providing support (Option A) is a critical part of stakeholder engagement and people management, the core of the 'Lead with Purpose' principle is the communication of the programme's intent and the rationale for the journey being undertaken.
This principle ensures that the programme remains aligned with its desired outcomes and that leadership remains accountable for the direction of the change.
NEW QUESTION # 59
Which of the following is an Information Baseline?
- A. Boundary
- B. Governance
- C. Management
- D. All of above
Answer: D
Explanation:
All three-Governance, Boundary, and Management-are defined as Information Baselines in MSP. An Information Baseline refers to essential information repositories and frameworks that support programme control and management.
The MSP Practitioner states: "All are defined information baselines," meaning that governance baselines set controls and accountability, boundary baselines define scope and limits, and management baselines cover operational details such as risks and issues.
Together, these baselines form a comprehensive information foundation, enabling effective oversight, coordination, and decision-making throughout the programme lifecycle.
Understanding and maintaining these baselines ensures transparency, consistency, and effective control over complex transformational programmes.
NEW QUESTION # 60
The CFO has been appointed as the SRO for the Smart Meter Programme.
Is this appointment an appropriate application of the 'organization' theme, and why?
- A. No, because the CFO has no previous experience or working knowledge of the utility industry operations
- B. Yes, because the CFO can direct the programme, providing new insights as they are new to UU
- C. No, because the CEO, who has industry knowledge, is better qualified to develop the programme vision
- D. Yes, because the CFO is able to monitor whether the increase in customers and reduction in costs is achieved
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 Organization Theme defines the roles and responsibilities required to direct, manage, and deliver the programme. The most critical role is the Senior Responsible Owner (SRO). The SRO is ultimately accountable for the programme's success and must be a senior individual with the authority to ensure the programme meets its objectives and delivers the projected benefits.
The appointment of a Chief Finance Officer (CFO) as the SRO is highly appropriate because the SRO must
"own" the Business Case. Since the primary drivers of the Smart Meter Programme are financial (increasing customer numbers and reducing operational costs), the CFO is best positioned to monitor these outcomes.
According to MSP, the SRO must provide strategic direction and ensure that the programme remains viable and focused on its benefits. Option A is correct because it highlights the SRO's responsibility for benefit realization and financial accountability. While technical or industry knowledge (as mentioned in Options C and D) is helpful, the primary requirement for an SRO is the ability to lead the change and be accountable for the investment. The CEO (Option D) is usually part of the Sponsoring Group to whom the SRO reports, rather than being the SRO themselves, to maintain a layer of objective oversight.
NEW QUESTION # 61
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?
- A. Yes, because the web-based portal services are needed to reduce staff levels and associated costs
- B. No, because the vision and target operating model should be developed as part of the 'design' theme
- C. No, because this is just a rumour and no action is needed until Web 'n' Go is actually bankrupt
- D. Yes, because projects should escalate risks that could affect the project's objectives to the programme manager
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 # 62
Which of below sentences best defines programme management?
- A. Action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance
- B. Coordinating projects under a common umbrella
- C. Management of set of activities with dependencies and deadlines with aim of realizing benefits
- D. Executing dependent projects with aim of realizing benefits
Answer: A
Explanation:
Programme management is defined in MSP as "the action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance." This definition underscores the holistic and strategic nature of programme management, integrating multiple projects and transformational efforts to deliver outcomes that align with organizational strategy.
The MSP Practitioner emphasizes the coordinated nature of programme management that differentiates it from project or portfolio management, focusing on realization of benefits through strategic change delivery.
This definition encapsulates the complexity and scope of programme management, ensuring delivery is both controlled and aligned to strategic goals.
NEW QUESTION # 63
Which is not a valid response for a threat?
- A. Accept
- B. Enhance
- C. Reduce
- D. Avoid
Answer: B
Explanation:
In MSP, threats are negative risks that could impact the programme adversely. Valid responses to threats include Avoiding, Accepting, or Reducing the risk to mitigate potential harm. However, "Enhance" is not a valid response for a threat because it implies increasing the likelihood or impact, which is contrary to risk management objectives.
The MSP Practitioner states: "Threats should be minimized not enhanced," reinforcing the principle that risk responses should focus on reducing negative effects or avoiding risks altogether. Accepting a risk might be chosen when mitigation is impractical or cost-prohibitive but still requires monitoring.
Understanding and applying appropriate risk responses is vital to effective programme risk management and maintaining control over uncertainties that could derail delivery.
NEW QUESTION # 64
The 'identify the programme' process has started. The programme manager organized a meeting to discuss the work being planned for the 'design the outcomes' process. It was agreed that the Call Centre Manager and the CEngO should be included in future planning meetings.
Which theme is being applied?
- A. Justification
- B. Organization
- C. Structure
- D. Design
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 Organization Theme in MSP 5th Edition is concerned with defining the governance structure, roles, and responsibilities necessary for the programme to succeed. This includes not just the core programme team (SRO, Programme Manager, BCM), but also how the programme interacts with functional departments and operational managers who will be affected by the change.
In this scenario, the decision to include the Call Centre Manager and the CEngO in future planning meetings is a direct application of the Organization theme. Option A is correct because this action identifies the key individuals needed to provide leadership and operational insight within the programme's governance framework. By including these roles early in the 'Identify the programme' and 'Design the outcomes' phases, the programme manager ensures that the "right people" are involved in shaping the future state. This facilitates better stakeholder engagement and ensures that the design is grounded in operational reality. While their input will certainly affect the "Design" (Option B), the act of defining who is involved in the meetings and clarifying their role in the programme's decision-making structure is an organizational activity. Proper organization ensures that there is clear accountability and that the necessary expertise is embedded within the programme's management team from the outset.
NEW QUESTION # 65
In delivering the capability, which role is responsible for aligning projects with programme objectives?
- A. SRO
- B. BCM
- C. Programme Office
- D. Programme Manager
Answer: D
NEW QUESTION # 66
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