Question 1

What can be described as a "Statement that describes the purpose, cost, time, and performance requirements/constraints for a project"?
A)Portfolio
B)Projects Dossier
C)Tranche
D)Project Brief

Accepted Answer

The Project Brief can be described as a "statement that describes the purpose, cost, time, and performance requirements/constraints for a project".
Key Takeaway: A Project Brief is used to provide a full and firm foundation for the initiation of a project.

Question 2

Which type of driver is a change to an industry regulator or watchdog?
A)Societal change
B)Technological change
C)Legislative compliance
D)Political change

Accepted Answer

A change to an industry regulator or watchdog is a political change.
Key Takeaway: Political changes-internal or external-may affect priorities or hierarchy. This may also apply to changes affecting partners in a programme.

Question 3

Which of the following is NOT a responsibility of the Programme Office?
A)Risk and issue tracking
B)Holding master copies of all programme information
C)Maintaining the list of stakeholders and their interests
D)Reporting progress of the programme at regular intervals to the SRO

Accepted Answer

Reporting progress of the programme at regular intervals to the SRO is not a responsibility of the Programme Office.
Key Takeaway: Reporting progress of the programme at regular intervals to the SRO is the responsibility of the Programme Manager.

Question 4

For a programme that focuses on technology or engineering infrastructure, which of the following characteristics is likely to lead to a high predictability of outcome?
A)Specification led
B)Medium-term effect
C)Challenges to historical working practices
D)Diverse or new products and services

Accepted Answer

For a programme that focuses on technology or engineering infrastructure, being specification led is likely to lead to a high predictability of outcome.
Key Takeaway: Where a programme is focused on technology or engineering infrastructure, clear specification of the outputs required will tend to increase the predictability of the outcome. This is despite the fact that the programme may be costly and complex.

Question 5

For a programme that focuses on business transformation, which of the following characteristics is likely to lead to a low predictability of outcome?
A)Specification led
B)Medium-term effect
C)Adoption of best practice
D)Volatility of the marketplace

Accepted Answer

For a programme that focuses on business transformation, volatility of the marketplace is likely to lead to a low predictability of outcome.
Key Takeaway: Where a programme is focused on transforming the business, there is likely to be ambiguity about the overall implications of the changes. Factors such as volatility in the marketplace will tend to make the outcome less predictable.

Question 6

In the genesis of a programme Business Case, which document is produced from the Programme Mandate and feeds into the production of the Business Case?
A)Programme Plan
B)Programme Definition Document
C)Programme Brief
D)Programme Preparation Plan

Accepted Answer

The Programme Brief is produced from the Programme Mandate and feeds into the production of the Business Case.
Key Takeaway: The Programme Brief is used to define the programme objectives and outcomes. It is a snapshot of what the programme is expected to achieve.

Question 7

Which of the following is NOT within the scope of Quality Management in a programme?
A)Adherence to strategy policy and standards
B)Striving for excellence in everything the programme does
C)The quality of decisions taken by the programme's leadership
D)Systematic use of processes tools and techniques

Accepted Answer

Striving for excellence in everything the programme does is not within the scope of Quality Management in a programme.
Key Takeaway: Quality activities are set out in the quality Management Plan, which schedules and directs the ongoing review and improvement of a programme's activities.

Question 8

Which of these is an output from "Identifying a Programme"?
A)Appointment of Programme Board
B)Approved Business Case
C)Blueprint
D)Programme Plan

Accepted Answer

Appointment of Programme Board is an output from "Identifying a Programme."
Key Takeaway: Approved Business Case, Blueprint, and Programme Plan are produced during "Defining a Programme."

Question 9

Who is normally accountable for "Approval to Proceed" on a programme?
A)Programme Board
B)Senior Responsible Owner
C)Business Change Manager
D)Sponsoring Group

Accepted Answer

The Sponsoring Group is normally accountable for "Approval to Proceed" on a programme.
Key Takeaway: The Senior Responsible Owner is responsible for the "Approval to Proceed."

Question 10

Which of the following is an output of "Defining a Programme"?
A)Approved Business Case
B)Outcome achieved
C)Standards complied with
D)Capability delivered

Accepted Answer

The Approved Business Case is an output of "Defining a Programme."
Key Takeaway: The "Defining a Programme" process provides the basis for deciding whether to proceed with the programme or not. The Business Case validates the ongoing viability of the programme.

Question 11

Which of the following is an output of "Managing the Tranches"?
A)Next tranche prepared
B)Next tranche approved
C)Next tranche defined
D)Next tranche initiated

Accepted Answer

"Next tranche prepared" is an output of "Managing the Tranches."
Key Takeaway: As the programme progresses, there is increasing clarity about the way forward. Preparation for the next tranche occurs at the end of each tranche.

Question 12

Which of the following is NOT an input to "Delivering the Capability"?
A)Blueprint
B)Programme Communications Plan
C)Projects Dossier
D)Project Briefs

Accepted Answer

The Project Briefs are not an input to "Delivering the Capability."
Key Takeaway: The Project Briefs are key outputs of "Delivering the Capability." The Programme manager should ensure that each project management team fully understands their Project Brief as each project is about to begin.

Question 13

Which of these activities does "Delivering the Capability" not include?
A)Engage stakeholders
B)Carry out Gateway Reviews
C)Align projects with programme objectives
D)Align projects with benefits realisation

Accepted Answer

"Delivering the Capability" does not include "Carry out Gateway Reviews."
Key Takeaway: A programme will generally undergo three or more OGC Gateway Reviews, normally including an early review, one or more reviews at key decision points, and a final review at the conclusion of the programme.

Question 14

Which of these activities takes place as part of "Delivering the Capability"?
A)Align projects with programme objectives
B)Develop the Blueprint
C)Develop the Benefit Profiles
D)Develop governance arrangements

Accepted Answer

"Align projects with programme objectives" takes place as part of "Delivering the Capability."
Key Takeaway: The other activities are all part of "Defining a Programme."

Question 15

In "Delivering the Capability," which role is responsible for aligning projects with programme objectives?
A)Programme Manager
B)Programme Office
C)Business Change Manager
D)Senior Responsible Owner

Accepted Answer

In "Delivering the Capability" the Programme Manager is responsible for aligning projects with programme objectives.
Key Takeaway: Aligning projects with programme objectives is a continual activity throughout the programme for all its projects. The Programme Manager is responsible for ensuring that this alignment is maintained.

Question 16

Which role is responsible for realising the benefits?
A)Programme Manager
B)Senior Responsible Owner
C)Sponsoring Group
D)Business Change Manager

Accepted Answer

The Business Change Manager is responsible for realising the benefits.
Key Takeaway: The Business Change manager is responsible for managing the realisation of benefits and ensuring that continued accrual of benefits can be achieved after the programme has been completed.

Question 17

Which of the following is NOT an output of "Realising the Benefits"?
A)Achievement of outcomes
B)Risks and issues managed
C)Benefit measures
D)Changes in operations

Accepted Answer

Risks and issues managed is not an output of "Realising the Benefits."
Key Takeaway: "Realising the Benefits" is concerned with managing the benefits from their initial identification to their successful realisation. Risks and issues managed is an output of "Managing the Tranches."

Question 18

Which of these is NOT an output of "Closing a Programme"?
A)Final tranche prepared
B)Programme team disbanded
C)Lessons learned
D)Plan for post-programme benefits review

Accepted Answer

"Final tranche prepared" is not an output of "Closing a Programme."
Key Takeaway: Once the programme has been closed, there will be no further tranches.

Question 19

Who is responsible for confirming programme closure?
A)Senior Responsible Owner
B)Programme Manager
C)Business Change Manager
D)Programme Office

Accepted Answer

The Senior Responsible Owner is responsible for confirming programme closure.
Key Takeaway: The SRO will confirm programme closure when the Business Case has been satisfied, all projects have completed satisfactorily, and any remaining handover or transition activities have been defined and assigned.

Question 20

Which of the following is NOT one of MSP's four suggested levels of stakeholder engagement?
A)Maintain interest
B)Active consultation
C)Formally approve
D)Keep informed

Accepted Answer

"Formally approve" is not one of MSP's suggested levels of stakeholder engagement.
Key Takeaway: The fourth of the four levels is "Key players -need strong buy-in."

Quiz 1: Managing Successful Programmes (MSP)

What can be described as a "Statement that describes the purpose, cost, time, and performance requirements/constraints for a project"?

Which type of driver is a change to an industry regulator or watchdog?

Which of the following is NOT a responsibility of the Programme Office?

For a programme that focuses on technology or engineering infrastructure, which of the following characteristics is likely to lead to a high predictability of outcome?

For a programme that focuses on business transformation, which of the following characteristics is likely to lead to a low predictability of outcome?

In the genesis of a programme Business Case, which document is produced from the Programme Mandate and feeds into the production of the Business Case?

Which of the following is NOT within the scope of Quality Management in a programme?

Which of these is an output from "Identifying a Programme"?

Who is normally accountable for "Approval to Proceed" on a programme?

Which of the following is an output of "Defining a Programme"?

Which of the following is an output of "Managing the Tranches"?

Which of the following is NOT an input to "Delivering the Capability"?

Which of these activities does "Delivering the Capability" not include?

Which of these activities takes place as part of "Delivering the Capability"?

In "Delivering the Capability," which role is responsible for aligning projects with programme objectives?

Which role is responsible for realising the benefits?

Which of the following is NOT an output of "Realising the Benefits"?

Which of these is NOT an output of "Closing a Programme"?

Who is responsible for confirming programme closure?

Which of the following is NOT one of MSP's four suggested levels of stakeholder engagement?