Question 1

Part of the project output to the strategic objective chain is in which order?
A)End Benefit -> Outcome -> Business Change
B)Business Change -> End Benefit -> Outcome
C)Business Change -> Outcome -> Intermediate Benefit
D)Outcome -> Business Change -> Intermediate Benefit

Accepted Answer

Part of the project output to strategic objective chain is in the order "Business Change -> Outcome -> Intermediate Benefit."
Key Takeaway: The full sequence is "Project Output -> Business Change -> Outcome -> Intermediate Benefit -> End Benefit -> Strategic Objective."

Question 2

How would you classify a Speculative Driver?
A)High importance to the current organisation and high importance to the future organisation
B)High importance to the current organisation and low importance to the future organisation
C)Low importance to the current organisation and high importance to the future organisation
D)Low importance to the current organisation and low importance to the future organisation

Accepted Answer

A Speculative Driver is of low importance to the current organisation and high importance to the future organisation.
Key Takeaway: Speculative drivers tend to relate to future opportunities (e.g. use of new technology) and so are of low importance to the current organisation, whereas they will tend to be of high importance to the future organisation.

Question 3

One of these statements is true. Which one?
A)The Programme Blueprint is delivered through the Programme Vision.
B)The Programme Vision contains implicit outcomes and benefits.
C)The Programme Blueprint contains implicit outcomes and benefits.
D)The Programme Vision specifies the capability.

Accepted Answer

The Programme Vision contains implicit outcomes and benefits.
Key Takeaway: A programme's Vision is a picture of a better future. In MSP, it is the basis for the outcomes and delivered benefits of the programme.

Question 4

Which is the correct sequence for some of the activities in the Benefits Realisation Process?
A)Execute benefits realisation; Review and evaluate realisation; Optimise and look for other benefits
B)Identify and map benefits; Execute benefits realisation; Plan benefits realisation
C)Identify and map benefits; Establish and maintain Benefits Management Strategy; Optimise and look for other benefits
D)Execute benefits realisation; Plan benefits realisation; Optimise and look for other benefits

Accepted Answer

"Execute benefits realisation; Review and evaluate realisation; Optimise and look for other benefits" is the correct sequence for some of the activities in the Benefits Realisation Process.
Key Takeaway: The correct sequence for Benefits Realisation is: "Establish strategy; Identify and Map; Plan; Execute; Review and evaluate; Optimise and look for others."

Question 5

Which of the following documents are put in place by MSP's Governance Themes?
A)Business Case, Quality Management Strategy, and Project Mandate
B)Requirements Specification, Blueprint, and Business Case
C)Quality Management Strategy, System Specification, and Product Specification
D)Blueprint, Business Case, and Quality Management Strategy

Accepted Answer

Blueprint, Business Case, and Quality Management Strategy are put in pace by MSP's Governance Themes.
Key Takeaway: The Governance Themes allow organisations to put in place the right controls and control information to provide the best chance of delivering the planned outcomes and realising the desired benefits.

Question 6

Which of these is the MSP definition of a programme?
A)A well-defined ongoing arrangement whereby a set of projects can be aligned to achieve specific company objectives
B)A strategic assignment of an organisation's resources to achieve long-term objectives within a defined framework
C)A temporary, flexible organisation created to coordinate, direct, and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation's strategic objectives
D)A collection of projects with a common purpose that are managed within the organisation's standard governance framework

Accepted Answer

The MSP definition of a programme is "A temporary, flexible organisation created to coordinate, direct, and oversee the implementation of a set of related projects and activities in order to deliver outcomes and benefits related to the organisation's strategic objectives."
Key Takeaway: Key aspects here are that the programme is a temporary and flexible arrangement and that the purpose relates to strategic outcomes and benefits.

Question 7

Which critical organisational element is NOT directly aligned by Programme Management?
A)Recruitment policy
B)Corporate Strategy
C)Delivery mechanisms for change
D)Business-as-usual environment

Accepted Answer

Recruitment policy is not directly aligned by Programme Management.
Key Takeaway: Programme Management deals with the natural tension that exists between the other three, ensuring that the organisation's and the stakeholders' needs are satisfied.

Question 8

How does MSP define Programme Management?
A)The management of a set of activities with dependencies, durations, and deadlines
B)The action of carrying out the co-ordinated organisation, direction, and implementation of a dossier of projects and transformation activities to achieve outcomes and realise benefits of strategic importance to the business
C)The co-ordination of a group of projects
D)A timetable for change

Accepted Answer

MSP defines Programme Management as "The action of carrying out the co-ordinated organisation, direction, and implementation of a dossier of projects and transformation activities to achieve outcomes and realise benefits of strategic importance to the business."
Key Takeaway: Programme management provides a framework that integrates and reconciles competing demands for resources, providing a context and control framework for the projects of the programme.

Question 9

What is the MSP term for one of the "manageable chunks" that a programme can be divided into and which assist review and monitoring of progress?
A)Dossier
B)Project
C)Tranche
D)Portfolio

Accepted Answer

One of the "manageable chunks" that a programme can be divided into and which assist review and monitoring of progress is called a tranche.
Key Takeaway: A tranche is a group of projects structured around distinct step changes in capability and benefit delivery.

Question 10

Which of these is NOT a characteristic of a vision-led programme?
A)May also be referred to as a "must do" programme
B)Tends to be top down in approach, with cross-functional implications for the organisation's operations
C)Likely to focus on innovation or strategic opportunity offered by the business environment
D)Has come into existence to deliver a clearly defined vision that has been created and is owned by the top of the organisation

Accepted Answer

"May also be referred to as a 'must do' programme" is not a characteristic of a vision-led programme.
Key Takeaway: May also be referred to as a "must do" programme is a characteristic of a compliance programme.

Question 11

To which of MSP's programme management principles does the Business Case contribute most?
A)Adding value
B)Learning from experience
C)Envisioning and communicating a better future
D)Leading change

Accepted Answer

The Business Case contributes most to the "Adding value" MSP programme management principle.
Key Takeaway: The Business Case identifies the added value of managing the change as a whole in a programme as well as the added costs over and above the project costs.

Question 12

Which of these would you NOT usually find in a Business Case?
A)Overall programme schedule showing the relative sequencing of the projects
B)Investment appraisal
C)Estimated costs and overall timescales
D)Cashflow forecast

Accepted Answer

You would not usually find an overall programme schedule showing the relative sequencing of the projects in a Business Case.
Key Takeaway: The programme schedule is included in the Programme Plan.

Question 13

Which graphical tool is used in MSP to illustrate the trade-off between the costs associated with a programme and the value of its benefits?
A)Programme Profit Plot
B)Net Benefit Line
C)Earned Value Graph
D)Value Added Curve

Accepted Answer

A Net Benefit Line is used in MSP to illustrate the trade-off between the costs associated with a programme and the value of its benefits.
Key Takeaway: The Net Benefit Line can only meaningfully compare cashable (financial) benefits against financial cost. Other benefits will have non-financial measures.

Question 14

Which of the following statements is correct?
A)Risks and issues are the same.
B)Risks occur at programme level, while issues are at project level.
C)Risks are things that may happen, while issues have happened.
D)Risks are handled by managers, while issues are handled at a lower level.

Accepted Answer

"Risks are things that may happen, while issues have happened" is a correct statement.
Key Takeaway: A risk is an uncertain event or set of events which, should it occur, will have an effect on the achievement of objectives. Issues are events that have happened, were not planned, and are currently affecting the programme in some way.

Question 15

Which of the following is NOT a principle of programme risk management?
A)Understand the programme context Risk change
B)Capture all project risks centrally
C)Involve stakeholders
D)Monitor for early warning indicators

Accepted Answer

"Capture all project risks centrally" is not a principle of programme risk management.
Key Takeaway: Risks and issues in the projects will typically be handled by the projects' problem/incident reporting mechanisms, only being escalated to the programme level should the project be unable to resolve them.

Question 16

Which of these is NOT one of the four primary risk management processes?
A)Implement
B)Identify
C)Plan
D)Estimate

Accepted Answer

"Estimate" is not one of the four primary risk management processes.
Key Takeaway: The fourth primary risk management process is "Assess," which comprises the steps "Estimate" and "Evaluate."

Question 17

In which of the risk management processes would a risk manager communicate aspects of risk to a stakeholder?
A)Assess - Evaluate
B)Identify - Context
C)Identify - Risks
D)All of them

Accepted Answer

A risk manager communicates aspects of risk to a stakeholder in all of the risk management processes.
Key Takeaway: Rather than being a distinct stage in the risk management process, communication is an activity that is carried out throughout the whole process.

Question 18

Which of the following is NOT one of the three types of programme issues?
A)A problem or question affecting all or part of the programme in some way
B)A required change to some aspect of the programme
C)A previously identified risk that has now hit and requires the appropriate issue management action
D)A potential change to legislation that may affect the business

Accepted Answer

"A potential change to legislation that may affect the business" is not one of the three types of programme issues.
Key Takeaway: "A potential change to legislation that may affect the business" is a risk not an issue, as it has not yet happened.

Question 19

Which of these statements about quality management is false?
A)Quality management within a programme is delegated to each of its constituent projects.
B)Quality management in a programme ensures that stakeholders are satisfied that their planned benefits have the best chance of being realised and will meet their expectations.
C)The management of quality within a project is generally more straightforward than quality management within a programme.
D)A programme's strategic goals may change during the life of the programme and quality management must stay aligned to these goals.

Accepted Answer

The statement "Quality management within a programme is delegated to each of its constituent projects" is false.
Key Takeaway: Quality Management in a programme must be an integral part of all the day-to-day activities of the programme. It does not consist solely of the quality management activities of each constituent project.

Question 20

Which of the following would you find in a Quality Management Plan rather than a Quality Management Strategy?
A)Criteria to assess programme success
B)Resource requirements for quality management
C)Guidelines to ensure the appropriate use of audits and health checks
D)Plans and dates for audits and reviews

Accepted Answer

You would find plans and dates for audits and reviews in a Quality Management Plan rather than a Quality Management Strategy.
Key Takeaway: The QMS is used to define and establish what the activities are for managing quality and, when these are triggered, a description of the quality assurance, review, and control processes, together with the associated roles and responsibilities.

Quiz 1: Managing Successful Programmes (MSP)

Part of the project output to the strategic objective chain is in which order?

How would you classify a Speculative Driver?

One of these statements is true. Which one?

Which is the correct sequence for some of the activities in the Benefits Realisation Process?

Which of the following documents are put in place by MSP's Governance Themes?

Which of these is the MSP definition of a programme?

Which critical organisational element is NOT directly aligned by Programme Management?

How does MSP define Programme Management?

What is the MSP term for one of the "manageable chunks" that a programme can be divided into and which assist review and monitoring of progress?

Which of these is NOT a characteristic of a vision-led programme?

To which of MSP's programme management principles does the Business Case contribute most?

Which of these would you NOT usually find in a Business Case?

Which graphical tool is used in MSP to illustrate the trade-off between the costs associated with a programme and the value of its benefits?

Which of the following statements is correct?

Which of the following is NOT a principle of programme risk management?

Which of these is NOT one of the four primary risk management processes?

In which of the risk management processes would a risk manager communicate aspects of risk to a stakeholder?

Which of the following is NOT one of the three types of programme issues?

Which of these statements about quality management is false?

Which of the following would you find in a Quality Management Plan rather than a Quality Management Strategy?