Question 1

Which reason for programme closure can be described as "shows the cost of the remainder of the programme compared with additional benefits it will realise are disproportionate to what has been achieved so far"?
A)Evidence
B)Strategy changed
C)Planned closure
D)80/20 rule

Accepted Answer

The "80/20 rule" can be described as "shows the cost of the remainder of the programme compared with additional benefits it will realise are disproportionate to what has been achieved so far."
Key Takeaway: It is essential to continue to review progress against the Business Case throughout the life of the programme. A point may come where it does not make good business sense to complete the rest of the programme.

Question 2

Which role appoints and chairs the Programme Board?
A)Senior Responsible Owner
B)Sponsoring Group
C)Programme Office
D)Business Change Manager

Accepted Answer

The Senior Responsible Owner appoints and chairs the Programme Board.
Key Takeaway: The SRO has ultimate accountability and personal responsibility for the programme's success. The SRO is appointed by the Sponsoring Group.

Question 3

Which of the following documents does NOT form part of a programme's governance framework?
A)Corporate governance of the organisation
B)Risk Management Strategy
C)Benefits Management Strategy
D)Corporate IT Strategy

Accepted Answer

Corporate IT Strategy does not form part of a programme's governance framework.
Key Takeaway: The governance framework of the programme must be designed to integrate with the corporate governance of the organisation (where this exists).

Question 4

In which document are project risk escalation routes defined?
A)Risk Management Strategy
B)Monitoring and Control Strategy
C)Benefits Management Strategy
D)Quality Management Strategy

Accepted Answer

Project risk escalation routes are defined in the Risk Management Strategy.
Key Takeaway: The Risk Management Strategy defines how risks to the programme will be identified, analysed, monitored, and controlled.

Question 5

Which of the following is NOT part of the four-stage programme "Approval to Proceed" process?
A)SRO (and Programme Board) approves
B)Sponsoring Group endorse
C)Programme Board review
D)Sponsoring Group authorise the SRO

Accepted Answer

"Programme Board review" is not part of the four-stage programme "Approval to Proceed" process.
Key Takeaway: The third step is "Independent Review." Reviews may involve independent scrutiny, such as an OGC Gateway Review.

Question 6

What is the purpose of "Managing the Tranches"?
A)Adding another level of detail to the Programme Plan
B)Grouping the projects into logical clusters
C)Digging the foundations for the programme
D)Implementing the defined governance for the programme

Accepted Answer

The purpose of "Managing the Tranches" is to implement the defined governance for the programme.
Key Takeaway: Governance in MSP means the functions, processes, and procedures that define how the programme is set up, managed, and controlled. This will need to be adapted and refined to assure the effective delivery of the tranches and the final outcomes.

Question 7

What term is used for the process whereby a risk within an individual project can be referred to the programme for management?
A)Sharing
B)Escalation
C)Transfer
D)Absolution

Accepted Answer

Escalation is the term used for the process whereby a risk within an individual project can be referred to the programme for management.
Key Takeaway: Escalation is normally used when a risk to a project is such that it may affect the overall integrity of the programme.

Question 8

Which role is responsible for ensuring the particular benefits relevant to each project can be realised from implementing the outputs from these projects?
A)Programme Manager
B)Project Manager
C)Programme Office
D)Business Change Manager

Accepted Answer

The Business Change Manager is responsible for ensuring the particular benefits relevant to each project can be realised from implementing the outputs from these projects.
Key Takeaway: The Business Change Manager can play a key role at milestones in projects, ensuring the input and providing expertise from operational staff.

Question 9

Which of the following is not included in "Benefits Realisation Management"?
A)Managing projects
B)Managing pre-transition
C)Managing transition
D)Managing post-transition

Accepted Answer

"Managing projects" is not included in "Benefits Realisation Management."
Key Takeaway: Management of a project is the responsibility of each Project Management team.

Question 10

Which of these is NOT one of the three tests for information produced to assist with managing benefits realisation?
A)Relevance
B)Confidentiality
C)Accuracy
D)Currency

Accepted Answer

Confidentiality is not one of the three tests for information produced to assist with managing benefits realisation.
Key Takeaway: It is not necessarily the case that information is confidential or needs to be kept so. However, it must be current, accurate, and relevant.

Question 11

Through the transition process, what action should be taken if business performance of the benefit measures moves out of tolerance?
A)Close the programme
B)Escalate to the SRO and the Sponsoring Group
C)Realign the benefit measures with the business performance
D)Raise an issue with the Business Change manager

Accepted Answer

Through the transition process, the action that should be taken if business performance of the benefit measures moves out of tolerance is to escalate to the SRO and the Sponsoring Group.
Key Takeaway: The Benefit Profiles define how each benefit will be measured and what the starting point for this measurement activity is. Measuring benefit realisation should be part of the end-of-tranche reviews and any other planned benefit reviews.

Question 12

When are programmes normally closed?
A)When all projects are finished
B)When all products are delivered
C)When the end goal has been achieved, new capabilities have been delivered and some benefits have been realised
D)Never

Accepted Answer

Programmes are normally closed when the end goal has been achieved, new capabilities have been delivered, and some benefits have been realised.
Key Takeaway: Some benefits will have been realised during the running of the programme. However, the majority of the benefits may not be fully realised until some time after the last project has been delivered.

Question 13

Which of these is a main reason for closing a programme?
A)The changes the programme was created to bring about have been delivered.
B)The Programme Office has completed the Configuration Management process.
C)The Business Change Manager has confirmed that all transitions have taken place.
D)All the programme risks have been resolved.

Accepted Answer

The main reason for closing a programme is that the changes the programme was created to bring about have been delivered.
Key Takeaway: The completion of any of the other tasks does not mean that the programme has been completed and can be closed.

Question 14

Which of the following is not a characteristic of the MSP principles?
A)Universal in that they apply to every programme
B)Self-validating in that they have been proven in practice
C)Compulsory in that by forcing teams to use them an organisation can achieve consistency
D)Empowering because they give practitioners of this framework some added ability or power to influence and shape transformational change towards success

Accepted Answer

"Compulsory in that by forcing teams to use them an organisation can achieve consistency" is not a characteristic of the MSP principles.
Key Takeaway: It is not a principle of MSP that its use should be compulsory, although it is sufficiently flexible to be universal.

Question 15

Which answer identifies two of the principles to be observed when applying MSP?
A)"Learning from experience" and "Adding value"
B)"Learning from experience" and "Focus on products"
C)"Focus on products" and "Leading change"
D)"Leading change" and "Manage by exception"

Accepted Answer

"Learning from experience" and "Adding value" are two of the principles to be observed when applying MSP.
Key Takeaway: "Focus on products" and "Manage by exception" are not principles of MSP.

Question 16

Which of the following is not an MSP principle?
A)Applying strict, detailed control to all programme activities, including projects
B)Envisioning and communicating a better future
C)Adding value
D)Designing and delivering a coherent capability

Accepted Answer

"Applying strict, detailed control to all programme activities including projects" is not an MSP principle.
Key Takeaway: The other principles are Remaining aligned with corporate strategy; Leading change; Focusing on the benefits and threats to them; Learning from experience.

Question 17

Which of these is NOT a feature of the kind of leadership that is required in programme management?
A)Solves problems and creates novel solutions
B)Engenders trust with consistent and transparent behaviours
C)Demands a high level of certainty
D)Actively engages stakeholders

Accepted Answer

"Demands a high level of certainty" is not a feature of the kind of leadership that is required in programme management.
Key Takeaway: The kind of leadership that is required in programme management required the ability to live with a measure of uncertainty.

Question 18

What is defined as the functions, processes, and procedures that define how the programme is set up, managed, and controlled?
A)The programme's Blueprint
B)The programme's Quality Management System
C)The programme's Governance
D)The programme's Quality Management Strategy

Accepted Answer

The programme's Governance is defined as the functions, processes, and procedures that define how the programme is set up, managed, and controlled.
Key Takeaway: Governance is the control framework through which programmes deliver their change objectives and remain within corporate visibility and control.

Question 19

Which role owns the Business Case?
A)Senior Responsible Owner
B)Programme Manager
C)Sponsoring Group
D)Business Change Manager

Accepted Answer

The Senior Responsible Owner owns the Business Case.
Key Takeaway: The SRO is ultimately accountable for the programme, ensuring that it meets its objectives and realises the expected benefits.

Question 20

Which of these is NOT a responsibility of the Programme Board?
A)Ensuring the integrity of the benefit profiles and realisation plan and ensuring that there is no double-counting of benefits
B)Defining the programme's governance framework
C)Providing assurance for operational stability and effectiveness through the programme delivery cycle
D)Defining the acceptable risk profile and risk thresholds for the programme and its constituent projects

Accepted Answer

Defining the programme's governance framework is not a responsibility of the Programme Board.
Key Takeaway: Defining the programme's governance framework is a responsibility of the Programme Manager.

Quiz 1: Managing Successful Programmes (MSP)

Which reason for programme closure can be described as "shows the cost of the remainder of the programme compared with additional benefits it will realise are disproportionate to what has been achieved so far"?

Which role appoints and chairs the Programme Board?

Which of the following documents does NOT form part of a programme's governance framework?

In which document are project risk escalation routes defined?

Which of the following is NOT part of the four-stage programme "Approval to Proceed" process?

What is the purpose of "Managing the Tranches"?

What term is used for the process whereby a risk within an individual project can be referred to the programme for management?

Which role is responsible for ensuring the particular benefits relevant to each project can be realised from implementing the outputs from these projects?

Which of the following is not included in "Benefits Realisation Management"?

Which of these is NOT one of the three tests for information produced to assist with managing benefits realisation?

Through the transition process, what action should be taken if business performance of the benefit measures moves out of tolerance?

When are programmes normally closed?

Which of these is a main reason for closing a programme?

Which of the following is not a characteristic of the MSP principles?

Which answer identifies two of the principles to be observed when applying MSP?

Which of the following is not an MSP principle?

Which of these is NOT a feature of the kind of leadership that is required in programme management?

What is defined as the functions, processes, and procedures that define how the programme is set up, managed, and controlled?

Which role owns the Business Case?

Which of these is NOT a responsibility of the Programme Board?