Question 1

Consider the differences between portfolios, projects, and programmes. Which of these characteristics is least applicable to a programme?
A)Benefit delivery will dominate, with significant focus on the rigour of benefit profiling and realisation
B)Planning will be viewed from outcome dependency and resolving conflicts
C)Quality focus will be on control and improvement
D)Stakeholder engagement will be focused at all levels in the organisation and key external influencers

Accepted Answer

"Planning will be viewed from outcome dependency and resolving conflicts" is least applicable to a programme.
Key Takeaway: Viewing planning from outcome dependency and resolving conflicts is more applicable to a portfolio.

Question 2

Consider the differences between portfolios, project, and programmes. Which of these characteristics is more applicable to a programme?
A)Focus will be on management and coordination
B)Focus will be on direction and delivery of strategy
C)Benefit focus will be delivering fit-for-purpose outputs that enable benefit realisation
D)Business case will be focused on accurate budgeting for the output delivery

Accepted Answer

"Focus will be on direction and delivery of strategy" is more applicable to a programme.
Key Takeaway: The other characteristics are more applicable to projects, which exist and thrive on certainty of outcome.

Question 3

What is the full name of the P3M3 maturity model?
A)The Procedural, Programme, and Project Management Maturity model
B)The Portfolio, Process, and Project Management Maturity model
C)The Process, Procedure, and Programme Management Maturity model
D)The Portfolio, Programme, and Project Management Maturity model

Accepted Answer

"The Portfolio, Programme, and Project Management Maturity model" is the full name of the P3M3 maturity model.
Key Takeaway: This model identifies five levels of maturity that an organisation passes through as it seeks to achieve and improve on best practice.

Question 4

To which of the following Transformational Flow processes could "Emerging programme current status and plans" be an input?
A)Managing the Tranches
B)Realising the Benefits
C)Defining a Programme only
D)Identifying a Programme and Defining a Programme

Accepted Answer

"Emerging programme current status and plans" would be an input to "Identifying a Programme" and "Defining a Programme."
Key Takeaway: For both "Identifying a Programme" and "Defining a Programme" it is important to assess which current change initiatives can and should be practically merged into a programme.

Question 5

In which threat response does a third party take on responsibility for an aspect of a threat?
A)Share
B)Transfer
C)Retention
D)Removal

Accepted Answer

A third party takes on responsibility for an aspect of a threat in the Transfer response.
Key Takeaway: This may be achieved through insurance or by means of appropriate clauses in a contract.

Question 6

Which threat response is described as "Typically involves changing some aspect of a programme, i.e. changing the scope, procurement route, supplier, or sequence of activities"?
A)Reduction
B)Removal
C)Transfer
D)Retention

Accepted Answer

The Removal threat response is described as "Typically involves changing some aspect of a programme, i.e. changing the scope, procurement route, supplier, or sequence of activities."
Key Takeaway: The objective of the Removal response is to ensure that either the threat can no longer happen of that it will not have an impact if it does.

Question 7

Which of the following is NOT an input to "Defining a Programme"?
A)Programme Preparation Plan
B)Programme Brief
C)Confirmed Business Case
D)Emerging programme current status and plans

Accepted Answer

Confirmed Business Case is not an input to "Defining a Programme."
Key Takeaway: Approved Business Case is one of the outputs of "Defining a Programme."

Question 8

Which role has overall accountability and responsibility for a programme's governance arrangements?
A)Senior Responsible Owner
B)Business Change Manager
C)Programme Manager
D)Programme Office

Accepted Answer

The Senior Responsible Owner has overall accountability and responsibility for a programme's governance arrangements.
Key Takeaway: The SRO is accountable and responsible for the design and approval of (and compliance of the programme with) corporate controls and governance strategies.

Question 9

Which role is responsible for the design and implementation of the programme governance strategies?
A)Senior Responsible Owner
B)Programme Manager
C)Programme Office
D)Business Change Manager

Accepted Answer

The Programme Manager is responsible for the design and implementation of the programme governance strategies.
Key Takeaway: The Programme Manager is responsible for design and implementation, although the SRO has overall accountability and responsibility for governance.

Question 10

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

Accepted Answer

The Business Change Manager is responsible for communicating the Vision Statement.
Key Takeaway: Clear and consistent communication of the vision is essential. The Business Change Manager supports the SRO in the development of the Vision Statement and is responsible for communicating its content.

Question 11

Which of the following statements best describes management?
A)Is more concerned with direction
B)Inclined to clarify the what and the why
C)Focuses on purpose
D)Focuses on the how and the when

Accepted Answer

"Focuses on the how and the when" best describes management.
Key Takeaway: Management, as opposed to Leadership, considers how change happens and how people can be led through change and controls tasks against specifications and plans.

Question 12

Which of the following is a characteristic of leadership rather than management?
A)More concerned with direction, effectiveness, and purpose
B)Focuses on the "how" and "when"
C)Focuses on tasks, delivery, and process
D)Concerned with speed, efficiency, and quality

Accepted Answer

"More concerned with direction, effectiveness, and purpose" is a characteristic of leadership rather than management.
Key Takeaway: Programme management is the action of carrying out the coordinated organisation, direction, and implementation of a dossier of projects and transformation activities.

Question 13

Which of the following is NOT one of the four MSP benefit types?
A)Possible tangible
B)Intangible
C)Expected tangible
D)Anticipated tangible

Accepted Answer

"Possible tangible" is not one of the four MSP benefit types.
Key Takeaway: The fourth benefit type is "Definite tangible."

Question 14

Which role is responsible for making appropriate resources available to assist projects with the design, development, and assurance of their outputs?
A)The Programme Manager
B)The Programme Board
C)The Sponsoring Group
D)The Senior Responsible Owner

Accepted Answer

The Sponsoring Group is responsible for making appropriate resource available to assist projects with the design, development, and assurance of their outputs.
Key Takeaway: The Sponsoring Group is responsible for endorsement of and commitment to the programme and this is demonstrated by active cooperation.

Question 15

In relation to planning and control, which of the following is NOT one of the responsibilities of the Senior Responsible Owner?
A)Providing the interface with the Sponsoring Group and other key stakeholders, and maintaining their buy-in, especially preparing for an executing transition
B)Managing and monitoring any strategic risks facing the programme
C)Coordinating and integrating the work of the projects and managing the interdependencies
D)Ensuring the other roles defined in the Programme Organisation are appointed as required for each tranche

Accepted Answer

In relation to planning and control "Coordinating and integrating the work of the projects and managing the interdependencies" is not one of the responsibilities of the Senior Responsible Owner.
Key Takeaway: "Coordinating and integrating the work of the projects and managing the interdependencies" is a responsibility of the Programme Manager.

Question 16

In which part of Transformational Flow would you normally create the Benefits Map?
A)Realising the Benefits
B)Identifying a Programme
C)Defining a Programme
D)Managing the Tranches

Accepted Answer

You would normally create the Benefits Map during "Defining a Programme."
Key Takeaway: The Benefits Map illustrates the relationship between benefits, outcomes, and outputs and it is created early in the programme so that realisation between the benefits can be managed and tracked.

Question 17

Which document contains the standards and regulations needed to support quality management?
A)Quality Management Plan
B)Programme Plan
C)Quality Management Strategy
D)Monitoring and Control Strategy

Accepted Answer

The Quality Management Strategy contains the standards and regulations needed to support quality management.
Key Takeaway: The Quality Management Strategy is used to define and establish the activities for managing quality across the programme.

Question 18

Where would you find the required outcomes from a programme?
A)Programme Plan
B)Programme Mandate
C)Programme Definition Document
D)Business Case

Accepted Answer

You would find the required outcomes from a programme in the Programme Mandate.
Key Takeaway: The Programme Mandate describes the required outcomes from the programme based on strategic or policy objectives.

Question 19

Which document will define how the information necessary to assess the impact of issues will be collected?
A)Communications Plan
B)Communications Strategy
C)Stakeholder Management Strategy
D)Issue Resolution Strategy

Accepted Answer

The Issue Resolution Strategy defines how the information necessary to assess the impact of issues will be collected.
Key Takeaway: The Issue resolution Strategy is used to describe the mechanisms and procedures for resolving issues.

Question 20

Which of the following documents details the strategic objectives of the programme, reflects the Vision Statement, and aligns with the organisational context and business environment?
A)Business Case
B)Information Management Strategy
C)Blueprint
D)Programme Definition Document

Accepted Answer

The Business Case details the strategic objectives of the programme, reflects the Vision Statement, and aligns with the organisational context and business environment.
Key Takeaway: The Business Case is used throughout the life of the programme to validate its ongoing viability. It sets out the overall costs, the planned benefit realisation, and the risk profile.

Quiz 1: Managing Successful Programmes (MSP)

Consider the differences between portfolios, projects, and programmes. Which of these characteristics is least applicable to a programme?

Consider the differences between portfolios, project, and programmes. Which of these characteristics is more applicable to a programme?

What is the full name of the P3M3 maturity model?

To which of the following Transformational Flow processes could "Emerging programme current status and plans" be an input?

In which threat response does a third party take on responsibility for an aspect of a threat?

Which threat response is described as "Typically involves changing some aspect of a programme, i.e. changing the scope, procurement route, supplier, or sequence of activities"?

Which of the following is NOT an input to "Defining a Programme"?

Which role has overall accountability and responsibility for a programme's governance arrangements?

Which role is responsible for the design and implementation of the programme governance strategies?

Which role is responsible for communicating the Vision Statement?

Which of the following statements best describes management?

Which of the following is a characteristic of leadership rather than management?

Which of the following is NOT one of the four MSP benefit types?

Which role is responsible for making appropriate resources available to assist projects with the design, development, and assurance of their outputs?

In relation to planning and control, which of the following is NOT one of the responsibilities of the Senior Responsible Owner?

In which part of Transformational Flow would you normally create the Benefits Map?

Which document contains the standards and regulations needed to support quality management?

Where would you find the required outcomes from a programme?

Which document will define how the information necessary to assess the impact of issues will be collected?

Which of the following documents details the strategic objectives of the programme, reflects the Vision Statement, and aligns with the organisational context and business environment?