Question 1

Which of these statements about the Projects Dossier is true?

Accepted Answer

A) One of the objectives of the Projects Dossier is to place clear and direct accountability on the projects, while avoiding a spaghetti-like tangle of interdependencies. 
B) The Projects Dossier does not deal with interdependencies between projects. 
C) The Projects Dossier is assembled form the Project Briefs that exist for all of the projects in the programme. 
D) The Projects Dossier will not contain information about existing projects that are to be absorbed into the programme.

Question 2

Which of the following is true of a Programme Plan?

Accepted Answer

A) It is a master project plan. 
B) It is a Gantt chart. 
C) It helps with the detailed management of each project in the programme. 
D) It is a key control document that covers projects and activities.

Question 3

Which role is responsible for realising the benefits?

Accepted Answer

A) Programme Manager 
B) Senior Responsible Owner 
C) Sponsoring Group 
D) Business Change Manager

Question 4

How would you classify a Speculative Driver?

Accepted Answer

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

Question 5

In the Stakeholder Engagement Process, which step occurs between "Defining the Stakeholder Engagement Strategy" and "Engaging Stakeholders"?

Accepted Answer

A) Measuring effectiveness 
B) Creating and analysing stakeholder profiles 
C) Planning the Engagement 
D) Identifying stakeholders

Question 6

Which role appoints and chairs the Programme Board?

Accepted Answer

A) Senior Responsible Owner 
B) Sponsoring Group 
C) Programme Office 
D) Business Change Manager

Question 7

What is the purpose of "Managing the Tranches"?

Accepted Answer

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

Question 8

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

Accepted Answer

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.

Question 9

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

Accepted Answer

A) Overall programme schedule showing the relative sequencing of the projects 
B) Investment appraisal 
C) Estimated costs and overall timescales 
D) Cashflow forecast

Question 10

Which document is "used to control and track the progress and delivery of the programme and resulting outcomes"?

Accepted Answer

A) Programme Plan 
B) Programme Preparation Plan 
C) Monitoring and Control Strategy 
D) Programme Brief

Question 11

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

Accepted Answer

A) Senior Responsible Owner 
B) Programme Manager 
C) Programme Office 
D) Business Change Manager

Question 12

Which of the following statements is correct?

Accepted Answer

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.

Question 13

Which of the following would the Programme Communications Plan NOT tell you?

Accepted Answer

A) Which stakeholders the communications are trying to reach 
B) How much information will be provided and to what level of detail 
C) How feedback will be recorded 
D) Why a particular communication channel has been chosen

Question 14

Which of these is the MSP definition of a programme?

Accepted Answer

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

Question 15

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

Accepted Answer

A) Programme Board 
B) Senior Responsible Owner 
C) Business Change Manager 
D) Sponsoring Group

Question 16

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

Accepted Answer

A) Share 
B) Transfer 
C) Retention 
D) Removal

Question 17

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

Accepted Answer

A) Blueprint 
B) Programme Communications Plan 
C) Projects Dossier 
D) Project Briefs

Question 18

Which of these is NOT part of the core information in a Programme Plan?

Accepted Answer

A) Risk and assumptions 
B) Schedule showing the programme's tranches 
C) Schedule of communications activities, including target audiences for each 
D) Transition plans

Question 19

Which of these statements about quality management is false?

Accepted Answer

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.

Question 20

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

Accepted Answer

A) Adding value 
B) Learning from experience 
C) Envisioning and communicating a better future 
D) Leading change

Exam 1: Managing Successful Programmes (MSP)