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MSP Flashcards

1
Q

Programme is a

A

Temporary structure

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2
Q

A programme is designed to add

A

Specific value

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3
Q

MSP consists of a set of

A

Principles
Themes
Processes

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4
Q

The projects in a programme deliver y and y enabling x of x

A

Outputs
Capabilities

Outcomes of benefits

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5
Q

P A O of B

A

Progressively achieve outcome of benefit

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6
Q

Programmes work with stakeholders across

A

Organisational Boundaries

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7
Q

Principles are

A

Guiding Obligations

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8
Q

Processes -

A

Define sequence of actions

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9
Q

7 principles

A

Bring pace and value
Realise measurable benefits
Align with priorities
Deploy diverse skills
Lead with purpose
Collaborate across boundaries
Deal with ambiguity

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10
Q

Use of a VS - communicate expected

A

Vision statement

Outcomes of benefits

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11
Q

VUCA

A

Volatile
Uncertain
Complex
Ambiguous

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12
Q

Stay aligned with

A

Organisational objectives

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13
Q

Programme is there to

A

Deliver benefits

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14
Q

Which principle mandates a programme makes contribution to achieving organisational objectives?

A

Realise measurable benefits

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15
Q

Which principle mandates a programme should flex to stay aligned with org objectives

A

Align with priorities

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16
Q

Which principle mandates a programme should create a vision statement

A

Lead with purpose

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17
Q

Principles brought to life by establishing

A

Tailored governance
Associated controls

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18
Q

Themes ensure that the x is aligned with x

A

Governance
Principles

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19
Q

7 themes

A

Organisation
Design
Decision
Assurance
Structure
Knowledge
Justification

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20
Q

Organisation themes - how programmes organise to ensure EL, Sp, sc, dm, dloa

A

Effective leadership
Sponsorship
Scrutiny
Decision making
Delegated limits of authority

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21
Q

Organisation themes - how s’s are x and y and how z is planned and x x

A

Stakeholders
Identified
Engaged
Communication
Effectively delivered

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22
Q

Senior leaders representing those investing in the new programme

A

Sponsoring Group

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23
Q

Chaired by the SRO

A

Programme Board

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24
Q

Programme board consists of (4)

A

SRO
Programme Manager
Business change manager
Programme office lead

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25
Q

Programme office provide

A

Tools
Skills
Guidance

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26
Q

SRO is accountable to the

A

Sponsoring Group

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27
Q

Business Change Manager has responsibility for

A

Day to day
Adoption
New capabilities

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28
Q

Design theme is about designing the f of the o

A

Future
Organisation

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29
Q

Design theme include guidance around: VS

A

Vision statements

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30
Q

Design theme include guidance around: D of xx

A

Definition of Expected Benefits

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31
Q

Design theme include guidance around: Rs to achievement of

A

Risks to achievement of benefits

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32
Q

Design theme include guidance around:TOM

A

Target Operating Model

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33
Q

TOM - more detailed description of

A

Future state

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34
Q

TOM areas - 7

A

Processes
Culture
Organisation
Technology
Infrastructure
Information and data
Knowledge and learning

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35
Q

Justification theme - how Ps can be justified in terms of i and d of vfm

A

How programmes can be justified in terms of investment and delivery of value for money

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36
Q

Justification theme include guidance around: y and z a xx

A

Developing and maintaining a Business Case

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37
Q

Justification theme include guidance around: where the x will come from

A

Funding

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38
Q

Justification theme include guidance around: IA

A

Investment appraisal

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39
Q

Justification theme include guidance around: xy

A

Financial contingency

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40
Q

Structure theme - how P is P

A

Programme is planned

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41
Q

Structure theme - consider appropriate

A

Pace
Capacity
Ability

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42
Q

Structure theme - SC in c or

A

Step changes in capability
Tranches

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43
Q

Structure theme - Safe LPs

A

Safe Landing points

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44
Q

Processes - I, DO, PPD, DC, EO, E, C

A

Identify
Design outcomes
Plan programme delivery
Deliver capabilities
Embed outcomes
Evaluate
Close

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45
Q

LWP - SI

A

Sell it

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46
Q

AWP - x to y

A

3/5yr plan

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47
Q

BP and V - don’t impact

A

BAU

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48
Q

RMB - here’s 1m - ?

A

What are you giving back?

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49
Q

DWA - r

A

Risk

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50
Q

DDS - rp, meet c n o w

A

Right people, changing needs of work

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51
Q

Org - x and y

A

Roles and responsibilities

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52
Q

Design (4 things)

A

Vision
ToM
Benefits
ID risks

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53
Q

Decision - mitig

A

Risks and issues

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54
Q

Assurance are the pp

A

Programme Police

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55
Q

Structure- p a p

A

Planning a programme

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56
Q

Knowledge - LL and I

A

Lessons learned / info

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57
Q

Justification - w? Vfm

A

Worthwhile
Value for money

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58
Q

Themes are the b s

A

Big subjects

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59
Q

Process - IR

A

Incremental roadmap

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60
Q

Principles - m

A

Mindset

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61
Q

Identify - the m

A

Minimum

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62
Q

Design outcomes - sf

A

Set foundations

63
Q

Plan project - in t

64
Q

Governance approach in the x theme

A

Organisation theme

65
Q

Stakeholder engagement approach on the x theme

A

Organisation

66
Q

Design approach in the x theme

67
Q

Funding approach in the x theme

A

Justification

68
Q

Delivery approach in the x theme

69
Q

Resourcing approach in the x theme

70
Q

Knowledge and learning approach in the x theme

71
Q

Information approach in the x theme

72
Q

Assurance approach on the x theme

73
Q

Decision-making approach in the x theme

74
Q

Issue resolution approach in the x theme

75
Q

Risk response approach in the x theme

76
Q

Programme governance

A

Framework of authority and accountability

77
Q

Understand current situation before progressing - x phase

78
Q

Specific steps required are performed- y stage

79
Q

Validate previous phase - z phase

80
Q

Validated actions are in place - a phase

81
Q

How costs and benefits are budgeted

A

Financial plan

82
Q

Investors in programme and how funds will be raised

A

Funding approach

83
Q

Details the scope and schedule for all benefits realisation work

A

Benefits realisation plan

84
Q

Overall costs, planned benefits realisation and risk profile

A

Business case

85
Q

What info the programme creates, who will have access

A

Info approach

86
Q

Which factors should be considered when conducting an investment appraisal (3)

A

Costs, benefits, risks

87
Q

MSP is a

88
Q

EA enables Os to be f and r to d in its e

A

Enterprise Agility
Organisations
Flexible
Responsive
Drivers
Environment

89
Q

Programmes l i in c

A

Lead
Investment
Change

90
Q

4 reasons for investments in change - I, OR, ED, ED

A

Innovation
Org re-alignment
Effective delivery
Efficient delivery

91
Q

Why efficient delivery

A

Prioritise scarce resources

92
Q

Themes are e a of g which ensure programme is aligned with p

A

Essential
Aspects
Governance
Principles

93
Q

Effective delivery

A

Response to demands from customers, regulators

94
Q

Programmes always exist int the

A

Internal and external context

95
Q

LWP achieved by

A

O - clarity for stakeholders
D - comm a vision for TOM
D - analyse info and communicate rationale
A - design 3 lines of defence
S - plan delivery to achieve future state
K - support curation of knowledge

96
Q

CAB achieved by

A

O -‘mechanisms for OUs to interact
D - design TOM
D - approaches to decisions can work across orgs
A - develop unified assurance view
S - clarity on resources needed
K -
J - implement governance for financial decision making

97
Q

DWA e vuca

A

Embraces
Volatile, uncertain, complex, ambiguity

98
Q

DWA achieved by

A

O -
D -
D -
A -
S -
K -
j -

99
Q

Common reasons why programmer mgmt used

A

Innovation / growth
Org realignment
Effective delivery
Efficient delivery

100
Q

Programme strat

A

Define governance and control environment for a program

Outlines steps necessary

101
Q

Stakeholder engagement approach answers

A

Factors making it hard to manage
Accountabilities of governance boards
How boards monitor risks and progress
Metrics for managing stakeholder engagement

102
Q

Stakeholder engagement and comms plan

A

Analysis of stakeholders
Influence / interest (and impact 3 importance) measurement
Communication channels
What comms channels and when

103
Q

Stakeholder engagement

A

Exercising influence and outcomes

104
Q

Programme risk appetite

A

Amount of risk org willing to accept in pursuit of benefits

105
Q

What’s the design theme for?

A

How prog designed to ensure Tom, benefits and risks understood

Gap between now and future

106
Q

Which docs support design theme

A

Programme strategy- design approach (tom, vision, benefits)
Vision statement - future state

107
Q

Sections on the programme strategy derived from the a information specified in each t

A

Approach
Theme

108
Q

Approaches

A

Funding
Resourcing
Information
Governance
Issue resolution
Delivery

Decision-making
Design
Assurance
Risk response
Knowledge
Stakeholder engagement

109
Q

Approaches in org theme

A

Governance
Stakeholder engagement

110
Q

Approaches in design theme

111
Q

Approaches in justification theme

112
Q

Approaches in structure theme

A

Delivery
Resourcing

113
Q

Approaches in the knowledge theme

A

Knowledge and learning

114
Q

Approaches in the assurance theme

115
Q

Approaches in the decisions theme

A

Decision-making
Issue resolution
Risk response

116
Q

Purpose of programme governance

A

Framework of authority and accountability

117
Q

Purpose of programme plans are

A

Not always needed

118
Q

SE and C plan in the

119
Q

F plan in the x theme

A

Financial plan
Justification

120
Q

D plan in the x scheme

A

Delivery
Structure

121
Q

BRP in the x theme

A

Benefits realisation plan in the structure them

122
Q

A plan in the x theme

A

Assurance assurance

123
Q

5 plans

A

Stakeholder engagement
Assurance
Delivery
Benefits realisation
Financial

124
Q

Organisation theme - el, s, s, dm, r&r, dloa
How s i & e

A

How prog organises to ensure effective leadership, sponsorship, scrutiny, decision making, roles and responsibilities, delegated limits of authority

How stakeholders identified and engaged

125
Q

Benefits map - what and which theme

A

Shall relationships
Design

126
Q

Benefits profile- what and which theme

A

Describe single benefit and how realised
Design

127
Q

Risk register - r u e and r e

A

Record uncertain events and risk exposure

128
Q

USE

A

Universal
Self-validating
Empowering

129
Q

Opportunity example

A

Exchange rate

130
Q

Programme strategy

A

How we are doing it

131
Q

In the governance approach-
- What is the
- When to

A

Risk appetite?
Escalate

132
Q

Programme strat - design approach

A

How are we going to put vision together

133
Q

Output

A

Sales system

134
Q

Capability

A

Sales system
Docs
Training

135
Q

Outcome

A

Makes sales easier

136
Q

Benefit

A

Sales inc by 20%

137
Q

Vision is like a

A

Postcard to the future

138
Q

Types of risk

A

Financial
Ops
Compliance
Strategic

139
Q

Justification - balance

A

Affordability
Achievabiliy

140
Q

Funding approach

A

Who is paying

141
Q

Business case

A

Reasons
Options
Timescales
Costs
Benefits
Risk scanning
ROI

142
Q

Financial planning

A

Cash flow
Budget
Plan - how costs monitored

143
Q

Financial planning

A

Cash flow
Budget
Plan - how costs monitored

144
Q

3 lines of defence

A
  1. Project
  2. Programme
  3. Corp risks
145
Q

Corp risks examples

A

Share value
Legislative
Profitability

146
Q

Programme - risk to

147
Q

2 types of benefit

A

Efficient
Effective

148
Q

Benefit map shows

A

Output - capabilities- outcomes - benefits - org objectives

149
Q

Justification theme-
Ensure
Balance

A

VFM
Affordability and achievability

150
Q

Programme mandate

A

Early thinking

151
Q

Programme strategy - funding approach

Who are
What methods to set

A

Investors
Budgets

152
Q

Programme brief

A

Visio
Outcomes
Benefits
Costs
Risks

153
Q

Financial plan
Set
Plan

MSP (1 decks)

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