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Sample Paper 1 Flashcards

1
Q

What is a programme?

A

A programme is a temporary flexible organisation structure 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 organisation’s strategic objectives. A programme is likely to have a life that spans several years.

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2
Q

What is a project?

A

A project is a temporary organisation that is created for the purpose of delivering one or more business outputs according to a specified business case.

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3
Q

What is programme management?

A

Programme management is the coordinated organisation, direction and implementation of a dossier of projects and transformation activities (i.e) the programme) to achieve outcomes and realise benefits of strategic importance.

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4
Q

What are the three core concepts of MSP?

A

Principles, governance themes and
transformational flow

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5
Q

What are the principles of MSP?

A

The Principles of MSP are
Principle 1: Remain aligned with corporate strategy
Principle 2: Learning from experience
Principle 3: Designing and delivering coherent capability
Principle 4: Adding value
Principle 5: Focusing on benefits and threats
Principle 6: Envisioning and communicating a better future
Principle 7: Leading change

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6
Q

What are the governance themes of MSP?

A

Governance Theme 1: Programme Organization
Governance Theme 2: Vision
Governance Theme 3: Leadership and Stakeholder Engagement
Governance Theme 4: Benefits Management
Governance Theme 5: Blueprint Design and Delivery
Governance Theme 6: Planning and Control
Governance Theme 7: The Business Case
Governance Theme 8: Risk Management and Issue management
Governance Theme 9: Quality and assurance management

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7
Q

What are the transformational flow processes of MSP?

A

Identifying a Programme
Defining a Programme
Managing the Tranches
-Delivering the Capability
- Realising the Benefits
Closing a Programme

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8
Q

What are the three critical organisational elements aligned by programme
management?

A

Programme management aligns three critical organisational elements:

Corporate strategy
Delivery mechanisms for change
Business-as-usual environment

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9
Q

What are the three types of programmes?

A

The three types of programmes are vision-led, emergent and compliance

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10
Q

What is an emergent programme?

A

A programme that subsumes one or more pre-existing projects into a coherent alignment with corporate policy and strategy.

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11
Q

What are the principles of the MSP framework?

A

-Universal in that they apply to every programme
-Self-validating in that they have been proven in practice
-Empowering because they give practitioners of the framework some added ability or power to influence and shape transformational change towards success

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12
Q

What is an opportunity?

A

An opportunity is an uncertain event that could have a favourable impact on
objectives or benefits (Section 11.1).

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13
Q

What is approved change in capability?

A

An approved change in capability is a request for change to a service, function
or operation (Section 11.4.1), which has been approved as part of the ‘decide’ step in the
Issue Management Cycle (Section 11.5.3.4).

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14
Q

What is a transformation?

A

A transformation is a distinct
change to the way an organization conducts all or part of its business (Glossary), and
this takes place before a benefit can be achieved (Figure 7.4).

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15
Q

When are programme governance strategies developed and approved?

A

Developing and approving the strategies is part of Defining a Programme
(Figure 15.1)

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16
Q

When is a Programme Brief that clearly describes the organization’s strategic direction produced?

A

The Programme Brief is produced in Identifying a Programme (Figure 14.1).

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17
Q

What is a test for closing a programme?

A

A test for closing a programme is when the capability described in the Blueprint has been delivered (Section 19.1).

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18
Q

Which of the programme roles is responsible for producing the Vision Statement?

A

The Senior Responsible Owner is the producer of the Vision Statement (Table
5.1).

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19
Q

Which of the programme roles is responsible for authorising the completed Vision Statement?

A

The Sponsoring Group authorizes the completed Vision Statement (Section
4.5.2).

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20
Q

What is the Vision Statement used for?

A

The Vision Statement is used to communicate the end goal of the programme
(Appendix A.4.28.2) to the broadest grouping of stakeholders (Section 5.2).

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21
Q

What is the Programme Mandate?

A

The Programme Mandate describes the required outcomes from the
programme based on strategic or policy objectives (Appendix A.4.16.2). It provides the
strategic trigger at the start of a programme (Section 10.2.1)

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22
Q

What is the Stakeholder Engagement Strategy?

A

The Stakeholder Engagement Strategy defines the framework that will enable
effective stakeholder engagement and communication (Appendix A.4.26.2). It is
guidance for the programme team and not intended for distribution to a wide variety of
stakeholders.

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23
Q

What is the Blueprint?

A

The Blueprint is derived from the Vision Statement (Section 8.1) and is
primarily a design document, defining both the current organization and the changed
organization.

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24
Q

What is a reason for the process Realising the Benefits?

A

A reason for the process Realising the Benefits is to integrate outputs into operations and realize benefits.

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25
Q

What is a reason for the process Closing a Programme?

A

A reason for the process Closing a Programme is to ensure the end goal of formally recognizing that the programme is completed.

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26
Q

What is a reason for the process Defining a Programme?

A

A reason for the process Defining a Programme is to Assemble and consolidate the programme definition.

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27
Q

What skills does a member of the Business Change Team require?

A

Change management skills, operational knowledge
and experience are needed by a member of a Business Change Team (Section 4.10).

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28
Q

Which role provides issue management experience?

A

Issue
management experience is provided by the Programme Manager (Section 4.8.2) and
Programme Office staff (Appendix C.5.2).

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29
Q

Which role provides accountancy experience?

A

Accountancy experience may be provided by roles such as Programme
Manager (Section 4.8.2), Programme Accountant (Section 4.13), and/or Programme
Office (Appendix C.5.2).

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30
Q

How do corporate standards and an organisation’s risk management process interact with or influence a program’s operations?

A

Both corporate standards
and the organization’s risk management process are external to the programme
(Appendix B.4).

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31
Q

At which stage in a programme are the right people appointed to the Business Change Team?

A

This is done in the ‘establishing a tranche’ part of Managing the Tranches
(Section 16.2).

32
Q

At which stage, is a post programme review undertaken?

A

A programme can close when the last tranche has been completed which
includes completion of delivery of the capability (Section 19.1).

33
Q

When are outcomes achieved and acknowledged?

A

Outcomes are achieved in transition and acknowledged through the programme communications plan (Section 18.3.5).

34
Q

How does the Programme Manager contribute to leadership and stakeholder engagement in a programme as a complex transition is due to start?

A

The Programme Manager has a focus on the day-to-day implementation
of the whole stakeholder engagement process but this does not include engaging key stakeholders such as the Sponsoring Group as this is a focus of the Senior Responsible Owner (Table 6.5).

35
Q

How does the Risk Manager contribute to leadership and stakeholder engagement in a programme as a complex transition is due to start?

A

The Risk Manager provides expertise and management support for risk and
issue management (Section 4.13) but is not responsible for communicating with the Sponsoring Group about individual risks.

36
Q

How does the Business Change Manager contribute to leadership and stakeholder engagement in a programme?

A

The Business Change Manager has a focus on delivering key communications
to their own business operations (Table 6.5).

37
Q

What is the responsibility of the Sponsoring Group compared to the Programme Manager in the governance theme Blueprint Design and Delivery?

A

The Sponsoring Group defines the direction of the business which provides
context, but it is the Programme Manager who works most closely with the Business Change Manager to ensure consistency of documents during Blueprint design (Table 8.1).

38
Q

What is the responsibility of the Senior Responsible Owner compared to the Programme Manager in the governance theme Blueprint Design and Delivery?

A

The Senior Responsible Owner provides advice and direction to the Programme Manager and Business Change Manager when designing the Blueprint (Table 8.1) but it is the Programme Manager who works closely with the Business
Change Manager to ensure that the documents are consistent and able to deliver the Business Case (Table 8.1).

39
Q

What is the responsibility of the Programme Office in the governance theme Blueprint Design and Delivery?

A

The Programme Office provides or locates information and resources that can assist with the design of the Blueprint (Table 8.1) and is not required to work closely with the Business Change Manager role to ensure that the Blueprint, Programme Plan, Benefits Realization Plan and Benefit Profiles are consistent and able to deliver the
Business Case.

40
Q

What is a reason for the process Delivering the Capability?

A

A reason for the process Delivering the Capability is to manage the activities for coordinating and managing project delivery.

41
Q

What is part of the process Defining a Programme?

A

A part of the process Defining a Programme is to make preparations for the first tranche of the programme.

42
Q

What is a reason for the process Realising the Benefits?

A

A reason for the process Realising the Benefits is to ensure that the outputs can be integrated into operations and realize the benefits.

43
Q

What is the Benefits Management Strategy?

A

A Benefits Management Strategy is the document which defines the approach
to realizing benefits and is the framework within which benefits realization will be achieved (Appendix A.4.2.1).

44
Q

What is the Design Authority?

A

Design Authority is an optional programme role (Section 4.13).

45
Q

What is the Programme Office?

A

The Programme Office is the nerve centre and information hub of the
programme (Section 4.11).

46
Q

What does the Business Change Manager do in a programme?

A

The Business Change Manager is the role responsible for benefits
management from identification through to realization, and for ensuring the implementation and embedding of the new capabilities delivered by the projects (Glossary). Business Change Managers would be stakeholders.

47
Q

What does the Business Change Team do in a programme?

A

A Business Change Team can be formed to help each of the Business
Change Managers take the stakeholders in their operational areas through the change cycle (Section 4.10). Whilst members of the Business Change Team would be stakeholders, the Business Change Team is defined as a group of specialists appointed to support a Business Change Manager in the business change management aspects of benefits realization (Glossary).

48
Q

What does the Design Authority do in a programme?

A

The Design Authority provides expert advice or has responsibility for some
corporate function, service, standard or strategy (Section 4.13). Members of the Design Authority would be stakeholders.

49
Q

Is a viable Business Case a feature of a programme’s Organisation Structure?

A

A viable Business Case is required for authorization of each tranche in a
programme (Section 16.14) but is not a feature of a programme’s Organisation
Structure.

50
Q

Is the desired end-state a feature of a programme’s Organisation Structure?

A

The vision for a programme expresses the desired end-state in clear and
concise language (Section 5.4) but is not a feature of a programme’s organisation Structure.

51
Q

Is the Blueprint a feature of a programme’s Organisation Structure?

A

The Blueprint is a model of the future organization, its working practices and
processes, the information it requires and the technology that supports its operations (Section 8.2) but it does not cover the programme Organization Structure

52
Q

Is a purpose of programme control to manage all projects?

A

Managing a programme does not mean micro-management of the projects
within it. Project managers should be allocated clear tolerances allowing them to manage provided the tolerances are not exceeded (Section 9.3).

53
Q

Is a purpose of programme control to remove all ambiguity within a programme?

A

Programme control should minimize the impact of ambiguity (Section 9.1.1). It
is not normally possible to remove all ambiguity within a programme.

54
Q

Is a purpose of programme control to design the programme organisation?

A

The programme organization will be designed so that appropriate members
have a focus on programme control (Table 9.1), but this is not a purpose of programme control.

55
Q

Which group is established to support the Senior Responsible Owner to deliver a programme?

A

A group that is established to support the Senior Responsible Owner to deliver
a programme is the Programme Board (Glossary).

56
Q

Does the Sponsoring Group manage transition as a group of Business Change Managers?

A

Business Change Managers may work together as a Business Change Team
(Section 4.10). A group of Business Change Managers may be represented by a single individual taking the role of Business Change Authority (Glossary). They are not the Sponsoring Group.

57
Q

Does the Sponsoring Group maximise the efficient allocation of resources?

A

The Programme Manager maximises the efficient allocation of resources
(Section 4.8.1).

58
Q

When are corporate objectives achieved in a programme?

A

Corporate objectives are achieved after benefits have been realized (Figure
7.4).

59
Q

Does creating a programme enable concurrent development of multiple projects?

A

A programme co-ordinates, directs and oversees the implementation of a set
of related projects and activities (Section 1.2). Although a programme could be used, it is not created simply to allow multiple projects to be developed concurrently

60
Q

Does the use of a programme management approach help to justify the costs of a support office?

A

The Programme Office is the nerve centre and information hub of the
programme (Section 4.11). However, justifying the costs of a support office is not a reason for using programme management (Section 1.4).

61
Q

Does the use of a programme management approach to remove the need for board-level involvement?

A

There must be board-level involvement for a programme, (as members of the
Sponsoring Group), because senior managers are responsible for the investment decision, defining the direction of the business and ensuring the ongoing alignment of the programme to the strategic direction of the organization (Section 4.5).

62
Q

Is it an indicator that a programme could be a candidate for premature closure when benefits are self-sustaining?

A

Benefits are self-sustaining is a test for planned closure, not premature
closure (Section 19.1).

63
Q

Is it an an indicator that a programme could be a candidate for premature closure when there are no risks or issues outstanding that are unacceptable to operations?

A

No risks or issues are outstanding that are unacceptable to operations is a
test for planned closure, not premature closure (Section 19.1).

64
Q

Is it an an indicator that a programme could be a candidate for premature closure when all planned work has been completed?

A

All planned work has been completed is a test for planned closure, not
premature closure (Section 13.1).

65
Q

What is the purpose of the Stakeholder Engagement Strategy in a programme?

A

The Stakeholder Engagement Strategy defines the approach to delivering
effective stakeholder engagement (Appendix A.4.26.1) and how the impact of a stakeholder to a programme will be measured (Appendix A.4.26.2).
.

66
Q

What is the purpose of the Information Management Plan in a programme?

A

The Information Management Plan sets out the timetable and arrangements
for implementing and managing the Information Management Strategy (Appendix A.4.7.1).

67
Q

What is the purpose of governance in a programme?

A

Governance comprises the functions, responsibilities, processes and
procedures that define how a programme is set up, managed and controlled (Glossary).

68
Q

At which stage is the business case produced in a programme?

A

The full Business Case is created during the process Defining a Programme
(Table A.2)

69
Q

What do programmes do in the programme management environment?

A

Programmes initiate, monitor and align projects and related activities (Figure
1.2).

70
Q

What do projects and related activities do in the programme management environment??

A

Projects and related activities create new capabilities (Figure 1.2).

71
Q

What do the aspects of programme management environment ‘strategies, policies, initiatives and targets’ do

A

Strategies, policies, initiatives and targets, define scope and prioritize
programmes (Figure 1.2).

72
Q

What is the Business Change Manager responsible for in a programme?

A

The Business Change Manager is responsible for ensuring development and business responsibility for Benefit Profiles (Section 4.9.1).

73
Q

What is the responsibility of the Programme Manager in a programme?

A

The Programme Manager is responsible for managing communications with
stakeholders (Section 4.8.1), which includes ensuring effective communications with the
project teams (Table 6.5) and responsible for managing the programme’s budget
(Section 4.8.1).

74
Q
A
75
Q
A

MSP (1 decks)

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