Assess the Component Parts of the Programme Strategy, Programme Plans, and the Plan-Do-Check-Act (PDCA) Cycle MSP-FOUNDATION-5TH-EDITION Practice Questions (Page 1)

Questions 1–5

1. 1application · medium

   A telecom company's programme strategy includes a vision to 'provide the fastest 5G network in the country'. The programme also has a benefits profile that includes 'increase customer satisfaction scores by 15%'. The programme manager is preparing a report for the board. Which statement best describes the relationship between the vision and the benefits profile?

   • AThe vision and the benefits profile are independent and unrelated
   • BThe benefits profile provides measurable targets that help assess progress towards the vision
   • CThe benefits profile is only relevant to the project plans, not the programme strategy
   • DThe vision is a detailed plan, while the benefits profile is a high-level aspiration
   Reveal Solution Discussion Select an answer first
2. 2application · medium

   A pharmaceutical company is starting a programme to develop a new drug. The programme strategy identifies a high risk of regulatory non-compliance. The programme board decides to allocate additional budget for a dedicated compliance team and to conduct early-stage reviews with regulators. This decision is best described as which component of the programme strategy?

   • AThe benefits profile
   • BThe vision statement
   • CThe programme plan
   • DThe risk response approach
   Reveal Solution Discussion Select an answer first
4. 3expert · hard

   A multinational corporation is running a programme to standardise its HR processes across 20 countries. The programme plan is complete, and the project plans are being developed. The programme manager discovers that the resource plan shows a peak demand for HR specialists that exceeds the available internal capacity by 40% for a three-month period. The programme strategy has a strict constraint on external hiring. What should the programme manager do first?

   • AImmediately approve the external hiring to meet the demand
   • BAdjust the programme plan to phase the projects differently to smooth the resource demand
   • CReduce the scope of the programme to lower the resource requirements
   • DIgnore the peak and proceed with the current plan
   Reveal Solution Discussion Select an answer first
5. 4expert · hard

   A global bank is running a programme to implement a new core banking system. The programme plan is comprehensive, but the project plans have been developed independently by different teams. During a 'Check' phase review, the programme manager finds that two projects are both planning to use the same test environment at the same time, which will cause conflicts. What is the most likely cause of this issue?

   • AThe PDCA cycle was not applied correctly
   • BThe project managers are not competent
   • CThe programme strategy did not define the benefits
   • DThe programme plan did not adequately integrate the project plans
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6. 5application · medium

   A retail bank's programme to launch a new mobile banking app has a vision statement that focuses on 'becoming the most innovative digital bank in the region'. The programme board is reviewing the strategy and notes that the vision does not describe how the bank will achieve this or what success looks like. Which component of the programme strategy is most clearly missing from this vision statement?

   • AA defined benefits profile that quantifies the expected outcomes
   • BAn outline of the programme's governance structure
   • CA clear articulation of the programme's approach and success measures
   • DA detailed risk appetite statement for the programme
   Reveal Solution Discussion Select an answer first