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 4)

Questions 16–20

1. 16expert · hard

   A software company is running a programme to develop a new product. The programme plan and project plans are in place. During a 'Check' phase review, the programme manager finds that one project is consistently missing its milestones, which is causing delays in other projects. The project manager blames a lack of resources. The programme manager suspects the project plan is unrealistic. What should the programme manager do first?

   • AImmediately allocate more resources to the project
   • BRemove the project from the programme
   • CReview the project plan's assumptions and estimates to determine if they are realistic
   • DUpdate the programme plan to reflect the delays
   Reveal Solution Discussion Select an answer first
2. 17expert · hard

   An energy company is starting a programme to transition to renewable sources. The programme strategy includes a vision, a benefits profile, and a risk register. The board is concerned that the benefits profile is not aligned with the vision. The vision is 'to be the leading renewable energy provider in the region'. The benefits profile includes 'reduce operational costs by 10%'. What is the most significant issue with this benefits profile?

   • AIt does not directly measure progress towards the vision of being a leading provider
   • BIt is not achievable within the programme's timeframe
   • CIt is too specific and should be a high-level statement
   • DIt is not a financial benefit and is therefore not relevant
   Reveal Solution Discussion Select an answer first
4. 18expert · hard

   A non-profit organisation is running a programme to improve its fundraising. The programme team has been using the PDCA cycle. In the 'Check' phase, they find that the new donation process has increased donations by 5%, but the target was 15%. The team is unsure why the target was not met. What is the most appropriate next step?

   • AAnalyse the data to identify potential reasons for the shortfall before making changes
   • BImplement the process across the entire organisation immediately
   • CAbandon the new process and revert to the old one
   • DSet a new, lower target to match the actual results
   Reveal Solution Discussion Select an answer first
5. 19expert · hard

   A public sector organisation is running a programme to improve citizen services. The programme has completed two full PDCA cycles on a pilot process. The 'Check' phase of the second cycle shows that the process is now stable and meeting all targets. However, the programme sponsor wants to continue making improvements to the process. What is the most appropriate action for the programme team?

   • AGo back to the 'Plan' phase of the current cycle to find more improvements
   • BImmediately start a new PDCA cycle without standardising the current process
   • CStandardise the current process and then consider starting a new PDCA cycle for further improvement
   • DStop all improvement activities because the targets are met
   Reveal Solution Discussion Select an answer first
6. 20application · medium

   An IT services company is using the PDCA cycle to improve its incident response process. In the 'Act' phase, the team has successfully reduced the average response time by 30% over two cycles. What is the most appropriate action for the team to take in the 'Act' phase now?

   • AReturn to the 'Plan' phase to re-analyse the root cause of the original problem
   • BStop all improvement activities for this process
   • CStandardise the improved process and update the relevant documentation
   • DImmediately start a new PDCA cycle with a completely different process
   Reveal Solution Discussion Select an answer first