Design the Outcomes Process MSP-FOUNDATION-5TH-EDITION Practice Questions (Page 1)

Questions 1–5

1. 1foundation · easy

   In the 'design the outcomes' process, what is the purpose of defining measures for each outcome?

   • ATo create a schedule of activities for the projects in the programme
   • BTo identify the risks associated with each outcome
   • CTo assign a financial value to every outcome for the business case
   • DTo enable the programme to track progress and confirm when the outcome has been achieved
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2. 2application · medium

   A public sector organisation is running an MSP programme to improve citizen access to services. During the design the outcomes process, the team is defining outcomes. The organisation theme is being applied. What should the team do to ensure the outcomes are aligned with the organisation theme?

   • AFocus only on the technical capabilities needed to deliver the new service.
   • BAsk the programme office to document the outcomes without stakeholder input.
   • CEngage with the relevant business change managers and user representatives to understand the current and target operating model.
   • DDefine outcomes that are identical to the vision statement to ensure consistency.
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4. 3application · medium

   A logistics company is running an MSP programme to automate its warehouse operations. During the design the outcomes process, the team needs to define the outcomes and their measures. The programme board has asked for clear ownership of this work. Who should be assigned the primary responsibility for defining the outcomes and measures?

   • AThe business change manager, working with the SRO and other stakeholders.
   • BThe programme manager, working alone to ensure consistency with the plan.
   • CThe programme office, which maintains documentation and tracking tools.
   • DThe senior user, who will ultimately use the automated warehouse systems.
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5. 4expert · hard

   A bank is running an MSP programme to migrate its core banking system. The design the outcomes process has been completed, but the programme board is concerned that the outcomes are not aligned with the blueprint. The blueprint shows a target operating model with significant changes to customer service processes. The outcomes focus mainly on IT system performance. What is the most likely cause of this misalignment?

   • AThe programme office did not document the outcomes in the correct format.
   • BThe programme manager did not include the outcomes in the programme plan.
   • CThe SRO did not approve the outcomes in a timely manner.
   • DThe business change manager did not engage with the blueprint development or the organisation design work.
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6. 5expert · hard

   A healthcare provider is running an MSP programme to introduce a patient portal. During the design the outcomes process, the team has produced a long list of outcomes, but the SRO is concerned that the process is becoming a 'wish list' with no clear priorities. The team has a limited budget for benefits measurement. What is the most effective way to make the process fit for purpose?

   • APrioritise the outcomes based on their contribution to the vision and agree a small set of measurable outcomes with the SRO.
   • BAsk the programme office to create a detailed benefits register before finalising the outcomes.
   • CKeep all outcomes in the list and assign a KPI to each one, regardless of cost.
   • DDelegate the final decision on outcomes to the business change manager without SRO involvement.
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