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

Questions 21–25

1. 21foundation · easy

   Which of the following is an input to the 'design the outcomes' process?

   • AThe programme vision
   • BThe project briefs
   • CThe benefits management strategy
   • DThe programme plan
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2. 22expert · hard

   A software company is running an MSP programme to move its products to a subscription model. The design the outcomes process has produced outcomes and measures, but the programme board is concerned that the measures are not being used to track progress during delivery. The benefits management strategy has not yet been created. What is the most likely reason for this problem?

   • AThe SRO did not approve the outcomes and measures.
   • BThe outcomes and measures were not integrated into the programme's monitoring and reporting arrangements.
   • CThe business change manager did not define enough measures.
   • DThe benefits management strategy was not created before the design the outcomes process.
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4. 23foundation · easy

   Which MSP theme is most directly applied when defining measures for outcomes in the 'design the outcomes' process?

   • ABenefits management
   • BOrganization
   • CQuality management
   • DRisk management
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5. 24application · medium

   A telecoms company is starting an MSP programme to roll out a new 5G service. The programme team has completed the design the outcomes process. Which output should the team have produced that will be used by later processes?

   • AA set of defined outcomes with associated measures and the blueprint.
   • BA detailed project plan and resource allocation schedule.
   • CA communication plan and stakeholder engagement strategy.
   • DA finalised benefits management strategy and benefits register.
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6. 25application · medium

   A defence contractor is running an MSP programme to upgrade its procurement systems. During the design the outcomes process, the team is defining outcomes. The business change manager is newly appointed and lacks experience with MSP. The SRO wants to ensure the process is effective. What should the SRO do?

   • ADelay the process until a more experienced business change manager is available.
   • BTake over the definition of outcomes personally to ensure quality.
   • CProvide coaching and support to the business change manager, and review the outcomes at key checkpoints.
   • DAsk the programme office to define the outcomes instead.
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