Evaluate New Information Process MSP-FOUNDATION-5TH-EDITION Practice Questions (Page 5)

Questions 21–25

1. 21expert · hard

   A programme is evaluating a change that could affect the benefits of two tranches. The Business Change Manager has provided a detailed benefits impact, but the Programme Manager has not yet involved the Senior Responsible Owner (SRO). The SRO is known to prefer being involved early in significant evaluations. What should the Programme Manager do to ensure the process is effective and fit for purpose?

   • AInvolve the SRO early in the evaluation, even before the impact assessment is complete
   • BComplete the impact assessment and then present the findings to the SRO for a decision
   • CAsk the Business Change Manager to make the decision because they have the benefits impact
   • DMake the decision without the SRO to save time
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2. 22expert · hard

   A programme has a well-defined evaluate new information process. However, during a recent evaluation, the Programme Manager spent significant time gathering detailed data, but the Senior Responsible Owner (SRO) was unavailable for the decision meeting, causing a delay. The Business Change Manager felt their input on benefits was not fully considered. Which improvement would most effectively make the process fit for purpose?

   • AEnsure the SRO's availability is secured for decision points and explicitly include the Business Change Manager's benefits perspective in the evaluation
   • BReduce the amount of data gathered to speed up the process, even if it means less thorough analysis
   • CDocument the process in more detail to clarify roles, but do not change how the process operates
   • DDelegate the final decision to the Programme Manager to avoid future delays
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4. 23expert · hard

   A programme's evaluate new information process is being reviewed. The process currently requires all new information to be evaluated by the full programme board, even for minor changes. This has led to delays and frustration among team members. Which change would most improve the process's effectiveness and fit for purpose?

   • ARequire the board to meet more frequently to handle the volume of evaluations
   • BDelegate all evaluation decisions to the Business Change Manager
   • CIntroduce a tiered approach where minor changes are handled by the Programme Manager and only significant changes are escalated to the board
   • DEliminate the evaluation process for minor changes to save time
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5. 24expert · hard

   A programme is evaluating a significant change in technology that could affect multiple tranches. The Programme Manager has led the impact assessment, but the Business Change Manager has not been involved. The Senior Responsible Owner (SRO) is concerned that the benefits impact has not been fully considered. What should the SRO do to ensure the evaluation is fit for purpose?

   • AMake the decision based on the current assessment to avoid delay
   • BDelegate the decision to the Programme Manager to speed up the process
   • CReplace the Business Change Manager with a new one who is more available
   • DAsk the Programme Manager to include the Business Change Manager in the evaluation before making a decision
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6. 25application · medium

   A public sector programme receives a mid-project change in government policy that could affect its scope. The Programme Manager has assessed the impact and identified that the policy change may reduce the expected benefits. According to the activities of the evaluate new information process, what should the Programme Manager do next?

   • ADecide on a response, such as adjusting the programme's scope or benefits, and update the relevant plans and strategies
   • BImmediately inform the Senior Responsible Owner and ask them to approve a change to the programme's vision
   • CAsk the Business Change Manager to recalculate the benefits without changing any other plans
   • DRecord the policy change in the lessons log and continue with the current plan
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