3.7.2 Analyse Whether the ‘close the Programme’ Process Activities, Roles and Responsibilities Are Effective and Fit for Purpose MSP-PRACTITIONER-5TH-EDITION Practice Questions (Page 1)

Questions 1–5

1. 1application · medium

   A programme has been running for several years and has a complex benefits profile. The programme is now closing, and the programme manager has proposed a closure plan that includes a single closure report and a final benefits review. The programme board is concerned that this is not fit for purpose given the complexity of the programme. What should the programme manager do?

   • AAsk the programme board to approve the closure plan without changes, as they are responsible for the final decision.
   • BKeep the closure plan as proposed because the closure activities are standard and do not need to be tailored to the programme's complexity.
   • CEnhance the closure plan to include a structured benefits review that assesses each benefit against its baseline, and a closure report that addresses the full scope of the programme.
   • DReduce the closure activities further to save time and cost, since the programme is already complete.
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2. 2foundation · easy

   Which of the following is a key activity in the 'close the programme' process as defined in MSP?

   • AConfirming that all project outputs have been delivered and benefits are being realised
   • BEstablishing the programme governance framework and appointing the programme board
   • CCreating the programme plan and scheduling project start dates
   • DDeveloping the programme business case and securing funding approval
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4. 3foundation · easy

   What indicates that the 'close the programme' activities are effective?

   • AThe programme closure report is written but not reviewed
   • BBenefits are only partially realised with no plan for transition
   • CStakeholders are not informed of the closure
   • DAll programme assets are archived and accessible for future reference
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5. 4application · medium

   A small, low-risk programme is nearing completion. The programme has delivered a single output and the benefits are expected to be realised within a few months. The programme manager has proposed a full closure process, including a formal closure workshop, a comprehensive lessons learned review, and a detailed closure report. The programme board is concerned that this is excessive for the size and risk of the programme. What should the programme manager do?

   • AAsk the programme board to decide on the closure activities without any input from the programme manager.
   • BCancel the closure process entirely because the programme is small and the benefits are already being realised.
   • CProceed with the full closure process because it is a mandatory part of MSP and cannot be tailored.
   • DTailor the closure activities to the scale and risk of the programme, for example, by holding a short closure meeting instead of a full workshop and producing a concise closure report.
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6. 5foundation · easy

   In the 'close the programme' process, what is the primary responsibility of the Senior Responsible Owner (SRO)?

   • AReviewing project-level risks and issues
   • BExecuting the closure activities and updating the programme plan
   • CConfirming that the programme has delivered its outcomes and formally closing it
   • DPreparing the programme closure report
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