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

Questions 1–5

1. 1expert · hard

   A multinational corporation is running an MSP programme to deploy a new HR system across 20 countries. The 'deliver the capabilities' process includes a 'data migration' activity. The data migration is planned to be done in a single weekend, but the data quality in some countries is poor, and the HR teams in those countries are not confident that the data will be accurate. The programme manager is under pressure to meet the go-live date. What is the most effective approach?

   • ATailor the data migration approach by country: do a full migration for countries with good data quality and a phased migration with data cleansing for countries with poor data quality.
   • BProceed with the single weekend migration but put in place a data cleansing and validation plan after go-live.
   • COutsource the data migration to a third-party vendor to ensure it is done correctly.
   • DDelay the go-live for all countries until the data quality is improved in all locations.
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2. 2foundation · medium

   Which of the following is a key activity within the 'deliver the capabilities' process in MSP?

   • ACoordinating project delivery and managing dependencies between projects
   • BConducting a post-programme benefits review
   • CDefining the programme governance framework
   • DDeveloping the programme vision statement
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4. 3foundation · medium

   Which role in the 'deliver the capabilities' process is primarily responsible for coordinating the day-to-day activities of the projects within the programme?

   • AThe Programme Manager
   • BThe Business Change Manager
   • CThe Senior Responsible Owner
   • DThe Programme Office
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5. 4foundation · medium

   In the 'deliver the capabilities' process, which role is responsible for ensuring that the programme's projects collectively deliver the required capabilities?

   • AThe Programme Manager
   • BThe Business Change Manager
   • CThe Senior Responsible Owner (SRO)
   • DThe Project Manager
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6. 5expert · hard

   A pharmaceutical company is running an MSP programme to implement a new laboratory information management system (LIMS). The programme has a 'deliver the capabilities' process that includes a 'validation' activity, which is required by regulatory bodies. The validation activity is currently owned by the IT project manager, who is not familiar with the regulatory requirements. The quality assurance (QA) team has the expertise but is not formally assigned to the process. The programme manager is concerned that the validation may not meet regulatory standards. What is the most effective way to address this?

   • AAsk the regulatory body to provide guidance on the validation requirements.
   • BAssign the validation activity to the QA team and give them the authority to sign off on the validation.
   • CKeep the IT project manager as the owner but require them to consult the QA team on validation matters.
   • DRemove the validation activity from the 'deliver the capabilities' process and handle it separately.
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