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 2)

Questions 6–10

1. 6foundation · medium

   In MSP, what is the primary purpose of the 'deliver the capabilities' process?

   • ATo coordinate the delivery of new capabilities and services that enable the outcomes defined in the blueprint
   • BTo close the programme and ensure all benefits are realized
   • CTo manage the day-to-day operational support of services after they are live
   • DTo define the vision and business case for the programme
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2. 7application · medium

   A financial services company is running an MSP programme to introduce a new customer onboarding process. The 'deliver the capabilities' process includes a 'training' activity, but the training is delivered as a one-day classroom session for all staff, regardless of their role. Customer service representatives need detailed system training, while managers only need an overview. After the training, customer service representatives are making errors, and managers are bored. What is the most effective way to tailor the training activity?

   • ASegment the training by role, providing in-depth system training for customer service representatives and a high-level overview for managers.
   • BCancel the training and rely on on-the-job learning.
   • CReduce the training to a short e-learning module that all staff can complete at their own pace.
   • DProvide the same training to all staff but add a follow-up refresher course for customer service representatives.
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4. 8application · medium

   In a public sector MSP programme, the 'deliver the capabilities' process is being reviewed. The business change manager is responsible for both developing the change management approach and for authorizing the release of new software into the live environment. Several release managers have complained that this creates a conflict of interest, because the business change manager is under pressure to meet the programme timeline and may approve releases before they are ready. The programme board wants to ensure that roles are fit for purpose. What should they do?

   • AAsk the programme board to review and approve every release before it goes live.
   • BAppoint a second business change manager to share the workload and provide a cross-check.
   • CSeparate the responsibility for release authorization from the business change manager and assign it to the delivery manager or a dedicated release manager.
   • DKeep the roles combined but require the business change manager to document a risk assessment for each release.
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5. 9application · medium

   A large retail bank is running an MSP programme to replace its core banking system. During the 'deliver the capabilities' process, the programme manager notices that the business change team is spending most of its time producing detailed status reports for the programme board, leaving little time to engage with branch staff who are being affected by the new system. The new system is being rolled out in phases, and branch staff in the first phase have expressed confusion about how their daily work will change. What should the programme manager do to make the process more effective?

   • AIncrease the frequency of programme board meetings so that the board can provide more detailed guidance to the business change team.
   • BReallocate business change team effort from reporting to direct engagement with branch staff, and simplify the reporting to exception-based updates.
   • CDefer the next phase of the rollout until branch staff have fully understood the changes from the first phase.
   • DAsk the business change team to create a detailed communication plan and distribute it to all branch staff before the next phase.
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6. 10application · medium

   A retail company is running an MSP programme to implement a new point-of-sale (POS) system across its stores. The 'deliver the capabilities' process includes a 'training' activity, but the training is delivered online and is optional. Store managers are busy and many do not complete the training. As a result, the go-live is chaotic, with staff unable to process transactions. What is the most effective way to improve the training activity?

   • APostpone the go-live until all staff have completed the training.
   • BProvide the training as a printed manual that staff can read at their convenience.
   • CReduce the training content to a short video that staff can watch quickly.
   • DMake the training mandatory and schedule it during paid work hours, with a practical assessment at the end.
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