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 3)

Questions 11–15

1. 11application · medium

   A global manufacturing company is running an MSP programme to standardize its production planning systems across three regions. The programme has a single 'deliver the capabilities' process, but the regions have different regulatory requirements and different levels of IT maturity. The programme manager is concerned that the process is not effective because the same activities are being performed in the same way in all regions. What should the programme manager do?

   • ATailor the process activities and roles for each region, while keeping the overall process framework consistent.
   • BAsk the regions to adopt the process used by the most mature region.
   • CApply the same process in all regions to ensure consistency and simplify governance.
   • DCreate a completely separate process for each region with no common elements.
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2. 12foundation · medium

   What does it mean for roles and responsibilities in 'deliver the capabilities' to be 'fit for purpose'?

   • AThey are documented in the programme mandate
   • BThey are assigned to the most senior people available
   • CThey are identical to the roles defined in PRINCE2
   • DThey are clearly defined and aligned with the process objectives and the programme's context
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4. 13foundation · medium

   Which of the following is a valid reason to tailor the roles in 'deliver the capabilities'?

   • AThe programme has a low budget
   • BThe programme is using an agile delivery approach
   • CThe programme operates in a highly regulated environment requiring additional assurance roles
   • DThe programme manager prefers a different job title
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5. 14application · medium

   A government agency is running an MSP programme to introduce a new citizen-facing digital service. The 'deliver the capabilities' process includes a 'user acceptance testing' (UAT) activity, but the UAT is being performed by the IT team, not by the business users who will actually use the service. The IT team is testing the system for technical defects, but they are not testing whether the service meets the needs of citizens. What is the most likely problem with the roles?

   • AThe UAT activity is being performed by the wrong group; it should involve business users and citizens.
   • BThe UAT should be performed by the programme manager.
   • CUAT is not a required activity in the 'deliver the capabilities' process.
   • DThe IT team is not technically competent to perform UAT.
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6. 15expert · hard

   A bank is running an MSP programme to implement a new anti-money laundering (AML) system. The 'deliver the capabilities' process includes a 'compliance sign-off' activity, but the responsibility for this activity is assigned to the programme manager, who is not a compliance expert. The compliance team has the expertise but is not formally assigned to the process. The programme manager is under pressure to meet the go-live date, and the compliance team is concerned that the sign-off may be rushed. What is the most effective way to address this?

   • AAsk the compliance team to provide a checklist that the programme manager can use to verify compliance.
   • BAssign the compliance sign-off activity to the compliance team and give them the authority to delay go-live if necessary.
   • CKeep the programme manager as the owner but require them to obtain the compliance team's opinion before signing off.
   • DRemove the compliance sign-off activity from the 'deliver the capabilities' process and handle it outside the programme.
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