A program to modernize a logistics company's fleet management system is underway. The 'design the outcomes' process has produced a set of outcomes, but the programme board is unsure if they are effective. Which criterion is most important for evaluating the effectiveness of these outcomes?

Outcomes are specific, measurable, achievable, relevant, and time-bound (SMART).

Outcomes are identical to the outputs of the projects within the program.

Outcomes are approved by the project managers of each tranche.

Outcomes are aligned with the personal goals of the programme manager.

A technology company is running a program to migrate its on-premises infrastructure to the cloud. The 'design the outcomes' process is underway. The team has identified potential outcomes but is unsure how to prioritize them. Which activity should be performed to help prioritize outcomes?

Assign a project manager to each outcome.

Develop a detailed project schedule for the migration.

Create a communication plan for stakeholders.

Conduct a cost-benefit analysis for each potential outcome.

How should the 'design the outcomes' process be tailored for a large, complex programme?

Skip the process entirely to save time

Use more detailed and formal documentation

Use the same approach as for a small programme

Reduce the number of stakeholders involved

In a large infrastructure program, the senior responsible owner (SRO) is reviewing the 'design the outcomes' process. The SRO notices that the business change manager is solely responsible for defining all outcomes, with little input from other roles. What is the most likely consequence of this approach?

The process will be more efficient because decisions are made quickly.

The program will have a clearer vision because there is less conflict.

Outcomes may not reflect the needs of all stakeholders, leading to reduced benefits realization.

The business change manager will have full accountability for outcomes, which is appropriate.

In a program to implement a new customer relationship management (CRM) system, the business change manager is responsible for defining the outcomes. However, the programme manager is also heavily involved in this activity. What is the most likely issue with this overlap?

The business change manager will lose sight of the technical aspects of the program.

The roles may become blurred, leading to confusion about who is accountable for benefits realization.

The programme manager will have too much time to focus on project delivery.

The programme manager will be better able to align outcomes with project deliverables.

MSP Practitioner (5th edition)

Domain 3Objective 4

3.2.2 Analyse Whether the ‘design the Outcomes’ Process Activities, Roles and Responsibilities Are Effective and Fit for Purpose MSP-PRACTITIONER-5TH-EDITION Practice Questions (Page 4)

Part of the Understand how to apply and tailor relevant aspects of the MSP processes in context domain, which makes up ~55% of our current practice bank. PeopleCert does not publish an official question count, but from its 150-minute exam (~60–100 total, ~33–55 in this domain), expect 2–4 from this objective — we provide 31 practice questions to prepare you well beyond it. (estimate)

31questions here

7free pages

6concepts

Questions 16–20

16application · medium
A program to modernize a logistics company's fleet management system is underway. The 'design the outcomes' process has produced a set of outcomes, but the programme board is unsure if they are effective. Which criterion is most important for evaluating the effectiveness of these outcomes?
Select an answer first
17application · medium
A technology company is running a program to migrate its on-premises infrastructure to the cloud. The 'design the outcomes' process is underway. The team has identified potential outcomes but is unsure how to prioritize them. Which activity should be performed to help prioritize outcomes?
Select an answer first
18foundation · easy
How should the 'design the outcomes' process be tailored for a large, complex programme?
Select an answer first
19application · medium
In a large infrastructure program, the senior responsible owner (SRO) is reviewing the 'design the outcomes' process. The SRO notices that the business change manager is solely responsible for defining all outcomes, with little input from other roles. What is the most likely consequence of this approach?
Select an answer first
20application · medium
In a program to implement a new customer relationship management (CRM) system, the business change manager is responsible for defining the outcomes. However, the programme manager is also heavily involved in this activity. What is the most likely issue with this overlap?
Select an answer first

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