3.6.2 Analyse Whether the ‘evaluate New Information’ 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 programme is reviewing its 'evaluate new information' process. The process requires that all new information is assessed by the Programme Office, which then makes a recommendation to the Programme Board. The Programme Board always accepts the Programme Office's recommendation without question. Which adjustment to the roles and responsibilities would most improve the effectiveness of the process?

   • ARemove the Programme Board from the process and let the Programme Office make final decisions.
   • BRequire the Programme Office to provide a wider range of options in its recommendations.
   • CIncrease the frequency of Programme Board meetings to review recommendations more often.
   • DAssign a 'challenger' role to a Board member to critically review the Programme Office's recommendations before they are accepted.
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2. 12application · medium

   A programme is assessing whether its 'evaluate new information' process is effective. The process requires that all new information is assessed by the Programme Office, which then makes a recommendation to the Programme Board. The Programme Board always accepts the Programme Office's recommendation without question. Which effectiveness criterion is most clearly NOT being met?

   • AThe process is transparent to stakeholders.
   • BThe process is efficient in its use of time.
   • CThe process is repeatable and consistent.
   • DThe process provides assurance that decisions are made with appropriate scrutiny.
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4. 13application · medium

   A construction programme is evaluating new information from multiple sources: site safety reports, weather forecasts, supplier delays, and client change requests. Currently, the Programme Office collects this information weekly and presents it as a list at the monthly Programme Board meeting. A recent safety incident was traced to a hazard that was identified in a site report but not acted upon for three weeks. The Programme Manager wants to improve the process. Which change to the process activities would be most effective?

   • AIntroduce a fast-track escalation path for high-priority information, such as safety hazards, with a defined response time, while keeping routine items on the monthly cycle.
   • BStop collecting weather forecasts and supplier delays as they are not directly related to safety.
   • CIncrease the frequency of the Programme Board meetings to weekly to review all new information more often.
   • DRequire the site safety officer to present their report directly to the Programme Board at the monthly meeting.
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5. 14foundation · easy

   Where does the 'evaluate new information' process sit within the MSP framework?

   • AIt is a sub-process of 'closing a programme' to capture lessons learned
   • BIt is only used during the 'identifying a programme' step to validate the business case
   • CIt is a process that runs throughout the programme, alongside other MSP processes, to keep the programme on track
   • DIt is a one-off activity performed at the start of the programme to define the baseline
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6. 15application · medium

   A large retail bank has a well-established 'evaluate new information' process. Every month, the Programme Office collates all new information (regulatory changes, market shifts, internal audit findings) into a single 200-page report, which is circulated to all programme stakeholders one week before the monthly Programme Board meeting. The Board then spends two hours reviewing the entire report item-by-item. Stakeholders have complained that the process is overwhelming and that critical regulatory updates are buried. The Programme Manager wants to make the process more effective without losing governance rigour. What should the Programme Manager do?

   • AReplace the monthly consolidated report with a continuous, tiered review where the Programme Office triages new information by impact and urgency, escalating only material items to the Board and delegating routine items to workstream leads.
   • BAbolish the monthly report and rely on the Programme Manager's judgement to decide what information is important and communicate it informally to the Board.
   • CKeep the process unchanged but shorten the Board meeting to one hour to force faster decision-making on the full report.
   • DRetain the single consolidated report but require each workstream lead to highlight the top three items relevant to their workstream before the Board meeting.
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