3.1.2 Analyse Whether the ‘identify the Programme’ Process Activities, Roles and Responsibilities Are Effective and Fit for Purpose MSP-PRACTITIONER-5TH-EDITION Practice Questions (Page 5)

Questions 21–25

1. 21application · medium

   In a programme to upgrade a university's student records system, the programme manager has assigned the responsibility for developing the benefits map to the business change manager. However, the business change manager has not yet been appointed. The programme manager is concerned about the delay. What is the most appropriate action to take?

   • ASkip the benefits map and include it in the next process
   • BDevelop the benefits map with the programme team and have the business change manager review it once appointed
   • CAsk the senior responsible owner to develop the benefits map
   • DDelay the 'identify the programme' process until the business change manager is appointed
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2. 22application · medium

   In a large financial services programme, the senior responsible owner (SRO) has delegated the day-to-day leadership of the 'identify the programme' process to the programme manager. The programme manager has created the vision statement and blueprint, and has presented them to the programme board for approval. However, the SRO has not been actively involved in the process. What is the most likely consequence of this lack of SRO involvement?

   • AThe programme board will reject the vision statement because it was not created by the SRO
   • BThe programme manager will be unable to produce a blueprint without the SRO's technical input
   • CThe vision statement may not have the full authority and sponsorship needed to secure commitment from key stakeholders
   • DThe benefits map will be incomplete because the SRO is the only person who can define benefits
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4. 23expert · hard

   A programme to introduce a new customer relationship management (CRM) system is in the 'identify the programme' process. The programme manager has appointed a business change manager who is new to the organization and has limited knowledge of the sales processes. The programme manager is concerned that the business change manager may not be effective in this role. What is the most appropriate action to take?

   • AProvide the business change manager with additional training and support from sales subject matter experts
   • BReplace the business change manager with someone who has more experience in the sales domain
   • CAsk the senior responsible owner to take on the business change manager's responsibilities
   • DDelay the 'identify the programme' process until the business change manager has gained sufficient experience
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5. 24application · medium

   A programme to implement a new payroll system is in the 'identify the programme' process. The programme team has developed a vision statement and a benefits map, but they have not yet created a blueprint. The programme manager is reviewing the process for effectiveness. What is the most likely impact of this omission?

   • AThe programme board will be unable to appoint the programme manager without the blueprint
   • BThe benefits map will be invalid because it depends on the blueprint
   • CThe programme will lack a clear description of the future state and the changes needed to achieve it
   • DThe sponsoring group will be unable to approve the programme because the blueprint is mandatory for funding
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6. 25expert · hard

   A government agency is initiating a programme to overhaul its tax processing system. The 'identify the programme' process has been completed, but the programme board is now questioning whether the process was effective. They note that the vision statement was created by the programme manager without consulting the minister or other key politicians. The blueprint was developed in isolation by a small team of technical experts. The benefits map was created by the business change manager but has not been reviewed by the finance department. Which of the following is the most significant deficiency in the 'identify the programme' process?

   • AThe process was not tailored to the government context, as it should have included more public consultation
   • BThe blueprint was developed by a small team, which may not have the full range of expertise
   • CThe vision statement lacks the authority and buy-in of key political stakeholders
   • DThe benefits map has not been reviewed by the finance department, so the financial benefits may be inaccurate
   Reveal Solution Discussion Select an answer first