3.3.2 Analyse Whether the ‘plan Progressive Delivery’ Process Activities, Roles and Responsibilities Are Effective and Fit for Purpose MSP-PRACTITIONER-5TH-EDITION Practice Questions (Page 1)

Questions 1–5

1. 1foundation · medium

   Which factor should be considered when tailoring progressive delivery planning for a programme?

   • AThe level of uncertainty in the programme's environment
   • BThe brand colors of the programme's communication materials
   • CThe personal preferences of the programme manager
   • DThe number of pages in the programme business case
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2. 2application · medium

   In a programme transitioning to a new operating model, the business change manager has been assigned the role of defining the tranche contents, while the senior supplier is responsible for estimating the effort. The business change manager is new to the organization and lacks detailed knowledge of the operational processes. The tranche definitions are being challenged by the operational teams as unrealistic. What is the most likely cause of this ineffectiveness?

   • AThe programme manager should define the tranche contents to ensure alignment with the business case.
   • BThe business change manager lacks the necessary business knowledge to define tranche contents effectively.
   • CThe operational teams should be responsible for defining the tranche contents, as they know the processes best.
   • DThe senior supplier should also be responsible for defining tranche contents, as they know the technical constraints.
   Reveal Solution Discussion Select an answer first
4. 3application · medium

   A programme is delivering a new financial system with a high degree of uncertainty in the requirements. The tranche planning is being done in a very structured way, with detailed tranche definitions and firm dates. The programme manager wants to tailor the process to handle the uncertainty. What is the most appropriate tailoring?

   • AReduce the number of tranches to minimize the planning effort.
   • BUse a rolling-wave approach, where the near-term tranches are planned in detail and later tranches are planned at a high level.
   • CPlan all tranches in detail upfront to provide certainty to the stakeholders.
   • DDelay the tranche planning until the requirements are fully known.
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5. 4application · medium

   In a programme, the senior responsible owner (SRO) has been asked to approve the tranche plan. The SRO is also the chief executive and has limited time. The programme manager has prepared a detailed tranche plan with extensive technical detail. The SRO is struggling to understand the business implications and is delaying approval. What should the programme manager do to improve the effectiveness of the approval process?

   • AReduce the detail in the tranche plan to a single page, removing all risk information to make it quicker to read.
   • BPresent the tranche plan to the SRO in a summary format that focuses on business outcomes, benefits, and key risks.
   • CAsk the senior user to approve the tranche plan on behalf of the SRO.
   • DSend the tranche plan to the SRO earlier so they have more time to read the technical detail.
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6. 5expert · hard

   A programme is delivering a new IT system with a mix of mandatory regulatory changes and desirable enhancements. The tranche planning is being done with a fixed sequence, and the regulatory changes are scheduled in the last tranche. The programme board is concerned that this creates a risk of non-compliance if the last tranche is delayed. The programme manager wants to adjust the tranche plan to reduce this risk. What is the best approach?

   • AKeep the regulatory changes in the last tranche but add a buffer of time to that tranche.
   • BMove the regulatory changes to an earlier tranche, even if it means deferring some desirable enhancements.
   • CSplit the regulatory changes across multiple tranches to spread the risk.
   • DAsk the delivery team to work overtime to ensure the last tranche is delivered on time.
   Reveal Solution Discussion Select an answer first