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 3)

Questions 11–15

1. 11foundation · medium

   In MSP, who is responsible for planning the progressive delivery of a programme's capabilities?

   • AThe senior responsible owner (SRO)
   • BThe business change manager
   • CThe programme office
   • DThe programme manager
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2. 12application · medium

   A large infrastructure programme is planning progressive delivery. The programme manager has assigned the responsibility for defining the tranches to the senior user, who is also the head of operations. The senior user is unavailable for most of the planning workshops due to operational demands. The programme board is concerned that the tranche definitions are not reflecting business priorities. What should the programme manager do to improve the effectiveness of progressive delivery planning?

   • AKeep the senior user as the accountable role but schedule the planning workshops around the senior user's availability and provide pre-read materials to enable timely input.
   • BReassign the tranche definition responsibility to the business change manager, who can represent user interests more consistently.
   • CDelegate the senior user's responsibilities to the programme office, which can coordinate the planning activities and produce the tranche definitions.
   • DAsk the programme board to approve tranches without the senior user's input, relying on the programme manager's judgement of business priorities.
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4. 13application · medium

   A programme is planning progressive delivery for a customer-facing digital service. The tranche planning workshops are being held monthly, but the business environment is changing rapidly, and the customer needs are evolving. The programme manager notices that the tranche plans are often outdated by the time they are approved. What should the programme manager do to make the planning activities more effective?

   • AReduce the level of detail in the tranche plans so they are quicker to produce and less likely to become outdated.
   • BBuild a regular review point into the planning cycle to reassess the tranche boundaries and content against the latest business priorities.
   • CIncrease the frequency of the planning workshops to bi-weekly to keep the tranche plans more current.
   • DFreeze the tranche plans once approved to provide stability for the delivery teams.
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5. 14expert · hard

   A programme is delivering a mix of quick-win process improvements and a long-term technology transformation. The tranche planning is being done by the programme office, with the senior user and senior supplier only reviewing the final plan. The quick wins are being delivered on time, but the transformation elements are slipping because the tranches are not aligned with the technology dependencies. The programme board wants to improve the planning effectiveness without adding significant overhead. What should the programme manager do?

   • AReduce the number of tranches to simplify the planning and reduce the risk of dependency misalignment.
   • BMove the transformation elements to a separate programme to avoid the complexity of mixing quick wins and long-term work.
   • CInvolve the senior supplier earlier in the tranche planning to ensure technology dependencies are considered when defining tranche boundaries.
   • DAsk the programme office to include more detail on technology dependencies in the tranche plans.
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6. 15foundation · medium

   Which activity is typically performed when planning progressive delivery in an MSP programme?

   • AConducting a lessons-learned workshop at the end of the programme
   • BIdentifying dependencies between tranches and projects
   • CDefining the programme vision statement
   • DWriting the business case for each individual project
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