2.7 Assurance Theme (chapter 9) MSP-PRACTITIONER-5TH-EDITION Practice Questions (Page 4)

Questions 16–20

1. 16application · medium

   A programme is implementing a new HR system. The Business Change Manager is concerned that the new system will not be adopted by staff, and that the benefits will not be realized. Which assurance activity would best address this concern?

   • AA benefits realization review that assesses whether the changes are being embedded and benefits are being achieved.
   • BA financial audit of the programme's expenditure to ensure value for money.
   • CA technical review of the system architecture to ensure it meets performance requirements.
   • DA review of the project plans to ensure the system is delivered on time and to budget.
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2. 17application · medium

   The Programme Manager is planning a major assurance review of the programme's business case and benefits. The review will involve the SRO, the Business Change Manager, and external auditors. What should the Programme Manager do first to ensure the review is successful?

   • ADefine clear objectives, scope, and methods for the review, and agree them with the stakeholders involved.
   • BLimit the review to the business case, as the benefits are the responsibility of the Business Change Manager.
   • CAsk the external auditors to design the review independently to ensure objectivity.
   • DSchedule the review at a time convenient for the external auditors, as they are the most critical resource.
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4. 18application · medium

   A programme has a limited budget for assurance. The programme is in a low-risk phase, but a high-risk project is about to start. How should the Programme Manager allocate the assurance budget?

   • AAllocate the budget to the programme-level assurance activities only, as they cover the whole programme.
   • BAllocate the budget evenly across all projects to ensure fairness.
   • CAllocate the budget to external auditors only, as they are more independent.
   • DAllocate more budget to the high-risk project and less to the low-risk areas of the programme.
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5. 19application · medium

   A large retail programme is about to start its first tranche of projects. The Programme Manager wants to establish a consistent approach to assurance that can be tailored as the programme evolves. The programme strategy has been approved and states that assurance should be risk-based and proportionate. What should the Programme Manager do first to put this into practice?

   • ACreate an assurance plan that outlines the approach, responsibilities, and high-level activities, to be refined as risks and needs change.
   • BAppoint an independent assurance team to conduct all assurance activities without further planning.
   • CDefine the assurance approach in the programme strategy, including the principles and methods to be used.
   • DDevelop a detailed assurance plan that schedules specific assurance activities for the entire programme lifecycle.
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6. 20expert · hard

   A programme has an assurance review planned for the next month. The review is intended to assess the programme's readiness for a major milestone. However, the SRO has just learned that a key stakeholder is unavailable on the planned dates, and the review would need to be postponed by two months. The Programme Manager is concerned that postponing the review would delay the milestone. What should the Programme Manager do?

   • APostpone the review until the key stakeholder is available, as their input is essential.
   • BProceed with the review without the key stakeholder, as the review is more important than their input.
   • CCancel the review and rely on the project managers' self-assessments for the milestone.
   • DAdapt the review to the stakeholder's availability, such as by splitting it into two sessions or using virtual participation.
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