2.2 Organization Theme (chapter 4) MSP-PRACTITIONER-5TH-EDITION Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   A programme manager is updating the programme strategy. The organization structure has changed, with a new business change manager being appointed and the programme office being moved under a different director. Where should the programme manager document this updated structure to ensure it is formally recognized?

   • AIn the stakeholder engagement and communications plan, as it details who is responsible for communication.
   • BIn a separate organizational chart document, distributed to all staff.
   • CIn the business case, as it justifies the resources needed for the programme.
   • DIn the programme strategy, within the governance approach section.
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2. 7application · medium

   A programme manager is preparing the key documents for the organization theme. They need to document the specific communication activities, such as town halls and newsletters, for the next quarter. Which document should they update?

   • AThe stakeholder engagement and communications plan.
   • BThe benefits management strategy.
   • CThe programme strategy.
   • DThe business case.
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4. 8foundation · easy

   What is the primary purpose of the stakeholder engagement and communications plan within the organization theme?

   • ATo document the programme's financial controls
   • BTo define the programme's governance and decision-making processes
   • CTo provide a detailed schedule of communication activities to engage stakeholders effectively
   • DTo outline the programme's vision and objectives
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5. 9foundation · easy

   In the programme strategy, what does the governance approach primarily document to support the organization theme?

   • AThe programme's budget and financial controls
   • BThe organization structure, roles, and decision-making authority
   • CThe detailed communication activities for stakeholders
   • DThe programme's risk management procedures
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6. 10expert · hard

   A programme is being set up in an organization that has a very mature project management culture, with established project boards and a central PMO. The programme is relatively small but strategically important. The programme manager proposes a governance structure that mirrors the existing project governance. What is the most significant risk of this approach?

   • AIt will not provide enough oversight, as the programme is too small for the existing governance.
   • BIt will be difficult to get approval from the central PMO for a new structure.
   • CIt will be too complex and bureaucratic for a small programme, slowing down decision-making.
   • DIt will confuse the programme team, as they are used to project governance.
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