2.2 Organization Theme (chapter 4) MSP-PRACTITIONER-5TH-EDITION Practice Questions (Page 7)

Questions 31–34

1. 31expert · hard

   A programme to introduce a new customer relationship management system across a multinational company has a programme strategy that defines a governance approach with a single, centralized programme board. The stakeholder engagement approach in the same document is generic, stating that 'all stakeholders will be kept informed through the company newsletter'. The programme is now facing significant resistance from regional sales teams who feel their local requirements are being ignored. Which aspect of the organization theme is most likely to be the root cause of this problem?

   • AThe stakeholder engagement approach is not fit for purpose because it does not differentiate between stakeholder groups with different needs and influence.
   • BThe governance approach is not fit for purpose because a single centralized board cannot effectively represent the diverse interests of regional stakeholders.
   • CThe programme strategy should have included a detailed stakeholder engagement and communications plan, not just an approach.
   • DThe programme board should have included a representative from each regional sales team to ensure their views were heard.
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2. 32foundation · easy

   Which role is responsible for ensuring that the programme's outputs are embedded in the business and that benefits are realized?

   • AThe Programme Manager
   • BThe Programme Office
   • CThe Business Change Manager
   • DThe Senior Responsible Owner (SRO)
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4. 33foundation · easy

   Which of the following indicates that an approach to the organization theme is NOT fit for purpose?

   • AThe approach is tailored to the programme's environment and aligns with MSP principles
   • BThe approach is based on a standard template without considering the programme's context
   • CThe approach clearly defines roles and responsibilities
   • DThe approach is reviewed and updated as the programme evolves
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5. 34expert · hard

   A programme is being set up in a highly regulated industry. The proposed governance approach includes a programme board with representatives from all regulatory bodies, a dedicated programme office, and a formal escalation process. However, the programme is small and has a tight budget. The sponsor asks if this approach is fit for purpose. What is the most significant risk of this governance approach?

   • AIt will be difficult to find qualified people to fill the roles, delaying the programme start.
   • BIt may not provide enough oversight, as the board is too small to cover all regulatory requirements.
   • CIt may be too slow and bureaucratic, delaying decision-making and increasing costs.
   • DIt is likely to be disproportionate to the programme's size and budget, consuming resources that could be used for delivery.
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