2.5 Structure Theme (chapter 7) MSP-PRACTITIONER-5TH-EDITION Practice Questions (Page 2)

Questions 6–10

1. 6application · medium

   A programme is delivering a new fleet management system for a logistics company. The programme will procure vehicles, telematics hardware, and software services from multiple suppliers. The programme manager needs to ensure that the procurement approach aligns with the programme's delivery plan. What should the programme manager consider?

   • AThe benefits realization plan, to ensure that each supplier's contribution to benefits is measured.
   • BThe programme strategy's resourcing approach, to ensure that suppliers are procured in line with the overall resourcing strategy.
   • CThe lead times for each procurement, the dependencies between suppliers, and the timing of procurement activities relative to tranches.
   • DThe programme office's reporting requirements, to ensure that procurement progress is reported consistently.
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2. 7application · medium

   A programme is implementing a new inventory management system. The benefits realization plan identifies a benefit of 'reduced stock-outs' with a target of a 20% reduction within six months of go-live. The business change manager is responsible for tracking this benefit. Which activity is the business change manager most likely to perform as part of benefits realization planning?

   • AApproving the budget for the inventory system's implementation.
   • BDefining the baseline stock-out rate and the method for measuring the reduction after go-live.
   • CScheduling the tranches for the inventory system's deployment.
   • DDeveloping the technical specification for the inventory system's reporting module.
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4. 8application · medium

   A programme is delivering a new digital learning platform for a university. The programme board wants to deliver the platform in three tranches over 18 months. However, the university's funding is only confirmed for the first 12 months. The programme manager needs to establish an appropriate pace. What should the programme manager do?

   • APlan the first two tranches in detail and outline the third tranche, with a review point before committing to it.
   • BPlan all three tranches in detail now, so that the full 18-month delivery is committed and the funding can be secured.
   • CDelay the programme until the full 18 months of funding is confirmed, to avoid any risk of stopping mid-delivery.
   • DReduce the scope of the programme to fit within 12 months, so that all benefits are delivered within the confirmed funding period.
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5. 9foundation · easy

   What is a key resourcing consideration in procurement and supply chain management?

   • AThe number of tranches in the delivery plan
   • BThe availability of skilled resources in the market
   • CThe number of stakeholders in the programme
   • DThe colour of the programme's branding
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6. 10application · medium

   A programme is delivering a new customer relationship management system across three business units. The programme board is keen to demonstrate early value to stakeholders, but the delivery teams are new to the technology and have not yet completed a full end-to-end integration test. The senior responsible owner (SRO) wants to establish a pace that maintains credibility without overcommitting. Which approach should the programme take?

   • ADelay all delivery planning until the integration test is fully passed, then create a detailed plan for the entire programme in one go.
   • BPlan a single large tranche that delivers the full capability at the end, allowing maximum time for integration testing before any benefits are claimed.
   • CDefine a first tranche with a limited number of business units and clear landing points, then assess capacity and learning before committing to later tranches.
   • DAccelerate the first tranche to include all three business units so that benefits are realized as quickly as possible, accepting that integration issues will be resolved during deployment.
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