Free MSP® Foundation & Practitioner Exam Prep Practice Test

Answer (c) : Transformational flow provides a route through lifecycle of a from its conception through to delivering new capability, transitioning to desired outcomes, realizing benefits and finally close the programme

Answer (d) : The three organizational elements are: Corporate strategy, delivery mechanisms for change and Business as usual environment

Answer (c) : Vision led programmes can also be undertaken to fulfil the political ideas and priorities

Answer (b) : Only 'Remaining aligned with corporate strategy' is a principle with other options being governance themes and transformational flow

Answer (d) : Obtaining approval is not discussed under principles. It is individual responsibility, discussed in 'Programme Organization' in governance themes.

Answer (b) : Stakeholder engagement is delivered by Stakeholder profiles and programme communications plan

Answer (a) : All the above information is part of Risk register

Answer (b) : POTI defines high level scope of blueprint

Answer (d) : This task is done by programme manager/ project managers

Answer (d) : This attribute is necessary as SRO is also involved in stakeholder management

Answer (a) : Sponsoring group is accountable for confirming the mandate

Answer (c) : Four tests of business validation are: Description, Observable outcomes, Attribution and Measurement

Answer (a) : Approval to proceed is for first tranche, at end of that tranche, Go/No Go decision will taken for next tranche.

Answer (d) : Measurable decline resulting from outcome perceived as negative defines mis-benefit

Answer (d) : All of the options are correct.

Answer (a) : MSP Principles are derived from lessons learned in programmes that had both positive and negative results. They represent common factors that underpin the success of any programme of transformational change.

Answer (b) : Programme management is defined as 'Action of carrying out the coordinated organization, direction and implementation of dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to business'

Answer (a) : Emergent programme are defined as 'Programmes evolved from concurrent, individual projects with need to ensure compliance to organization strategy'

Answer (b) : Programmes need to adjust to strategic changes of organization so they should be robust and flexible to achieve that.

Answer (c) : Envisioning and communicating a better future categorically takes the need of creating a effective Vision statement

Answer (d) : Project brief describes purpose, cost, time, performance requirements and constraints of a project

Answer (b) : Programme manager provides regular updates to SRO

Answer (a) : Probability is high when requirements are well defined and clearly understood. Clear specifications of output increases the probability of success.

Answer (d) : Vaguely defined outcomes decrease probability of success

Answer (c) : Programme brief contains objectives and outcomes of programme which is further enhanced in Business case.

Answer (b) : Programme board is set up by SRO in this process.

Answer (a) : Approval to proceed is always given by Sponsoring group on recommendation from SRO. SRO is accountable for it.

Answer (c) : Training and moving an operational unit is related to transition

Answer (d) : Cost of fixed assets and other assets that are found are 'Technology' head in blueprint is called Capital cost.

Answer (c) : Without approval to proceed , programme will not enter this process

Answer (b) : Governance is baselined in defining a programme.

Answer (a) : BCM is responsible for monitoring benefits

Answer (d) : SRO doesn't act as a project representative

Answer: (d) Vision statement does not include time frames until programme is time bound in nature.

Answer: (a) Confidentiality details are defined in Information management strategy

Answer: (a) Project outputs are output of delivering the capability

Answer: (b) Benefits are identified and analyzed in Defining a programme

Answer: (c) Programme Manager should have good project management skills

Answer: (a) Programme manager is responsible for preparing for next tranche

Answer: (d) Gateway reviews happen at beginning of programme, Key decision points of programme and closure of programme.

Answer: (a) Further funding is not provided in case of inability to find a viable business case

Answer: (c) Programme manager is responsible for all tasks in delivering the capability. This is a continual activity throughout the programme.

Answer: (c) Both roles are responsible for this task as projects are overseen by programme manager, and benefits are under BCM supervision.

Answer: (c) This option signifies increasing interaction with stakeholder

Answer: (a) SRO will confirm programme closure if business case is satisfied or unviable

Answer: (c) Strategies are governance documents

Answer: (d) All others are management documents

Answer: (c) All plans, issue register and Risk register are management documents

Answer: (d) All are defined information baselines

Answer: (a) Benefits management plan identifies benefit reviews to increase likelihood of success

Answer: (c) How to deal with issue is identified in issue management strategy

Answer: (b) Fourth option is face to face

Answer: (d) Four options are: a. Stakeholder identification and analysisb. Message Clarity and consistencyc. Effective system of message deliveryd. Feedback Collection system

Answer: (b) SRO approves ( as he is accountable for it)

Answer: (c) Programme manager prepares it as he is responsible for it

Answer: (d) BCMs will review it to confirm that benefit realizations have been handled correctly.

Answer: (d) Dependency management is governance control for Delivering the benefits

Answer: (b) Vision's purpose is to share the idea of better future planned by programme with all stakeholders

Answer: (a) Blueprint, Business case, Vision, Quality management are governance themes

Answer: (b) All other are critical organization element

Answer: (c) Analysis of options starts while preparing business case

Answer: (a) Only project dossier is created in defining programme from available options. Programme brief is created in identifying the programme and all others are in processes after programme is defined.

Answer: (b) Learning from experience is Programme management principle

Answer: (d) MSP definition of Programme management

Answer: (b) Threats should be minimized not enhanced

Answer: (b) Blueprint defines as-is and future state of organization

Answer: (c) MSP is best suited for programmes which have high ambiguity

Answer: (d) All are valid stakeholders in programme

Answer: (a) Stakeholder map is created as part of stakeholder profile

Answer: (c) Media can influence other stakeholders as well

Answer: (c) Benefits management drives end of tranche reviews

Answer: (d) Outcomes are combined outputs or projects to bring a new operational state in organization.

Answer: (b) POTI model defines scope blueprint

Answer: (c) Programme control deals with improving delivery, reducing ambiguity & bringing certainty and justifies continuance of programme

Answer: (a) Basic governance arrangements to be used in Defining a programme are prepared in identifying a programme