Passed Exam Today MSP-Practitioner

Basic governance arrangements, including programme controls, are established during the 'Identifying the Programme' phase. These initial controls set the foundation for how the programme will be governed, including accountability structures, reporting lines, and approval mechanisms.

The MSP Practitioner states:“Basic governance arrangements to be used in Defining a programme are prepared in identifying a programme,”emphasizing the importance of establishing governance early to guide subsequent programme phases effectively.

Establishing these controls upfront ensures clarity, reduces ambiguity, and provides a framework within which the programme can operate with discipline and alignment to strategic goals.

The false statement is that“End of tranche review drives benefits management.”In MSP, benefits management drives end of tranche reviews rather than the other way around.

The MSP Practitioner clarifies:“Benefits management drives end of tranche reviews,”meaning that benefits realization considerations inform tranche planning, execution, and review processes.

This approach ensures that benefit delivery remains central to programme governance and decision-making, promoting alignment of delivery with strategic value.

Designing the Projects Dossier is a key activity in the 'Defining a Programme' process. The Projects Dossier is a comprehensive document that defines all the projects within the programme, detailing their scope, objectives, interdependencies, and delivery approach.

The MSP Practitioner states:“Only project dossier is created in defining programme from available options,”emphasizing that managing transition, producing the Programme Brief, and aligning projects with benefits realization occur in later programme stages.

Developing a well-structured Projects Dossier is critical for effective programme planning, control, and coordination of project delivery to achieve overall programme benefits.

'Leading change' principle in MSP focuses on driving transformation through the right leadership, engaging stakeholders actively, and fostering innovative solutions. However, getting approval from the sponsoring group is not considered part of this principle but rather a responsibility addressed in programme organization under governance themes. Approval processes are formalized separately from the leadership approach.