Vce MSP-Practitioner Questions Latest

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Senior Responsible Owner (SRO) is the individual with ultimate accountability for the programme, ensuring that it meets its objectives and delivers the projected benefits. According to MSP 5th Edition, the SRO must be a senior executive who can provide leadership, has the authority to make strategic decisions, and, crucially, "owns" the Business Case. The SRO is typically the person who represents the Sponsoring Group and has the greatest interest in the programme's success.

In the context of a utility company (UU) where the programme involves major financial investment, cross-selling services to increase revenue, and significant organizational transformation, the Chief Finance Officer (CFO) is the most likely candidate among the choices. While the CTO or CEngO (Options C and D) might lead specific technical projects or themes, the SRO role requires a broader view of the organizational benefits and financial viability. The CFO (Option A) is often positioned to bridge the gap between strategic corporate goals and the financial commitment required for a programme. They have the necessary seniority to hold the Programme Board accountable and to ensure that the programme remains aligned with the organization's overarching financial strategy. The SRO must be someone who can navigate the political landscape and secure the necessary resources, a role naturally suited to a C-suite executive like the CFO.

A dis-benefit is defined as a measurable decline resulting from an outcome perceived as negative. The MSP Practitioner clearly states: "Measurable decline resulting from outcome perceived as negative defines mis-benefit," highlighting the need to manage and mitigate dis-benefits as part of benefits management to ensure overall programme success.

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.

Dependency management is not considered a principal control for managing the tranches but rather a governance control related to delivering the benefits.

The MSP Practitioner explains: “Dependency management is governance control for Delivering the benefits,” which means while dependencies between projects and benefits must be managed, they are not direct tranche controls.

Principal tranche controls focus on approving and reviewing Business Cases and conducting Benefit Reviews to ensure each tranche delivers value and remains aligned with strategic objectives.

Recognizing this distinction helps ensure the programme maintains effective controls focused on stage delivery and benefit realization without conflating governance functions.