MSP Practitioner Resource Book

MSP Practitioner Resource ook Version 2.0 07/11/11 OPYRIGHT NOTIE This document is the copyrighted intellectual property of ILX Group plc and may not be copied, disassembled or in any way modified without the express and written permission of ILX Group plc. MSP is a registered trade mark of the abinet Office.

Table of ontents MSP Practitioner Resource book 2011 ILX Group plc

TOPI PGE 1. Introduction 1 2. Model Programme 5 Scenario usiness ase Simulation lueprint Simulation Exercise 1 Exercise 1 nswers Exercise 2 Exercise 2 nswers 3. Exam Technique 34 4. Marking up the MSP manual 44 5. Exam Simulator - scenario 70 6. Practice Paper 85 Scenario Questions Question nswers Rationale 2011 ILX Group plc

1 MSP Practitioner Resource book Introduction 1 X Introduction Thank you for purchasing this Managing Successful Programmes (MSP) training course. In choosing this ILX Group product, you have chosen one of the most successful methods of teaching MSP at Foundation and Practitioner levels available today. ourse prerequisites In order to successfully complete the course you will need access to the following materials: ccess to the ILX MSP Practitioner e-learning course opy of Managing Successful Programmes ook copy of the MSP Practitioner Resource ook (optional) ccess to a printer so that you can print supporting study documents contained in the course notepad and pen The Practitioner sessions in the course contain many supporting documents which can be accessed in electronic form. We recommend that you print a copy of these documents to help with your studies. Please note that many of these documents are contained in the supporting MSP Resource ook. hard copy of this document is not a prerequisite. Where to egin The guidance below assumes that users have purchased a dual MSP Foundation and Practitioner licence, or have been provided with access to ILX s MSP Foundation and Practitioner courses. If you have previously completed your MSP Foundation qualification with ILX or another training provider, then you should focus on the Practitioner level guidance below. The Foundation course Please begin your training by working your way through the Foundation course. Take time to study each session in turn, completing the questions and activities as you go. The Foundation course will take approx 10-12 hours to complete. fter completing each session please undertake the exam simulator. y the end of your Foundation level study you should be aiming to achieve a minimum of 75% in the mock exam simulator. This will mean that you are fully prepared and ready to sit your Foundation level qualification. The Practitioner course Once you have completed the Foundation course and you are regularly achieving exam scores in excess of 75% then you are ready to begin your Practitioner level studies. It is estimated that the Practitioner course will take 15-20 hours to complete. s with the Foundation course element, you should work through each session systematically. In order to fully prepare you for the Practitioner exam, it is important that you attempt all the exercises, simulations and exam questions included in the Practitioner section. 2011 ILX Group plc 1

1 MSP Practitioner Resource book 1 X Introduction There are three objectives that you need to achieve prior to attending the exam day: evelop your basic knowledge of MSP onvert from e-learning to the MSP Manual omplete all the Practitioner exercises, simulations and exam questions You will of course understand your own learning style and may have already thought about how you will approach this. evelop your basic knowledge of MSP Foundation study Regardless of what score you may have achieved, continue to practice in the exam simulator. Make a note of any questions you get wrong, and then focus your revision only on those subjects. ttempting the exam regularly will top up your medium and long-term memory. This process is crucial for passing both Foundation and Practitioner Exams llow 1 hour per night whenever you have the opportunity. im for a minimum of 4 attempts i.e. 4 hours. Learning to apply MSP Practitioner study Practitioner level study will require you to move away from the e-learning and focus more on the MSP manual. The sessions in the Practitioner section of the course are intended to help you do this. n overview of each stream and associated sessions is described here. STREM 1 Session 1 - Introduction This session provides a useful overview of the contents of the course. Take the time to review this short section before moving on. Session 1 - n advanced MSP Process Model Walkthrough The session looks at the processes, activities, inputs, outputs and main decision points which form the cornerstones of the MSP method. It provides a comprehensive overview of how MSP fits together. The session lasts around 30 minutes and as such is very comprehensive. Session 1 - Principles and Governance The session looks at the underlying principles of MSP designed to help programmes achieve their objectives. The session goes on to look in depth at the 9 Governance themes of MSP which form the controlling framework through which programmes deliver their change objectives. Session 1 Model Programme ased on a typical programme scenario, this suite of seven simulation based exercises is intended to test and extend your knowledge of MSP and to provide a level of understanding required to help you pass the Practitioner exam. 2011 ILX Group plc 2

1 MSP Practitioner Resource book 1 X Introduction Subjects covered include The lueprint, The usiness ase, Risk, Quality and Planning and ontrol. This session also includes some useful exercises intended to test and extend your knowledge and to provide a level of understanding required to pass the Practitioner exam. The exercises are based on a variety of topics including the MSP Processes. Note: Print and complete each exercise. Take time to look at the model answers and consider how these compare with your own. Make time to study the subject areas where you felt you are weakest. STREM 2 Session 2 Exam Technique This session outlines the MSP qualification structure, awarding bodies and associated accrediting organizations. It also includes useful information on the paper based documents used in the examination and provides practical guidance on how to approach and answer the Practitioner level examination questions. Note: Print and review the Question Styles document available in this session. Session 2 - Marking Up The Manual It is important that you can switch your technique for finding out information from the e-learning to the MSP Manual itself. This session explains how to highlight all the key MSP manual references. Key information becomes easier to find, making the best use of your time in the Practitioner exam. Note: Print and complete this exercise prior to your exam. Make sure you allow sufficient time to complete the exercise. 4-5 hours is recommended. Session 2 MSP Practitioner Exam Simulator The course contains an electronic exam simulator, containing 11 Practitioner exam questions based on a simple scenario. It is designed to familiarise you with the style and nature of the Practitioner exam. Each question contains a brief introduction and rationale session which are designed to guide you in your approach to each of the syllabus areas covered in the simulator. The Exam Simulator is timed and scored, just like the real exam, providing you with as near to exam conditions as possible. Summary o remember that the Practitioner exam is designed to test your knowledge of MSP and your ability to apply it within a given scenario not your experiences of being a programme manager. Tutor Support If you require assistance you can contact ill Smith our MSP lead trainer during working hours. In the first instance call ill on +44 (0) 7854 778784. If you are directed to an answer phone, please leave a short message and a return telephone number. ill will return your call as soon as possible. 2011 ILX Group plc 3

1 MSP Practitioner Resource book 1 X Introduction lternatively you can email your question to bill.smith@ilxgroup.com. Include a contact telephone number. Please be aware, that due to ill s training schedule, an email response may take several days at busy periods. Ready for your exams? When you feel ready to book your exam or workshop complete your booking form and email to bookings@ilxgroup.com or contact the training administration team on the number below. General Enquiries ll enquiries should be directed to the ILX Group training administration team on 0118 983 2323. Useful ontacts General course/ sales enquiries: Tel: 01270 611600 or individuals@ilxgroup.com Technical Support: Tel: 01270 611600 or support@ilxgroup.com 2011 ILX Group plc 4

2 X Model Programme Session 1 Model Programme 2011 ILX Group plc 5

2 X Model Programme Scenario - Eyellex Software plc Recent changes in the international economic climate have made it financially advantageous for the Eyellex Software company to make some strategic changes. t last month s board meeting, the board of management agreed, to a proposal from the executive management team, in which the organization intends to reduce its dependency on overdrafts and capital loans, improve its operating efficiency and increase its range of customer services. To achieve the capital position of the organization, the executive have proposed and the board approved a major rationalization of the property estate. This will result in provision of a new fit for purpose headquarters and operations building and the disposal of a range of premises which are no longer appropriate. ssociated with the relocations and in order to improve operating efficiency of the company, and to improve its profitability, there will also be a major restructuring of the organization and a rationalization of its business processes. The organization is currently structured into seven directorates, each with a director sitting on the executive team. The directorates are: The Sales and Marketing irectorate provides the customer interface, sales and marketing, distribution, management of on-sellers, corporate communications and so on. The Operations irectorate provides product delivery, in effect turning concepts into reality, managing suppliers and sub-contractors along with the in-house software development team. The Research and evelopment irectorate provides the creative heart of the organization, this directorate is also responsible for monitoring the market place and emerging technologies, along with conceiving future products and concepts. The Finance irectorate provides all financial services, financial support and monitoring at directorate and business unit level. It also provides super users on finance systems, procurement, P&L and I&E, along with investment appraisal. The Human Resources irectorate provides HR policy and guidance, support to managers, recruitment services, induction, payroll data services, disciplinary interventions and support, along with personal development and training services. The IT irectorate delivers management of the IT infrastructure and telephone systems, the procurement and maintenance of hardware, the procurement and support for business software, and a helpdesk for all IT users. Finally the Estates Management irectorate is responsible for maintaining the property portfolio, its physical buildings and grounds, managing cleaning, porterage, catering, utilities, security and reception. The organization employs approximately one thousand people across these teams, located in nine properties centered around a major city, all within 30 kilometers of each other. This estate is the result of previous steps in growth of the company, and a number of acquisitions 2011 ILX Group plc 6

2 X Model Programme of other organizations. The buildings which make up the estate are varying in age, physical condition and accessibility and are all owned by or on long term lease to the company. There are already three projects running in the organization at various stages of development and delivery. Project one is a project to replace finance systems in the sales and marketing department. This will bring about the integration of the numerous accounting practices in that department into one coherent process. Project two is outsourcing cleaning and building porterage services across the estate, with the intention of improving the delivery of those services, and reducing costs. Project three is looking at restructuring the IT support team to better match the current requirements of the organization. In addition, a project has just been completed which involved the assessment of the staffing needs of the organization for the next five years. This project closed a few days ago having produced the confidential document known as Staffing for the Future. You are a consultant programme manager hired in within days of the board decision, to advise the organization on its proposed transformational programme and to help them establish the programme. The board have agreed that Managing Successful Programmes or MSP, will be the framework for delivering the changes, and it is your responsibility to help the organization use MSP as its preferred programme management approach. cross the company a few people have been trained in MSP to Foundation level and one has just qualified as a Practitioner. However most managers and staff are unfamiliar with project and programme management, so you will need to mentor them in the best use of a programme and project management approach. The organization has gone through a number of changes over the past decade, some as a result of restructuring, and some as the result of acquisitions. There is a level of cynicism across most directorates about the ability of the management to handle major change initiatives. While discussing the programme with the chief executive, she also touched on the company's growth predictions and indicated that although they are realistic in the current economic climate, it would not take too much for the demand to rise sharply for a number of your products, and in several market sectors. You are also aware that the board and executive want to see this work completed as soon as possible and at least within the next two years, as they wish to see some quick wins from the changes. They would like to see the changes made using existing operational budgets, but accept the requirement for some investment to enable the programme. 2011 ILX Group plc 7

2 X Model Programme ngela rown - hief Executive ngela has worked in the IT software sector since leaving school. She joined Eyellex as a result of an acquisition some years ago, and has risen to the current position through determination and hard work. She has no experience of MSP but is supportive of a structured approach. Gavin Past - Research Manager Gavin enjoys supporting his team in an unstructured approach to their work and tries to enable blue sky thinking as a key element of each working week. Gavin has plenty of spare capacity in his role as research manager. s a result of a performance management issue, Gavin has had some of his responsibilities recently moved to another manager. mrit Sond - Finance irector chartered accountant with 15 years experience in both the private and public sectors, mrit has little experience of managing projects or programmes and is concerned that Eyellex is trying to do too much, too soon. rian Hardman - Estate irector qualified structural engineer, rian has a great deal of project management experience having worked as a project manager and sat on a number project boards. Joe Symmons - Operations Manager Joe has been with the organization for many years and has worked in the IT irectorate and the R& directorate in operational and managerial roles. He has practical experience of running a number of complex projects as project manager and more recently as project sponsor. He has recently attended and passed a MSP Practitioner course. Peter Parker - IT Infrastructure Manager Peter takes a project based approach to much of his work, ensuring that at least his team works to best practice guidance. Peter supports the IT directorate project activity with a small project support function within his team. Jeff Waugh - Research and evelopment irector Jeff, and hence his team, do not like their creativity to be constrained by methodology and framework, but do recognize the need for their work to be strategically aligned to the direction of the business. Michael Hanes - IT Services irector Mike has adopted an Eyellex PRINE2 framework for delivery of all projects initiated in his business area, and most of his team are qualified and experienced in PRINE2. He has in the directorate, working with the infrastructure manager, a small project support office which gives coordination and support to all IT and telecoms projects. Stephen hang - Operations irector Stephen has grown up with the organization, within the operations directorate, and has a very just do it approach to business, seeking instant action and quick results. He has recently attended a master class for programme and project sponsors, and is now strongly supportive of Eyellex taking a structured approach to change, using MSP as a framework. 2011 ILX Group plc 8

2 X Model Programme Monica Shapiro - HR irector Monica is a very experienced change manager who has been involved in a number of large successful programmes in both the public and private sectors. The HR director is a chartered fellow of the hartered Institute of Personnel and evelopment. onald Gamble - External onsultant onald is a highly experienced programme manager with an impressive track record and a number of professional qualifications in project and programme management, including Managing Successful Programmes (MSP). onald has worked with the training manager in the past and has been retained for the first four months of the programme. George Goldman - Sales and Marketing irector George has no experience of programme and project management at first hand, but has been a member of the executive for some time now and would support a logical, planned approach to change which properly involves stakeholders. ebbie avies - Facilities Manager time served manager from the soft services side of facilities management. Previously ebbie worked for six years for an outsource facilities management provider before joining Eyellex last year. She has managed the mobilization of major facilities management change programmes in a number of environments. Wendy Trafford - Project Manager Wendy is a qualified PRINE2 project manager, with some understanding of a programme management approach and a structured and organized approach to information management. Jeff Wall - Purchasing Manager Jeff is highly regarded and credited with successful leadership of the installation of a new electronic procurement system in a competitor organization. The purchasing manager has recently joined Eyellex. Emily uncan - Finance Manager Emily would like to see a more rigorous approach to the budgetary and quality control of all non business as usual activities, particularly projects. lan Taylor - ommunications Manager lan is a highly competent communications professional, with experience of supporting major change initiatives in his previous role with a major manufacturing organization. Stacey rewins - Training Manager Working closely with programme managers in a range of programmes over the past 15 years, Stacey has seen most success when involved in well-organized programmes and has recently attended and passed a MSP Practitioner course. 2011 ILX Group plc 9

2 X Model Programme Session 1 usiness ase Exercise Interview Interviewer Hi ngela, It s good of you to take the time to tell us about your vision for the company, especially your views on the transformation for excellence programme which I understand is just getting underway. ngela Thank you. s you know this programme is critical to the organizational, operational and cultural transformation of our organization, which will enable our business to optimize its profitability as the economy moves out of recession. We have just completed a study into the possible ways we could move forward. One of the major problems facing us has been the time and money incurred between our nine different premises. It doesn t seem to matter where you were located, the person you needed to talk to always seemed to be in another building. We want to see these costs reduced. dditionally, the cost of running the estate has escalated significantly in the last two years and we want to see it significantly reduced, and the operational and cultural variations between the regional sites feels as if it has significant cost, and brings identifiable risk to our business. Interviewer ngela Interviewer ngela Interviewer Indeed, I ve noticed that managers spend a lot of time travelling between locations it can be very time consuming and frustrating. re there any other drivers for this initiative? Oh, yes. We have recently concluded a project looking at rationalizing our business processes and the consolidation of the supporting technology will also bring significant advantages. an we be assured that redundancies are not part of the proposals? The radical changes anticipated in location, processes and technology will inevitably mean that we will need a significant organizational restructuring, but we hope that the majority of the changes can be made through a voluntary redundancy process. How much do you think the programme will cost? ngela The programme is anticipated to bring net benefit to the organization when complete, and should make a full return of all of its costs within three years of its completion in two and a half years time, but the headline costs of the changes are currently estimated at 20M for new property, 6M for technology and 5M for organizational and relocation costs. 2011 ILX Group plc 10

2 X Model Programme Interviewer I can see the rationale, but it seems like a lot of money. id you consider any other solutions? ngela Yes. The study considered a number of things. Firstly we considered staying in current locations, modifying local processes to improve alignment, and introducing video conferencing to minimize travel. This option does not enable the radical transformation which is needed to meet our strategic objectives. Or, by extending some sites, we can co-locate all the staff for a modest investment in fewer sites. This provides us with cost savings almost from day one, but the rationalization of business processes and the supporting technology would be much more difficult to achieve. We looked at the relocation of the whole business to one new building, and although that brings some challenges and difficulties for some members of our team, in balance its benefits far outweigh the work involved to achieve it. We costed out a further option which was do nothing. This ensured that the selected option was both cost effective and offered value for money. Interviewer ngela Interviewer So when do you expect the extension to be ready? ssuming that the planning permission goes to plan in the next 6 months. I m hoping that the build will be completed in 18 months and we ve allowed 6 months for relocation and establishing the new arrangements. So a total of two and a half years from now should see it all completed. So how have you justified this expenditure to the board? 2011 ILX Group plc 11

2 X Model Programme ngela Well there are a number of things I reported. The consolidation of the accounts software will only cost 1M and we shall save approximately 300,000 per annum in reconciliation activities. This includes the time wasted by my accounts team. Most importantly we will save 5M per annum on rent and rates. We expect to realize 12M from the sale of the vacated properties and the savings on expenses should amount to about 40,000 per annum. Saved time by integrating the business processes across the business amounts to another 150,000 per annum, so overall we expect to get payback within 4 years. dditionally, the general improvement in staff morale will provide a number of benefits to us, although we do recognize that during the changes we may lose some excellent staff for a number of reasons. Interviewer ngela Interviewer ngela Interviewer I understand that the organization is about to launch a major sales and marketing campaign Yes indeed, and we are making a significant investment of half a million pounds to stimulate new business from old and new customers, here and abroad. There is mention in the press of some unrest amongst your middle management and supervisory staff. Would you like to comment on that? There is recognition amongst some managers and supervisors that a reduction in locations and a reorganization will have a potential for significant head count reduction in some areas. I am concerned that this may make them unsupportive of the changes, and significantly impede the delivery of the changes and the required benefits. I understand that you will be using MSP. Will that ensure delivery on time and on budget? ngela It ll certainly help. ssuming that everything goes to plan then we ll be spot on. There are however only a small number of individuals in the organization who have any knowledge or understanding of MSP. In addition, whilst the construction of the new building is relatively problem free, once we have our anticipated planning permission, we could have varying degrees of difficulty with selling the old sites. 2011 ILX Group plc 12

2 X Model Programme It is also very important that we address the communication with the staff so that they integrate and enjoy the premises. Interviewer How do you propose to address these issues? ngela We hope to train a number of staff in the MSP approach, and we are putting in place a robust marketing campaign for the old properties. This interview is the first of a series of communication initiatives. We also intend to run a series of road shows that we hope all staff will attend to keep everyone informed of project progress and will encourage feedback from the staff. We are obviously aware that staff may not attend the road shows and morale will suffer. Interviewer ngela Thank you for your time ngela. Thank you. 2011 ILX Group plc 13

2 X Model Programme Session 1 - lueprint exercise omplete the table on the next page by adding the appropriate POTI acronym in the right hand column. If you think the statement has no place in the lueprint, then annotate it with a W. P - Processes O - Organization T - Technology I - Information W - Waste in Once you have completed the exercise, take a look at the model answer and feedback document to see how you did. lueprint exercise hints and tips when considering the POTI model. P - Processes, business models of operations and functions including changes to operational costs and performance levels. You are looking for items which describe the business model (or elements of it), and the business processes and sub processes which will be needed to support the business model, and any items that describe changes in costs and performance within the business model and processes. O - Organization The Organization section will include any items which define structure, staffing levels, roles, skills requirements and changes to organizational culture, style and personnel. T - Technology Under Technology and tools we need to pull together all of the items that define the required IT systems and tools, equipment, buildings, machinery and accommodation requirements. I - Information This section should include information and data requirements. The business information you need to operate the business in its future state. Identify any items in this list which help us gain a clear picture of those requirements and what changes are needed from the existing to the future state. etails of any new developments or redevelopments should also be included. 2011 ILX Group plc 14

Session 1 - lueprint exercise 2 X Model Programme I Scenario Statement nswer E F G H I J K L M N O P Q R S T How the business change manager will work with the programme manager on a day-to-day basis. New procurement guidelines. The new headquarters will take 12 months to complete. Personal development plans and records for all staff. The new headquarters will be purpose-built to meet the needs of all of our visitors, critically visiting customers. Statistics to monitor the performance of the suppliers of goods and services to the new business. n analysis of the future business processes required for the new business model. breakdown of the company s current business processes. The estimated cost to create the new headquarters is dependent on the architect's design. Staff welfare facilities will include a gymnasium and a cafeteria. The costs for building and fitting out the new headquarters are estimated to be 20m. Roles and responsibilities for all staff. It is hoped that some of the old properties may well be sold off to a developer and affordable housing built. Project managers on the transformation programme should have good knowledge of project management approaches. esk /Staff ratios for hot desking. urrent composition of the company s risk and audit committee, who will have a quality governance role over the programme. Environmental management data for the new headquarters. Staffing requirements for the finance team in the future organization. Facilities management will be outsourced for the new building. What the car parking charges will be for staff at the new premises. 2011 ILX Group plc 15

2 X Model Programme U V W X Y Z Outline of the technology requirements for software developers in the new building. etail of applications for funding of on-going sales and marketing related items. New organizational structure of the company. Senior management structure of the company. Subject matter experts required to design the new facilities. urrent and future utility usage. 2011 ILX Group plc 16

lueprint exercise - answer 2 X Model Programme The following table provides the correct answers to the lueprint POTI exercise. We have also provided you with some feedback on the incorrect answers here. I Scenario Statement nswer How the business change manager will work with the programme manager on a day-to-day basis W New procurement guidelines P The new headquarters will take 12 months to complete W Personal development plans and records for all staff I E F The new headquarters will be purpose-built to meet the needs of all of our visitors, critically visiting customers Statistics to monitor the performance of the suppliers of goods and services to the new business T I G n analysis of the future business processes required for the new business model P H breakdown of the company s current business processes P I The estimated cost to create the new headquarters is dependent on the architect's design W J Staff welfare facilities will include a gymnasium and a cafeteria T K The costs for building and fitting out the new headquarters are estimated to be 20m W L Roles and responsibilities for all staff O M N It is hoped that some of the old properties may well be sold off to a developer and affordable housing built Project managers on the transformation programme should have good knowledge of project management approaches W W O esk /Staff ratios for hot desking T P urrent composition of the company s risk and audit committee, who will have a quality governance role over the programme W Q Environmental management data for the new headquarters I R Staffing requirements for the finance team in the future organization O S Facilities management will be outsourced for the new building P 2011 ILX Group plc 17

2 X Model Programme T What the car parking charges will be for staff at the new premises. W U Outline of the technology requirements for software developers in the new building T V etail of applications for funding of on-going sales and marketing related items W W New organizational structure of the company O X Senior management structure of the company O Y Subject matter experts required to design the new facilities W Z urrent and future utility usage I 2011 ILX Group plc 18

lueprint exercise - Feedback 2 X Model Programme I I K M N P T Not part of the lueprint Feedback How the usiness hange Manager will work with the Programme Manager on a day-today basis. This is a description of how the transformational program will impart work, and not part of the description of the lueprint that the programme will leave behind. The New Headquarters will take 12 months to complete. The lueprint needs to be a critical and detailed picture of what the programme will leave behind in order to enable the Vision, but not how long it's going to take or what it will cost. The estimated cost to create the new Headquarters is dependent on the architect's design. This item might be seen and documented further as a risk, and may be part of an outline usiness ase, but is not part of the lueprint of the future. The costs for building and fitting out the new Headquarters are estimated to be 20m. gain the costs of delivering projects which enable the Vision are not a component of the lueprint itself. It is hoped that some of the old properties may well be sold off to a developer and affordable housing built. This information may advise at some stage the usiness ase, and as it is not certain, may be captured in the risk register, but is not part of the lueprint. Project Managers on the transformation programme should have good knowledge of project management approaches. The lueprint is a detailed picture of the future state left behind by the programme and as such should not detail the skills required by the programme and project teams. urrent composition of the company s Risk and udit ommittee, who will have a Quality governance role over the programme. How the program is going to manage quality will be a key element of the Quality Management Strategy, but there probably would not be a list of this standing committee, perhaps just their terms of reference in relationship to this programme. What the car parking charges will be for staff at the new premises. This information may have some bearing on the usiness ase for staff consultation/union negotiations but is not part of the future lueprint. 2011 ILX Group plc 19

2 X Model Programme V Y etail of applications for funding of on-going sales and marketing related items. Ongoing business development costs will not be seen as contributing to the usiness ase for the programme, and certainly not the lueprint. Subject matter experts required to design the new facilities. The lueprint is the detailed picture of the future state left behind by the programme and should not detail the resources required to deliver the programme. 2011 ILX Group plc 20

2 X Model Programme Session 1 - Exercise 1 Why Programme Management Why MSP For this exercise you are tasked with writing, in your own words, a justification of why the activities described in the scenario should be carried out using a Programme Management Framework. We suggest that you spend no more than half an hour on this task and aim to write between 150 and 200 words. nswer/notes: 2011 ILX Group plc 21

2 X Model Programme Session 1 - Exercise 1 - Suggested nswer The changes described in the scenario outline can best be described as a major business transformation. In this scenario the changes anticipated are going to affect every part of the organization. In deciding on the best approach to such change it is useful to assess the impact of the changes on the organization and this can be done in part by looking at the nature of the change. In the scenario not only is there to be a relocation of all employees to a new headquarters building, with the subsequent changes to the estate, there is to be a rationalization of business processes, as well as the refreshment of the systems and underpinning technology supporting the systems and processes, together with a restructuring of the organization and individuals roles and responsibilities. s well as having a complex dossier of projects to oversee over a period of time, the Executive team cannot be confident of how some parts of the organization will react, and what the effect will be on their staff, customers and the marketplace. In addition their strategy for the organization may well have to change in response to the environment in which they find themselves operating over that period. The governance and consistency that MSP is designed to provide will deliver the structure which will enable the effective management of such complexity, ambiguity and risk, and the optimum chances for successful delivery of the desired benefits. Give yourself a score 0-10 for your document. If you have scored less than 6, perhaps you might want to have another go? /10 2011 ILX Group plc 22

2 X Model Programme Session 1 - Exercise 2 Transformational Flow ctivities Part 1 We use the framework offered by Managing Successful Programmes to deliver transformational business change. The Transformational Flow of MSP describes a set of the six processes each containing a number of activities which are both iterative and interrelated, so each process may require more than one iteration before the next one begins. The Principles of Managing Successful Programmes underpin the Transformational Flow at all times and through all types of activities. The first part of the exercise is to recall the Transformational Flow and the processes within it. Using the framework diagram provided, complete the diagram, adding the titles and all the processes. 2011 ILX Group plc 23

MSP process activities 2 X Model Programme Establish the infrastructure for efining a Programme evelop the blueprint Establish the tranche Manage people and other resources Start projects Manage pre-transition onfirm the programme mandate onfirm on-going support is in place Update and finalize programme information pproval to proceed Model the benefits and refine Provide feedback to corporate governance Prepare for next tranche isband programme organization and supporting functions Manage risks and issues Independent review evelop the programme preparation plan Governance: manage and control delivery Identify tranches Refine the vision statement evelop the programme plan lign projects with programme objectives Maintain alignment between programme blueprint and business strategic objectives Identify and analyse the stakeholders Sponsoring the programme esign the programme organization Establish the team to define the programme irect work Engage stakeholders Notify programme is about to close evelop the benefit profiles Review programme evelop and confirm programme business case onfirm programme closure Manage post-transition ppoint the SRO and programme board lign projects with benefits realization ontrol and delivery of communications pproval to proceed Maintain information and asset integrity esign the project dossier Undertake audits and assurance reviews Manage transition Procurement and contracts Produce the programme brief evelop the governance arrangements Monitor, report and control Validate the benefits End-of-tranche review and close Prepare for first tranche onsolidate the programme definition Transition and stable operations 2011 ILX Group plc 24

2 X Model Programme Session 1 - Exercise 2 Transformational Flow ctivities Part 2 Identifying a Programme Okay now we have got the basics right let's move on to look at the first process of the Transformational Flow - Identifying a Programme. s inputs to this process we have the Mandate for the programme, we have hopefully an understanding of the Strategy of the organization, and we have some knowledge of Project status and plans for those projects which we may need to adopt into the programme. To control the process and the outputs of Identifying a Programme we can check that its outputs map to the strategic direction of the organization. We can confirm a shared understanding of what is needed and what is planned with the sponsoring group, and we can ensure that the outputs of the process are put through some form of formal review. From the table on page 3 can you select the seven activities which make up the process of Identifying a Programme? Identifying a Programme 1. 2. 3. 4. 5. 6. 7. 2011 ILX Group plc 25

2 X Model Programme Session 1 - Exercise 2 Transformational Flow ctivities Part 3 efining a Programme So in Identifying a Programme we have confirmed a Mandate for the programme and created a Programme rief and a Programme Preparation Plan which had been signed off by the sponsoring group. We now have permission to move on to the next process in the Transformational Flow efining a Programme, so the Programme rief and the Programme Preparation Plan become key inputs into this next process. The efining a Programme process is where we undertake all of the detailed planning for the programme including what the programme is going to do, and how it's going to be done, who is involved, how it is to be controlled, and what the justification is moving forward. So from the remaining items in the table on page 3 can you select the 17 activities which make up the process of efining a Programme? efining a Programme 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 2011 ILX Group plc 26

2 X Model Programme Session 1 - Exercise 2 Transformational Flow ctivities Part 4 Managing the Tranches In Managing the Tranches we will implement the functions, processes and procedures that define how the programme is set up, managed and controlled, as determined in the governance framework developed by the Programme Manager during efining a Programme. Our controls over this process include the on-going review of risks and issues, our end of tranche reviews, benefits reviews and also checks against standards, regulations and legislation and our governance arrangements to ensure compliance. So from the remaining items in the table on page 3 can you select the 13 activities which make up the process Managing the Tranches. Managing the Tranches 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 2011 ILX Group plc 27

2 X Model Programme Session 1 - Exercise 2 Transformational Flow ctivities Part 5 elivering the apability The Managing the Tranches process oversees the twin processes of elivering the apability and Realizing the enefits, providing high-level direction, guidance and control. The next process, elivering the apability is all about coordinating and managing project delivery, according to the programme plan, and our controls for this process include the governance arrangements, monitoring the project against their briefs and reviewing and closing projects. So from the remaining items in the table on page 3 can you select the six activities which make up the process of elivering the apability. elivering the apability 1. 2. 3. 4. 5. 6. 2011 ILX Group plc 28

2 X Model Programme Session 1 - Exercise 2 Transformational Flow ctivities Part 6 Realizing the enefits s the Programme Manager oversees elivering the apability, the usiness hange Manager is working closely with them, overseeing the process of Realizing the enefits This is the process used to manage the benefits from their initial identification to their successful realization. To support us we have a enefits Management Strategy, our project briefs, monitoring projects against those briefs and the review and closure of projects. You will recall there are three distinct sets of activities in the process Realizing the enefits, so from the list in the table on page 3, select the headings for the three sets of activities, and then the individual activities for each set. Realizing the enefits 1. 2. 3. Session 1 - Exercise 2 Transformational Flow ctivities Part 7 losing the Programme This brings us to the final process in the Transformational Flow losing a Programme. The purpose of closing the programme is to formally recognise the completion of the programme and delivery of the new capabilities and the realization of outcomes and benefits. So the final part of the exercise is to add the activity titles to the losing a Programme process. losing the Programme 1. 2. 3. 4. 5. 6. 7. 2011 ILX Group plc 29

2 X Model Programme Session 1 - Exercise 2 Transformational Flow ctivities - nswers Part 1 2011 ILX Group plc 30

Part 2 Identifying a Programme 2 X Model Programme Identifying a Programme 1. Sponsoring the programme 2. onfirm the programme mandate 3. ppoint the SRO and programme board 4. Produce the programme brief 5. evelop the programme preparation plan 6. Independent review 7. pproval to proceed Part 3 efining a Programme efining a Programme 1. Establish the infrastructure for efining a Programme 2. Establish the team to define the programme 3. Identify and analyse the stakeholders 4. Refine the vision statement 5. evelop the blueprint 6. evelop the benefit profiles 7. Model the benefits and define the profiles 8. Validate the benefits 9. esign the projects dossier 10. Identify tranches 11. esign the programme organization 12. evelop the governance arrangements 13. evelop the programme plan 14. evelop and confirm programme business case 15. onsolidate the programme definition 16. Prepare for first tranche 17. pproval to proceed 2011 ILX Group plc 31

Part 4 Managing the Tranches 2 X Model Programme Managing the Tranches 1. Establish the tranche 2. irect work 3. Manage risks and issues 4. ontrol and delivery of communications 5. Undertake audits and assurance reviews 6. Maintain alignment between programme blueprint and business strategic objectivies 7. Maintain information and asset integrity 8. Manage people and other resources 9. Procurement and contracts 10. Monitor, report and control 11. Transition and stable operations 12. Prepare for next tranche 13. End-of-tranche review and close Part 5 elivering the apability elivering the apability 1. Start projects 2. Engage stakeholders 3. lign projects with benefits realization 4. lign projects with programme objectives 5. Governance: manage and control delivery 6. lose Projects 2011 ILX Group plc 32

Part 6 Realizing the enefits 2 X Model Programme Realizing the enefits 1. Manage pre-transition 2. Manage transition 3. Manage post-transition Part 7 losing the Programme losing the Programme 1. onfirm ongoing support is in place 2. onfirm programme closure 3. Notify programme is about to close 4. Review programme 5. Update and finalize programme information 6. Provide feedback to corporate governance 7. isband programme organization and supporting functions 2011 ILX Group plc 33

3 X Exam Technique Session 2 Exam Technique 2011 ILX Group plc 34

MSP Practitioner Question Styles 3 X Exam Technique 1. INTROUTION The objectives of the examination are to enable candidates to demonstrate a understanding of MSP and an ability to apply the methodology to a given set of circumstances described in a scenario. The MSP syllabus defines the learning outcome that is being tested for at practitioner level. The Practitioner examination uses objective test questions which require candidates to choose a response to a question from a set of choices for which the correct answer is pre-determined. The following paragraphs explain the format of the examination paper and the different types of question asked. There are also some suggestions on how to approach answering the various types of question. 2. STRUTURE OF THE PPER The examination paper consists of three booklets. The Scenario ooklet will contain one scenario providing a description of an organization, the business rationale for a programme and the programme structure. The Scenario ooklet may also provide additional information for one or more of the eight questions. Where this additional information is to be used, this is clearly stated in bold within the question. dditional information is only to be used for the question to which it relates. The combination of the scenario, each question and any additional information for that question will provide the context within which the question is to be answered. This context may relate to MSP roles (Sponsoring Group, Programme Manager, usiness hange Manager etc.) and also programme timescale (e.g. middle of tranche, start or end of programme). The Practitioner Question ooklet will contain eight questions. Each of the eight questions is worth 10 marks. This gives a total of 80 marks. The pass mark is 40 (50%). Each of the eight questions may be sub-divided into parts. Each of the part-questions will identify the portion of the 10 marks allocated to it and will consist of individual question-lines each worth 1 mark. The Re-registration exam will follow the same general format as the Practitioner exam but the Question ooklet will contain three questions, giving a total of 30 marks. The pass mark is 15 (50%). andidates are expected to answer all questions. The nswer ooklet will contain the answer sheets on which the candidate's answers must be given. There will only be one answer to each question-line unless it is clearly stated otherwise within the question. There may be question-lines where candidates are required to select one answer, but where the candidate might consider that more than one answer could be valid. Owing to the flexible nature of MSP this is inevitable on some topics, and for this reason some questions say 'Which of the following is MOST...'. The candidate is required to select one answer which best fits with the given scenario and MSP guidelines and principles. If the candidate selects more than one answer in the answer booklet the response line will be void and no mark awarded for that question line. 2011 ILX Group plc 35

Exam Technique 3 MSP Practitioner Resource book X 3. MSP SYLLUS RES RESSE Most questions will cover just one of the 11 areas of the MSP Practitioner syllabus (see table below). It is likely that there will be more than one question on major areas of the syllabus in an examination, such as the transformational flow. Syllabus rea cronym PT OP VS LS M L PL RM Q TF Syllabus rea Overview, principles and governance themes overview Organization and programme office Vision Leadership and stakeholder engagement enefits management lueprint design and delivery Planning and control The business case Risk and issue management Quality and assurance management Transformational Flow (F FF) However, all the areas of the syllabus are examinable and some questions might include aspects of related syllabus areas even if they are not strictly about that area itself. For example, a question on quality and assurance management within a programme may include reference to, and questions about, roles and responsibilities even though it is not formally testing the candidate's understanding of the organization theme in the guide. In order to ensure a suitable balance of questions, a question may occasionally address more than one syllabus area. This is most likely where the lack of depth of a syllabus area makes it more difficult to construct a balanced question on the single area. Where syllabus areas are combined in this way, this will be clearly shown at the top of each question. Each question header for each part-question will identify which syllabus area is being examined. 2011 ILX Group plc 36

3 MSP Practitioner Resource book X 4. TYPES OF QUESTION There are a number of different test types used within the paper. Exam Technique The test types are: lassic Multiple hoice Question - 'choose one from a list of three or four possible answers'. The example given below requires candidates to select the correct response from a list of four options. Note that the question should be answered in the context of the Scenario, but there should not be a requirement for the candidate to reference specific lines within the scenario to answer the question. In the context of the Scenario, answer the following question. 1 Which role is responsible for aligning the costs of developing the training facilities with the objective of cost-effective decentralization?. SRO. Programme Manager. M. Project Manager for Project 5 (New Working Practicies). In the example provided below, candidates are required to refer to some additional information, provided in the Scenario ooklet in order to select the correct response from the list of four options. Once again, the question should be answered in the context of the Scenario, and there should not be a requirement for the candidate to reference specific lines within the scenario to answer the question. In the context of the Scenario and using the additional information provided for this question in the Scenario ooklet, answer the following question. 1 The hief Financial Officer has been identified as a member of the Sponsoring Group. Is this an appropriate application of MSP for the programme?. No, because the members of the Sponsoring Group should have programme management experience.. No, because the Sponsoring Group should demonstrate the values. Yes, because approval of funding for the programme needs senior level commitment within the Sponsoring Group.. Yes, because the SRO is likely to be a peer member of the Sponsoring Group. Where a candidate is required to refer back to specific details provided in the scenario this will be clearly stated in the question as: Using the Scenario. Examples of the kind of information that a candidate may need to reference specifically from the scenario include: the scope or dependencies or a project the capability being delivered by a tranche or the objectives the benefits sought by the programme the boundary of the programme. 2011 ILX Group plc 37

3 X Exam Technique Multiple Response - 'choose two correct options from a list of five options. This question follows exactly the same format as the 'lassic style', but more than one answer is required. It is the only question style that requires more than one answer. oth responses must be correct to gain a mark. If more or fewer than two responses are given, then the answer will be void. In the context of the scenario, answer the following question about communications relating to the programme. Remember to limit your answers to the number of selections requested in each question. 1 Which 2 messages are MOST likely to be communicated to shareholders?. Impact of the programme of pre-tax profit of uyitall.. Effect of the programme on uyitall s property assets.. mendments to job descriptions for Northtown staff following the establishment of the new training centres.. etails of contractual discussions about outsourcing some of the training courses. E. Updates to the training prospectus for uyitall staff. Matching - involves linking items in one list to items in a second list. There is only one correct response to each question, but options in the second list can be used once, more than once or not at all. In the context of the Scenario, answer the following question. olumn 1 contains a list of true statements about the programme. For each statement in olumn 1, select from olumn 2 the document where that information should be recorded. Each selection from olumn 2 can be used once, more than once or not at all. No olumn 1 olumn 2 1 2 3 4 5 Guidance on the criteria to be used for review of the new training prospectus. The capacity of, and facilities to be offered by, each new training centre. proposed change to the training prospectus being prepared by Project 3 (Training esign), identified during the preparation of the new working practices in Project 5 (New Working Practices). How the revised training prospectus will contribute to delivering market-leading customer service. General processes to follow for managing any legal difficulties that may arise during the execution of Project 2 (Outsource Specialized Training).. lueprint. escription of the enefit. Programme Issue Register. Quality and ssurance Strategy E. Risk Management Strategy F. Programme Risk Register G. Projects ossier 2011 ILX Group plc 38

Exam Technique 3 MSP Practitioner Resource book X ssertion/reason - each item consists of two statements, an assertion and a reason that are linked by the word 'because'. Firstly, candidates must determine whether the 'assertion' statement is true or false and then, independently of the assertion, whether the 'reason' statement is true or false. If either or both statements are false, the answer can be selected from options, or E. However, if both statements are true, a third step is required. To determine between options or, candidates must determine whether or not the reason is a correct explanation for the assertion. There is only one correct response to each question-line, but options can be used once, more than once or not at all. Using the Programme Scenario, answer the following question. Each line in the table below consists of an assertion statement and a reason statement. For each line identify the appropriate option, from options to E, that applies. Each option can be used once, more than once or not at all. Option ssertion Reason True True N the reason explains the assertion True True UT the reason does not explain the assertion True False False True E False False ssertion 1 The Monitoring and ontrol Strategy should specify who must authorize the contracts to acquire each training centre. 2 It would be appropriate for a new project to be planned, for delivery in an early tranche of the programme, to confirm if retail staff will use the distance learning methods effectively. 3 The specifications and design of the IT network for the training centres should form part of the Programme Plan. 4 The Resource Management Strategy should identify how Projects 7 and 8 delivering the regional training centres will use external resources in the delivery of the training centres. EUSE EUSE EUSE Reason The Monitoring and ontrol Strategy should set out when audits and health checks should take place. Early tranches may be designed as pilots or proof of concept. The Programme Plan should include specifications for critical project outputs. The Resource Management Strategy should include the timing of activities to monitor resource usage by projects will take place. 2011 ILX Group plc 39

3 X Exam Technique 5 The Project Manager for Project 7 (Lease or uy Four entres) should be given clear guidelines as to when the first four new training centres must be delivered. The boundary of the programme will set out the programme scope. For example, in question line 1 above, both the assertion is true and the reason statement is false, therefore the answer is. In question line 2 both the assertion and the reason statements are true and the fact that the early tranches may be designed as pilots or proof of concept explains why it would be appropriate for a new project to be planned, for delivery in an early tranche of the programme, to confirm if retails staff will use the distance learning methods effectively. Therefore, the answer is. In question-line 5 both the assertion and the reason statements are true but the reason statement does not provide an explanation for the assertion. The assertion is describing project tolerances relating to the timing of the opening of training centres, whereas the reason is about the scope or boundary of the programme, not when it is needed. Therefore, the answer is. LERNING LEVELS Part-questions will vary in their level of difficulty depending on the learning objective of the test. The learning levels are: 1. Knowledge 2. omprehension 3. pplication 4. Evaluation. 1.Knowledge 2. omprehension 3. pplication 4. Evaluation ble to recall Guide facts, including terms, concepts, principles, themes, processes, and responsibilities. Understands the principles, processes, governance themes, the programme's environment and roles and can explain how these are applied on/are involved with a programme. emonstrates application of the method to a scenario through: (i) appropriate use of governance themes; (ii) creation of programme documents; (iii) appropriate tailoring of the processes and governance themes. bility to evaluate the use of MSP through appraisal of completed documents and programme events for a given scenario. Within a question, the part-questions will be assembled in order of ascending difficulty level. The focus of the examination is on application and evaluation learning objectives. 5. TIME MNGEMENT & REFERENE MTERIL The full Practitioner examination is 2.5 hours in duration. The Practitioner re-registration examination is 1.25 hours in duration. andidates must manage their time in order to complete all questions. s a general guide, candidates may wish to spend the first 15 minutes reading the scenario information and getting familiar with the layout of the paper. If 15 minutes is then allocated for each of the eight questions, this will allow about 15 minutes tolerance for additional reading required for some questions. This suggested timing is for guidance only. Reference to the candidate's own annotated MSP guide is permitted during the examination. 2011 ILX Group plc 40

3 X Exam Technique No additional support material is permitted. This includes post-it notes (other than tabulation of the sections of the guide) and additional information sheets whether affixed in the guide or not. andidates are, however, permitted to make hand-written annotations within any blank space in the guide and refer to this during the course of the examination. andidates should be aware of the time constraint upon them. Whilst the guide is there for support, the time pressure of the examination means that candidates should be circumspect in its use. The questions have not been designed on the basis that candidates are required or even expected to use the guide to answer questions. The Scenario ooklet provides a programme scenario and additional information for a number of questions. Where additional information and/or the Scenario is/are required to answer a question, the question will make this clear. If only one of these is required the question will also make this clear. Where a question should be answered in the context of the Scenario but without needing to reference specific details from the scenario, this will be clearly stated in the question as well. Where additional information is provided, it should be taken as factually correct unless the phrase 'May contain errors' is used. Where this phrase is used, candidates will typically be required to analyse whether there are any errors and, if so, which statements contain them. If there is no reference to additional information or the Scenario within a question, then the question should be answered using only the information contained within the question. In this case the Scenario provides the background and context to the overall programme but not the facts required to answer the question. 6. EITORIL NOTES General Presentation Throughout the Scenario ooklet and Question ooklet, title case has been used for all references to MSP programme information documents, roles and a small number of glossary terms. Matching and number of answers required Wherever the phrase 'Each selection from olumn 2 can be used once, more than once or not at all' is used only one answer is required. Use of Should, ould, Must, Would and Will If we take as an example the statement, 'The hief Financial Officer should/could/would (or will)/must perform the SRO role on the programme'. 'Should' - is used to express 'obligation': something that is good or important or recommended. It is less strong than must and is used to test whether something should be done in a programme situation because it is consistent with the principles and practices recommended in MSP. Given the scenario information provided, the hief Financial Officer may be the most appropriate candidate for the SRO role. Use of 'should' requires the candidate to evaluate this. 'ould' - is used to express a possibility but not a necessity given the programme circumstances - it is used very little as, in most cases any statement, for example, a certain person could perform a programme role is possibly true, even though it might not be sensible. 'Somebody would/will do something' expresses the idea of something definite or factual happening in the future or conditional future. In a programme situation we cannot evaluate whether somebody will or will not do something when using MSP. It may be recommended that they do but it does not mean they will. 'Would'/'will' is therefore not used in scenario-specific true/false statements, e.g. the hief Financial Officer will perform the SRO role, 'would/will' is not used because we cannot verify whether the hief Financial 2011 ILX Group plc 41

Exam Technique 3 MSP Practitioner Resource book X Officer will perform the SRO role. If we could, it would simply be a reading test to check whether the statement appeared in the scenario. 'Must' is used when talking about something that is 'necessary' or 'has' to occur i.e. something that is mandatory. onsequently 'Must' is also inappropriate because there will be nothing about the hief Financial Officer and his responsibilities or the requirements of MSP which would mandate that he 'must' fulfil this role. However, 'will' and 'is' are used to express something definite or some indisputable facts, e.g. to describe generic facts about MSP products processes, components and techniques - such as 'the projects dossier is part of the programme plan.' Use of true statements When the expression true statements is used in a question, no evaluation of whether the statements are consistent with the scenario or additional information is required. In the context of the Scenario, answer the following question. Each question provides a list of true statements about the programme, but only 2 statements are appropriate entries for that heading of the lueprint. Remember to limit your answers to the number of selections requested in each section. 1 Which 2 statements should be included in the final future state section of the lueprint under Processes?. Training is provided through a variety of methods including distance learning.. The revised working practices for centralized bookings will be developed by a team of expert consultants.. Staff will consider non-residential courses to be general practice and will have embraced the new ways of delivering training.. The usiness hange Team will review the expected increase in the proportion of staff members benefiting from training after completion of Tranche 3. E. 5% of training is carried out through outsourcing arrangements. In the example above, there is no need in option to check the scenario to see if training will be provided through a variety of methods including distance learning or, for option, whether the revised working practices will be developed by a team of expert consultants. This is because it is known from the question header that the statements are true. Statements to are similarly true. The assessment required by the question, is whether, according to the MSP guidance, the statements should be included in the final future state section of the lueprint under Processes. 2011 ILX Group plc 42

USING THE NSWER OOKLET 3 X Exam Technique The nswer ooklets will be read electronically and the results generated by computer. It is therefore essential that candidates follow the instructions given and mark their answers accordingly. Failure to do so may lead to delay and, in some cases, answers being void. ll answers are given by the candidate filling in 'ovals' that relate to their chosen response, e.g. The oval must be filled in IN PENIL, NOT PEN. If a pen is used, the answers will not be marked. cceptable ways to complete the answer sheets are either: completely filling in the oval, like so. or drawing a line through the centre of the oval, like so. ny other method, including ticks or crosses, is not acceptable and will not be marked. If a candidate wishes to change their answer during the exam, the incorrect answer should be erased completely and the correct answer indicated. If more than one answer is given by the candidate, and the question line only requires one answer, the question line will score zero. 2011 ILX Group plc 43

5 Exam Simulator Scenario Session 2 Marking up the MSP manual 44

Session 2 - Marking up the MSP manual Table of ontents 5 Exam Simulator Scenario MSP manual chapter hapter title Part 1 Introduction and Programme Management Principles Manual page number 1 Introduction 5 2 Programme management principles 17 Part 2 The Governance Themes 3 Governance Themes overview 27 4 Programme organization 35 5 Vision 53 6 Leadership and stakeholder engagement 59 7 enefits Management 75 8 lueprint design and delivery 93 9 Planning and control 107 10 The business case 123 11 Risk and issue management 135 12 Quality and assurance management 155 Part 3 The Transformational Flow 13 Transformational flow overview 175 14 Identifying a Programme 181 15 efining a Programme 189 16 Managing the Tranches 201 17 elivering the apability 211 18 Realizing the enefits 219 19 losing a Programme 227 ppendix dopting MSP 253 Health checks 269 45

5 Exam Simulator Scenario Overview: This document has been compiled to provide students who are using the ILX Group e-learning study programme to gain the Managing Successful Programmes (MSP) Practitioner qualification. The purpose of the document is to provide students with an insight into the MSP manual and to identify many of the key statements in the manual. It also serves as an exercise for those intending to take the Practitioner Exam to break them out of the e-learning and absorb them in the manual. andidates may take a copy of the MSP manual into the Practitioner examination. If students are not familiar with the contents of the manual, valuable time may be lost, trying to find the appropriate information during the exam. Highlighting the manual will act as a reference to key statements and areas of the manual that are required for the Practitioner paper. Task: Work through the exercise reading and highlighting the MSP manual as suggested, annotating the margin with any notes you feel will assist you. The exercise asks you to highlight important points in the manual and identifies six different ways of doing so. These can be either a sentence, marked with a S, a paragraph marked with a P, bullet points, indicated with a, a diagram marked with a, a heading which is marked with an H and a text box marked with a T. Hint: s you work through the exercise we suggest that you refer to the MSP Foundation e-learning course on a section by section basis, and then refer to the manual and highlight the appropriate elements as suggested in the exercise document. This will help emphasise the context of the information and, through reading the supporting text, facilitate further learning, familiarisation and appreciation of the MSP Framework. You ll notice in many cases, the context of the statement to be highlighted has been left deliberately vague. This is to ensure that you read and understand the full text involved along with the text associated with the highlighted element. It is suggested that the manual chapters should be tabbed up for ease of reference this will be especially useful during the Practitioner Exam. The first part of the exercise provides guidance on tabbing the manual. Materials Required: Highlighter Pen, Pencil/pen, small post-it-notes MSP Manual. Time Required: pprox 4-5 hours in total. It should be noted that the highlighting exercise is intended as a revision aide, and should not in itself be considered as a guide to passing either of the MSP exams. It should be used in conjunction with other learning materials to provide an all round learning experience. 46

5 Exam Simulator Scenario Tabbing the Manual Each of the Governance hapters is worthy of a tab on its introductory page, and in addition, the last page or two of each of the Governance chapters contains a table summarising roles and responsibilities, and we suggest you tab these tables for each chapter. In addition, the syllabus area Transformational Flow has an overview chapter along with chapters on each process. The first page of each chapter features a pin wheel which summarises the inputs and outputs of that process, the process activities and controls and the key roles involved. The final page of each of these process chapters features a RI Table showing typical responsibilities for that process. So tabbing the first and last pages of each of the process chapters can be very useful, and while you are doing so, do give them a thorough read! You may find the tabbing clearer if you select different colour tabs for the Governance Introductions, the pin wheels pages, and the roles and responsibility pages. SYLLUS RE GUINE Tab Page Introduction and programme management principles Introduction Principles 5 17 Governance themes overview Introduction List of Governance Strategies Roles and Responsibilities 27 29 31 Programme organization Introduction Roles and Responsibilities 36 50 Vision Introduction Roles and Responsibilities 53 56 Leadership and stakeholder engagement Introduction Roles and Responsibilities 59 72 enefits management Introduction Roles and Responsibilities 75 90 lueprint design and delivery Introduction Roles and Responsibilities 93 104 Planning and control Introduction Roles and Responsibilities 107 119 The business case Introduction Roles and Responsibilities 123 131 Risk and issue management Introduction Roles and Responsibilities 135 151 Quality and assurance management Introduction Roles and Responsibilities 155 169 Transformational flow overview Overview 175 Identifying a Programme Pin wheel Roles and Responsibilities 181 185 efining a Programme Pin wheel Roles and Responsibilities 190 197 Managing the Tranches Pin wheel Roles and Responsibilities 201 207 elivering the apability Pin wheel Roles and Responsibilities 211 215 Realizing the enefits Pin wheel Roles and Responsibilities 219 224 losing a Programme Pin wheel Roles and Responsibilities 228 230 Programme office 261 47

5 Exam Simulator Scenario hapter 1 Introduction Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 5 1.1 S Organizations that have learned... First sentence of the second paragraph. 5 1.1 S The MSP framework is based on... Sentence above bullet points 5 1.1 Last three bullet points 5 1.2 P In MSP, a programme is defined... ll paragraphs in 1.2 6 - Figure 1.1 7 1.4 S Experience shows that organizations... Sentence above bullet points 7 1.4 First eight bullet points 8 - Figure 1.2 8 1.6 H TYPES OF PROGRMME 8 1.6 S programme can be triggered... First sentence under heading 8 1.6 ullet Vision-led programme 8 1.6 ullet Tends to be top... 8 1.6 ullet Emergent programme... 9 1.6 ullet Evolves from concurrent... 9 1.6 ullet ompliance programme: 9 1.6 ullet May also be referred to... 9 1.6 ullet The organization has no choice... 9 - Figure 1.4 9 1.7 H PROGRMME IMPT 9 1.7 S The programme impact matrix... Last sentence of second paragraph 10 1.7 ullet Specification-led Just bold text 10 1.7 S MSP s approach can be used... Last sentence of first bullet point 10 1.7 ullet usiness transformation Just bold text 10 1.7 S the programme will tend to be... Mid sentence of the second bullet point 10 1.7 ullet Political and societal change Just bold text 10 1.7 S MSP is highly suitable... Last sentence of third bullet point 13 1.11 H HOW TO USE THIS GUIE 13 1.11 P This guide is not intended... First paragraph of section 1.11 48

5 Exam Simulator Scenario hapter 2 Programme management principles Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 17 2.1 S These principles are: Sentence before the bullet points 17 2.1 ll three bullet points 17 2.2 ll seven bullet points 17 2.2.1 P programme is typically... First paragraph of section 17 2.2.1 P The programme must also ensure... First paragraph of section 17 2.2.1 S This is a major reason why... Last sentence of final paragraph 18 2.2.2 H LEING HNGE 18 2.2.2 S The kind of leadership... Last sentence of the first paragraph 18 2.2.2 ll seven bullet points 18 2.2.2 S It is a sign of weak leadership... Last sentence of second paragraph 18 2.2.2 S Leading change means actively... First sentence of third paragraph 18 2.2.2 S Programme management needs to be much... Last sentence of third paragraph 19 2.2.2 S Good change leaders can live with... First sentence of paragraph seven 20 2.2.3 S programme is relevant where there... First sentence of paragraph one 20 2.2.4 S est-practice programme management... First sentence of paragraph one 21 2.2.5 S programme only remains valid... First sentence of paragraph one 21 2.2.5 S For example, avoiding the double... Last sentence of paragraph one 21 2.2.6 S The capability that the programme... First sentence of First paragraph 21 2.2.6 S The programme needs to focus on the... First two sentences of paragraph three 22 2.2.7 S Programmes perform better... First sentence of paragraph two hapter 3 Governance Themes overview Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 27 3 S The MSP governance themes are: Sentence before the bullet points 27 3 First nine bullet points 28 3 S Governance themes are like a... First sentence from the penultimate paragraph 29 - Table 3.1 31 - Table 3.3 First two rows only 49

hapter 4 Organization 5 Exam Simulator Scenario Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 36 4.1 P Successful programme organization requires... Second paragraph 36 4.1 ll three bullet points 36 4.3 S The key principles for effective... First sentence of paragraph two 36 4.3 ll four bullet points (excluding sub bullets) 37 4.5 H SPONSORING GROUP 37 4.5 S The sponsoring group represents... First sentence of the section 37 4.5 ll three bullet points 37 4.5.1 H SPONSORING GROUP N MULTIPLE PROGRMMES 37 4.5.1 S Here, sponsorship means making the... Last sentence of paragraph one 37 4.5.2 H RESPONSIILITIES OF THE SPONSORING GROUP 37 4.5.2 ll bullet points in section 38 4.6 H SENIOR RESPONSILE OWNER 38 4.6 S The SRO is accountable... First sentence of paragraph one 38 4.6.1 S The SRO s key responsibilities... First sentence of paragraph two 38 4.6.1 ll bullet points in section 39 4.6.2 H KEY TTRIUTES OF SENIOR RESPONSILE OWNER 39 4.6.2 S n SRO s key attributes... First sentence of section 39 4.6.2 ll bullet points in section 39 4.7 H PROGRMME OR 39 4.7 S Established by the SRO... First sentence of paragraph one 39 4.7.1 H RESPONSIILITIES OF THE PROGRMME OR 39 4.7.1 P Members of the programme board... First paragraph of section 39 4.7.1 First six bullet points in section 40 4.7.2 H MEMERSHIP OF THE PROGRMME OR 40 4.7.2 P The SRO, programme manager and Ms... First paragraph of section 40 4.7.2 ll bullet points in section 40 4.8 S The programme manager is responsible for... First sentence of paragraph one 40 4.8.1 H RESPONSIILITIES OF THE PROGRMME MNGER 40 4.8.1 ll bullet points in section 41 4.9 H USINESS HNGE MNGER 50

5 Exam Simulator Scenario 41 4.9 S There is a fundamental difference... First sentence of paragraph one 41 4.9 S If a programme is implementing... First sentence of paragraph two 42 4.9 S The appointment of Ms should be... First sentence of paragraph seven 43 4.9.1 H RESPONSIILITIES OF THE USINESS HNGE MNGER 43 4.9.1 P The role of the M is primarily... First paragraph of section 43 4.9.1 First five bullet points 43 4.9.1 S The M responsibilities comprise of... Sentence before bullet points 43 4.9.1 ll remaining bullet points in section 43 4.9.2 H KEY TTRIUTES OF THE USINESS HNGE MNGER 43 4.9.2 P The M is a senior role who reports... First paragraph of section 43 4.9.2 ll bullet points in section 45 4.10 H USINESS HNGE TEM 45 4.10 S The Ms cannot deliver change... First two sentences in paragraph one 45 4.11 H PROGRMME OFFIE 45 4.11 P Programmes are major undertakings... First paragraph in section 46 4.13 H ITIONL GOVERNNE ROLES 46 4.13 P The following additional programme roles... First paragraph in section 46 4.13 ll bullet points in section Role name only 47 4.14.1 ll bullet points in section 50 4.16 P There is no specific guidance... Second paragraph of section 50 - Table 4.1 hapter 5 Vision Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox 53 5.1 H INTROUTION NOTES 53 5.1 S vision is a picture of... First sentence of paragraph one 53 5.1 P The vision statement encapsulates... Second paragraph of section 53 5.1 S The vision statement is the outward-facing... First sentence of paragraph three 54 5.2 H HRTERISTIS OF GOO VISION STTEMENT 54 5.2 ll of bullet point one 54 5.2 First sentence of bullet point two 54 5.2 ll of bullet point three 54 5.2 First sentence of bullet point four 51

5 Exam Simulator Scenario 54 5.2 First sentence of bullet point five 54 5.2 First sentence of bullet point six 54 5.2 First sentence of bullet point seven 54 5.2 ll of bullet point eight 54 5.2 First sentence of bullet point nine 54 5.2 First sentence of bullet point ten 54 5.2 ll of bullet point eleven 54 5.2 First sentence of bullet point twelve 54 5.3 S Work on the vision statement should... Paragraph one, mid sentence 55 5.3 S The vision statement should be regarded... First sentence of paragraph three 56 - Table 5.1 hapter 6 Leadership and stakeholder engagement Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox 59 6.1 H INTROUTION NOTES 59 6.1 S stakeholder is any individual... First sentence of paragraph one 60 6.2 P Managers sometimes forget the obvious... First paragraph of section 60 6.2 P One mechanism that some programme... Paragraph five 60 6.2 Two bullet points 60 6.3 S This distinction does not mean... First sentence of paragraph two 61 6.3 S best-practice programme... Fourth sentence of paragraph two 61 - Table 6.1 62 6.5 ullet point one 63 6.6 S Programmes that stress the management... First sentence of paragraph one 63 6.6 S s stakeholders are people... Last sentence of Paragraph one 63 - Figure 6.3 64 6.6.1 P Stakeholder engagement begins... First paragraph of section 64 6.6.1 S Programmes are likely to have... First three sentences of paragraph three 64 6.6.2 H RETING N NLYSING STKEHOLER PROFILES ( WHY? N WHT? ) 64 6.6.2 S Identifying stakeholders is only... First sentence of section 64 6.6.2 oth bullet points 64 6.6.2.1 S The programme s stakeholder map... First two sentences of paragraph one 64 6.6.2.1 S s with all information in MSP... Last sentence of paragraph two 52

5 Exam Simulator Scenario 64 6.6.2.2 S Stakeholders influence and interests... First two sentences of paragraph one 65 6.6.2.2 P It is useful to analyse the significance... Paragraph before bullet points 65 6.6.2.2 ll four bullet points 66 6.6.2.2 P ollectively, all the identification... Last paragraph of section 67 6.6.3 S Implementing the stakeholder engagement... Sentence before bullet points 67 6.6.3 ll four bullet points, including sub-bullet points 67 6.6.4 S The objectives of the communications process... Sentence before bullet points 67 6.6.4 ll four bullet points 67 6.6.4 T ll text in the blue box 68 6.6.4.1 S Using information from the stakeholder profiles... Sentence before bullet points 68 6.6.4.1 First four bullet points 68 6.6.4.2 P ommunication channels should be... First paragraph of section 69 6.6.5 P In terms of the concepts presented... Second paragraph of section 69 6.6.6 S It is easy for the programme... Sentence before bullet points 69 6.6.6 oth bullet points 72 - Table 6.5 hapter 7 enefits Management Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 75 7.1 S enefits management is at the very heart... First sentence of section 75 7.1 S Where a negative effect of the change... Mid way through paragraph 75 7.1 oth bullet points 76 7.1 S Programmes are driven by benefits... Mid way through paragraph three 78 - Figure 7.4 79 - Table 7.1 79 7.3 S There are many different ways... Sentence after the first bullet bullets 79 7.3 ll six bullet points (value, financial impact...) 79 7.3.1 H VLUE 79 7.3.1 S The three Es can be a starting point... First sentence of section 79 7.3.1 ll three bullet points 80 7.3.2 H FINNIL IMPT 80 7.3.2 S ased on the financial impact... First sentence of section 80 7.3.2 oth bullet points 53

5 Exam Simulator Scenario 80 7.3.3 H ORPORTE OJETIVE 80 7.3.3 P enefits can also be categorized... 80 7.3.4 S Programme outcomes and benefits... First sentence of section 81 7.3.4 P Where the organization s benefit... Paragraph four 81 7.3.5 H TIMELINE 81 7.3.5 P Timing the realization of benefits... ll paragraph excluding the first sentence 81 7.3.6 H LEVEL OF RISK 81 7.3.6 S It is essential to understand... First sentence of section 82 7.4 H ENEFITS MNGEMENT YLE 82 7.4 S This section describes a generic four-step... First sentence of section 82 - Figure 7.6 82 7.4.1 H IENTIFY ENEFITS 82 7.4.1 P The benefits management cycle... First paragraph of section 82 7.4.1 P The optimal way to identify... Second paragraph of section 82 7.4.1 S enefits may then... Last sentence on page 83 7.4.1.1 H ENEFITS MOELLING 83 7.4.1.1 P Programme outputs, capabilities, outcomes... First paragraph of section 83 7.4.1.1 S benefits map shows the relationship... First two sentences of paragraph two 83 7.4.1.1 S The example of a benefits map... Sentence before bullet points 83 7.4.1.1 ll four bullet points 83 - Figure 7.7 84 7.4.1.1 P The benefits map contributes... Final paragraph in section 84 7.4.1.2 H ENEFITS MNGEMENT STRTEGY 84 7.4.1.2 P The benefits management strategy... First paragraph of section 84 7.4.1.3 H ENEFIT PROFILES 84 7.4.1.3 P benefit profile describes a single benefit... First paragraph of section 85 7.4.2.1 S Each benefit should be defined by appropriate... Mid way through paragraph one 85 7.4.2.2 H ENEFITS VLITION 85 7.4.2.2 P enefits are described in detail in... First paragraph of section 85 7.4.2.2 ll four bullet points 87 7.4.4 S enefits reviews may be time- or event-drive... First sentence of section 90 - Table 7.3 First row only 54

hapter 8 lueprint design and delivery 5 Exam Simulator Scenario Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 93 8.1 P The programme s vision statement... First paragraph of section 94 8.1 S The blueprint, projects dossier... First sentence of final paragraph 94 8.2 S The blueprint is a model of the future... First two sentences of paragraph one 94 8.2 T ullet point one in blue box 94 8.2 P Where they do not have the skills... Fifth paragraph of section 95 8.2 P The POTI model sets a high-level... Final paragraph and table 95 8.2.1 S Programmes do not deliver the desired... Second half of paragraph one 95 8.2.2 H URRENT STTE N GP NLYSIS 95 8.2.2 P Each programme has to plan and manage... Paragraph one of section 96 8.2.2 P The initial analysis of the gap... Paragraph two of section 98 8.3.3 P In MSP the programme plan is designed... Paragraph three of section 98 8.3.3 ll four bullet points 99 8.3.3 S Overlapping tranches are more likely... First two sentences after the blue box 99 8.3.3 First bullet point 99 8.3.3 First sentence of the third bullet point 99 8.3.3 First sentence of the fourth bullet point 100 8.3.3 Each tranche delivers part of the final... hapter 9 Planning and control Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox 107 9.1.1 H PROGRMME PLNNING NOTES 107 9.1.1 S The preparation plan of the programme... First sentence of paragraph one 107 9.1.1 ll three bullet points 108 9.1.2 H PROGRMME ONTROL 108 9.1.2 S Programme control provides... First sentence of paragraph one 108 9.1.2 ll four bullet points 108 9.2 S The programme plan is... First two sentences of paragraph one 108 9.2 P eveloping and maintaining the programme... Penultimate paragraph of section 109 9.2.1 H RESOURES 55

5 Exam Simulator Scenario 109 9.2.1 S ny input required by a project... First two sentences of paragraph one 109 9.2.2 H RESOURE MNGEMENT STRTEGY N PLN 109 9.2.2 P major part of programme planning is... First paragraph of section 109 9.2.2 ullet one The programme s financial needs only 109 9.2.2 ullet two Specialist skills only 109 9.2.2 ullet three Staff and other personnel only 109 9.2.2 ullet four ssets only 109 9.2.2 ll of bullet five 110 9.2.2.1 H RESOURE-SHRING 110 9.2.2.1 S Shared resources represent a set... First sentence of paragraph one 110 9.2.4 S The projects dossier contains a summary... First sentence of paragraph one 111 9.2.4 T The term workstream is often used... First paragraph in blue box 111 9.2.4 T Work streams may delineate... Sentence above bullet points in blue box 111 9.2.4 T ullet one y discipline only ullet one in blue box 111 9.2.4 T ullet two y location only ullet two in blue box 111 9.2.4 T ullet three y outputs (e.g. an IT system or a building only ullet three in blue box 112 9.2.7 P Priorities are a key factor... First paragraph of section 112 9.2.7 ll three bullet points 113 9.3.1 P The monitoring and control strategy... First paragraph of section 113 9.3.1 ll five bullet points 114 9.3.2 P Programme control is about... First paragraph of section 114 9.3.2 First three bullet points old text only 115 9.3.4.1 H INFORMTION MNGEMENT STRTEGY 115 9.3.4.1 P Information is at the core of any... Paragraph one of section 115 9.3.4.1 P The information management strategy... Paragraph two of section 115 9.3.4.2 H INFORMTION MNGEMENT PLN 115 9.3.4.2 S The information management plan... First sentence of paragraph one 115 9.3.5 S The end of each tranche... First two sentences of paragraph one 116 9.3.7 S etailed transition planning requires... Mid way through paragraph one 116 9.3.7 S Often there will be more... First sentence of paragraph three 116 9.3.7 S hange to an organization... First two sentences of paragraph four 116 9.3.7 P The scope of a project is usually... Sixth paragraph of section 116 9.3.7 S The programme manager... First two sentences of final paragraph 117 - Figure 9.4 56

5 Exam Simulator Scenario 117 9.3.7.1 H PRE-TRNSITION PHSE 117 9.3.7.1 S This is the build-up to... First sentence of paragraph one 117 9.3.7.1 S The work to develop the blueprint... First sentence of paragraph two 117 9.3.7.1 S Stakeholder engagement and leadership... First sentence of paragraph three 117 9.3.7.1 P Prior to giving the go-ahead... Fourth paragraph of section 117 9.3.7.3 H POST-TRNSITION PHSE 117 9.3.7.3 S The aim of post-transition is to... Second sentence of paragraph one 118 9.3.7.3 P The post-transition activities are... Third paragraph of section 118 9.3.7.3 P ll this guards against one of the... Fourth paragraph of section 119 - Table 9.1 ontinues on page 120 hapter 10 The business case Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 123 10.1 S In MSP the business case provides... Second sentence of Paragraph one 123 10.1 S The business case is an aggregation... First sentence of paragraph three 123 10.1 ll four bullet points 124 10.1 The business case presents the optimum... First sentence of Paragraph four 125 10.2.4 H LINK WITH PROJETS 125 10.2.4 P There will be individual project business... First paragraph of section 125 10.2.4 P The programme s business case is broader... Second paragraph of section 125 10.3 P The business case is developed by... Second paragraph of section 125 10.3 ll five bullet points 127 10.4 S s a minimum, the business case should... First sentence of paragraph one 130 10.7 H THE KEY ROLES 130 10.7 P In the case of programmes involving... First paragraph of section hapter 11 Risk and issue management Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox 135 11.1 Two bullet points NOTES 136 11.1.1 S Programmes also interface... First sentence of paragraph two 136 11.1.1 H STRTEGI LEVEL 57

5 Exam Simulator Scenario 136 - Figure 11.2 136 11.1.1.2 H PROGRMME LEVEL 137 11.1.1.3 H PROJET LEVEL 137 11.1.1.4 H OPERTIONL LEVEL 137 11.1.2 H M_o_R RISK MNGEMENT PRINIPLES 137 11.1.2 S The key principles for risk management... First sentence of paragraph one 137 11.1.2 ll eight bullet points 137 11.2 H MNGING RISKS IN PROGRMME 137 11.2 P efore the risk management cycle... First paragraph of section 137 11.2.1 H RISK MNGEMENT STRTEGY 137 11.2.1 S The risk management strategy... First sentence of paragraph one 138 11.2.1 P The strategy should reflect... Second paragraph of section 138 11.2.1 P uilding on these corporate standards... Third paragraph of section 138 11.2.2 H RISK PPETITE 138 11.2.2 S Risk appetite is the amount of risk... First two sentences of paragraph one 138 11.2.3 H TOLERNE THRESHOLS 138 11.2.3 P Thresholds translate risk appetite... First paragraph of section 138 11.2.4 H SSUMPTIONS 138 11.2.4 P ssumptions are the result of uncertainty... Second paragraph of section 138 11.2.5 H ERLY-WRNING INITORS 138 11.2.5 S Risk management needs to be proactive... First two sentences of paragraph one 139 11.2.6 H RISK REGISTER 139 11.2.6 S The risk register is a repository... First two sentences of paragraph one 139 11.2.7 S Most people define risks as threats... First sentence of paragraph one 139 11.2.8 P Expected value is a way of estimating... Second paragraph in section 141 11.2.10 H PROXIMITY 141 11.2.10 S Proximity reflects the fact that risks... First sentence of paragraph one 141 11.3 H RISK MNGEMENT FRMEWORK 141 11.3 S The cycle of steps is: Sentence before bullet points 141 11.3 First four bullet points 142 11.3.2 P Embed and review ensures risk management... First paragraph of section 142 11.3.3 H RISK MNGEMENT YLE 142 11.3.3.1 H IENTIFY STEP 142 11.3.3.1 S Programme risk management starts... First sentence of paragraph one 142 11.3.3.1 ullet point one First sentence only 142 11.3.3.1 ullet point two First sentence only 142 11.3.3.2 H SSESS STEP 142 11.3.3.2 S The assessment of risk can be... First sentence of paragraph one 58

5 Exam Simulator Scenario 142 11.3.3.2 Two bullet points 143 11.3.3.3 H PLN STEP 143 11.3.3.3 S The primary goal of the plan element... First sentence of paragraph one 143 11.3.3.3 P It is common for risk responses... Final paragraph of section 143 11.3.3.4 H IMPLEMENT STEP 143 11.3.3.4 P The primary goal of the implement element... First paragraph of section 143 11.3.3.4 P n important part of this is to ensure... Second paragraph of section 143 11.3.3.4 Two bullet points 143 11.4 H MNGING ISSUES IN PROGRMME 143 11.4.1 H ISSUE EFINITION 143 11.4.1 P n issue is a relevant event... First paragraph of section 143 11.4.1 Six bullet points 143 - Table 11.1 145 11.4.1 S Issues can typically be classified... Sentence before bullet points 145 11.4.1 Three bullet points 145 11.4.2 H ISSUE MNGEMENT STRTEGY 145 11.4.2 P The issue management strategy describes... First paragraph of section 145 11.4.2 P The issue management strategy outlines... Second paragraph in section 145 11.5 H ISSUE MNGEMENT FRMEWORK 145 11.5 Seven bullet points 146 11.5.3 H ISSUE MNGEMENT YLE 146 11.5.3.1 H PTURE STEP 146 11.5.3.2 H EXMINE STEP 147 11.5.3.3 H PROPOSE OURSE OF TION STEP 147 11.5.3.4 H EIE STEP 147 11.5.3.5 H IMPLEMENT STEP 148 11.6 S The basic steps of change control are: Sentence above bullet points 148 11.6 Seven bullet points 148 11.6 S ll changes should undergo an assessment... Sentence above bullet points 148 11.6 Four bullet points 148 11.7 S The purpose of configuration management... First four sentences of paragraph one 148 11.7.1 H ONFIGURTION MNGEMENT STEPS 148 11.7.1 S There are five basic processes... First sentence of paragraph one 148 11.7.1 ll bullet points numbered 1 to 5 59

5 Exam Simulator Scenario hapter 12 Quality and assurance management Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 155 12.1 S The purpose of quality and assurance... First sentence of paragraph one 157 12.2 H QULITY IN PROGRMME 157 12.2 S The programme s approach to quality... First three sentences of paragraph one 158 12.2.2.2 H SUPPLY HIN MNGEMENT 158 12.2.2.2 P Just as many operational parts... First paragraph of section 159 12.2.2.3 H STNRS MNGEMENT 159 12.2.2.3 S Many organizations have a quality... First sentence of paragraph one 160 12.2.2.3 S monitoring and informing mechanism... Final sentence of paragraph two 160 12.2.2.3 ullet one The programme can provide input to the policy makers only 160 12.2.2.3 ullet two First sentence only 160 12.2.2.5 S The core purpose of information management... First sentence of paragraph one 160 12.2.2.5 S ritical success factors that underpin... First sentence of paragraph two 160 12.2.2.5 Five bullet points - old text only 161 12.2.2.6 H SSET MNGEMENT 161 12.2.2.6 P The difference between asset management... Second paragraph of section 161 12.2.2.6 ll four bullet points 161 12.2.2.7 H PROGRMME LEERSHIP 161 12.2.2.7 P Good leadership is critical... First paragraph of section 162 12.3 H SSURNE MNGEMENT IN PROGRMME 162 12.3.1 H SSURNE MNGEMENT PRINIPLES 162 12.3.1 P If the SRO and stakeholders are to gain... First paragraph of section 162 12.3.1.1 H INEPENENE 162 12.3.1.2 H INTEGRTE 162 12.3.1.3 H LINKE TO MJOR EISION POINTS 162 12.3.1.4 H RISK-SE 163 12.3.1.5 H TION N INTERVENTION 163 12.3.2.1 S udit is a generic term, not confined... First two sentence of paragraph one 164 12.3.2.3 H SSURNE REVIEWS 164 12.3.2.3 P While audits tend to focus on conformance... Paragraph one of section 164 12.3.2.3 P Review is an important activity... Paragraph two of section 164 12.3.2.4 H P3M3 MTURITY SSESSMENT 60

5 Exam Simulator Scenario 164 12.3.2.4 S The model views an organization s portfolio... First sentence of paragraph two 164 12.3.2.4 ll seven bullet points 164 12.3.2.4 S It uses a model with five levels... Sentence before numbered bullet points 164 12.3.2.4 ll five numbered bullet points 166 12.3.2.5 T There is high value in an organization... Last two sentences in the blue box. hapter 13 Transformational flow overview Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox 175 13 H TRNSFORMTIONL FLOW OVERVIEW 175 13.1 H INTROUTION NOTES 175 13.1 S This part of the guide looks at how... Second sentence of paragraph one 175 13.1 S Each process may require more than one... Fourth sentence or paragraph two 177 13.3 P The RI tables are a simple way of... Second paragraph of section 177 13.3 ll four bullet points hapter 14 efining a Programme Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 181 14.1 S the programme mandate the trigger for... Mid way through paragraph one 181 14.2 S programme requires initial and ongoing... First two sentences of paragraph one 181 - Figure 14.1 ullet points from the IN section, the OUT section and the numbered bullet points in the centre 182 14.3 H ONFIRM THE PROGRMME MNTE 182 14.3 S The programme mandate should articulate... First sentence of paragraph one 182 14.4 P The SRO will be personally accountable for... Paragraph one of section 182 14.4 S The individual should be appointed by the... First sentence from paragraph one. 183 14.4 S The SRO will appoint and chair the... First sentence from paragraph five 183 14.5 H PROUE THE PROGRMME RIEF 183 14.5 P The programme brief provides the formal basis... Paragraph one of section 61

5 Exam Simulator Scenario 184 14.6 H EVELOP THE PROGRMME PREPRTION PLN 184 14.6 P efining a Programme involves the detailed... First paragraph of section 184 14.7 P It is highly advisable to conduct... First paragraph of section 184 14.8 P The approval is based on a confirmed... Second paragraph of section 185 14.8 Final two bullet points of section 185 - Table 14.1 hapter 15 efining a Programme Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 189 15.1 P The efining a Programme process... First paragraph of section 189 15.1 S The inevitable trade-off between resources... First sentence of paragraph four 189 15.1 P The programme preparation plan will... Final paragraph of section 189 15.2 H ESTLISH THE INFRSTRUTURE FOR EFINING PROGRMME 189 15.2 P It is important to establish a programme... First paragraph of section 189 15.2 S The infrastructure might cover items such as: Sentence before bullet points 189 15.2 ll four bullet points 189 15.3 H ESTLISH THE TEM TO EFINE THE PROGRMME 189 15.3 P The SRO will typically require the support... First paragraph of section 190 - Figure 15.1 ullet points from the IN section, the OUT section and the numbered bullet points in the centre 191 15.6 S The gap the difference between the as-is... First two sentences of paragraph five 192 15.6 P Involving the target business operations... Eighth paragraph of section 195 15.13 H EVELOP THE GOVERNNE RRNGEMENTS 195 15.13 P The programme management governance... First paragraph of section 195 15.13 ullet point one only 196 15.16 H ONSOLITION THE PROGRMME EFINITION 196 15.16 S ll of the information produced in... First two sentences of paragraph one 196 15.17 H PREPRE FOR FIRST TRNHE 196 15.17 First bullet point only 197 15.18 Numbered bullet point one old title and all of the description 62

5 Exam Simulator Scenario 197 15.18 Numbered bullet point two old title and all of the description 197 15.18 Numbered bullet point three old title and the first sentence of the description 197 15.18 Numbered bullet point four old title and the first sentence of the description 197 - Table 15.1 hapter 16 Managing the Tranches Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 201 16.1 S The purpose of the Managing the Tranches... First sentence of paragraph one 201 16.1 S Unlike some of the activities in other... First two sentences of paragraph three 201 - Figure 16.1 ullet points from the IN section, the OUT section and the numbered bullet points in the centre 204 16.7 H MINTIN LIGNMENT ETWEEN PROGRMME LUEPRINT N USINESS STRTEGI OJETIVES 204 16.7 S s an organization s strategy changes... First sentence of paragraph one 205 16.11 P The following list summarizes monitoring... Paragraph four of section 205 16.11 ll ten bullet points 206 16.13 H PREPRE FOR NEXT TRNHE 206 16.13 S The SRO consults with the sponsoring group... Last sentence of section 207 16.14 P The end of a tranche is reached when... Paragraph two of section 207 16.14 P t the end of each tranche there... Paragraph three of section 207 16.14 S The programme s business case, benefits... First two sentences of paragraph five 207 - Table 16.1 hapter 17 elivering the apability Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox 211 17 H ELIVERING THE PILITY 211 17.1 H INTROUTION NOTES 211 17.1 S The elivering the apability process... First two sentences of paragraph one 63

5 Exam Simulator Scenario 211 17.1 S elivering the apability and Realizing... First sentence of paragraph two 211 17.2 S The programme manager is responsible... First two sentences of paragraph one 211 - Figure 17.1 ullet points from the IN section, the OUT section and the numbered bullet points in the centre 212 17.4 H LIGN PROJETS WITH ENEFITS RELIZTION 212 17.4 P The M is responsible for ensuring that the... First paragraph of section 213 17.6 P Overseeing projects is critical to success... First paragraph of section 213 17.6 ll three bullet points 213 17.6 S Governance in this process requires... First sentence of paragraph two 214 17.6.2 S The programme manager is responsible for... Second sentence of paragraph two 214 17.6.2 P Projects will also identify risks from their own... Paragraph three of section 214 17.6.2 S For each project, this guidance on... First sentence of paragraph four 215 - Table 17.1 hapter 18 Realizing the enefits Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 219 18.1 P The purpose of the realizing the benefits... First paragraph of section 219 18.1 S Realizing the benefits incorporates the... First sentence of paragraph two 219 18.1 ll three bullet points 219 - Figure 18.1 ullet points from the IN section, the OUT section and the numbered bullet points in the centre 221 18.2.3 H PLN TRNSITION 221 18.2.3 P hange in an organization needs to be... First paragraph of section 221 18.2.3 S In preparing the plan, consideration... Sentence before bullet points 221 18.2.3 ll eight bullet points 222 18.3.3 H ENT TRNSITION 222 18.3.3 S Transition can start as soon as: Sentence before bullet points 222 18.3.3 ll six bullet points 224 - Table 18.1 64

hapter 19 losing a Programme 5 Exam Simulator Scenario Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 227 19.1 P Programmes tend to last for a significant... Paragraph one of section 227 19.1 S To a large extent, when the programme... Mid way through paragraph three 227 19.1 S Examples of tests for whether... Sentence before first bullet points 227 19.1 First six bullet points 227 19.1 S Indications that a programme should be... Sentence before final bullet points 227 19.1 Final six bullet points 227 19.2 S The programme can act as a vehicle for... Second and third sentences of paragraph one 228 - Figure 19.1 228 19.3 H ONFIRM PROGRMME LOSURE 228 19.3 S Programme closure involves formal confirmation that: 228 19.3 ll four bullet points 228 19.3 S The senior responsible owner (SRO) will propose closure to the sponsoring group 228 19.4 H NOTIFY PROGRMME IS OUT TO LOSE Sentence before bullet points Mid way through second paragraph 228 19.4 S Notify the programme organization... First sentence of paragraph one 229 19.5 H REVIEW PROGRMME 229 19.5 S s part of closing a programme... Second sentence of paragraph one 229 19.5 S This review should also assess... First sentence of paragraph two 229 19.5 S further review, following programme closure... First half of sentence, up to...result of the programme, 230 - Table 19.1 ppendix Programme information Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox 235.3 H PROGRMME INFORMTION EVOLUTION NOTES 235.3 S The following points should be considered... Sentence before bullet points 236.3 First bullet point only 236.4.1 H ENEFIT PROFILE 236.4.1.1 H PURPOSE 65

5 Exam Simulator Scenario 236.4.1.1 P Used to define each benefit... Only paragraph in section 236.4.2 H ENEFITS MNGEMENT STRTEGY 236.4.2.1 P efines the approach to realizing benefits... Only paragraph in section 236 - Table.2 238.4.3 H ENEFITS MP 238.4.3.1 H PURPOSE 238.4.3.1 S Illustrates the sequential relationship between benefits. 238.4.4 H ENEFITS RELIZTION PLN 238.4.4.1 H PURPOSE 238.4.4.1 S Used to track realization of benefits across the programme and set review controls. 239.4.5 H LUEPRINT 239.4.5.1 H PURPOSE 239.4.5.1 S Used to maintain focus on delivering the required transformation and business change. 239.4.6 H USINESS SE 239.4.6.1 H PURPOSE 239.4.6.1 S Used to validate the initiation of the programme and the ongoing viability of the programme. 239.4.6.2 H TYPIL ONTENT 239.4.6.2 ll seven bullet points 239.4.7 H INFORMTION MNGEMENT PLN 239.4.7.1 H PURPOSE 239.4.7.1 S Sets out the timetable and arrangements for... 240.4.8 H INFORMTION MNGEMENT STRTEGY 240.4.8.1 H PURPOSE 240.4.8.1 S escribes the measures, systems and... 240.4.8.2 ll 14 bullet points as well as sub bullet points 240.4.9 H ISSUE MNGEMENT STRTEGY 240.4.9.1 H PURPOSE 240.4.9.1 S Used to describe the mechanism and procedures for resolving issues. 241.4.10 H ISSUE REGISTER 241.4.10.1 H PURPOSE 241.4.10.1 S Used to capture and actively manage programme issues. 241.4.11 H MONITORING N ONTROL STRTEGY 241.4.11.1 H PURPOSE 241.4.11.1 S efines how the programme will apply internal controls to itself. 242.4.12 H ORGNIZTION STRUTURE 66

5 Exam Simulator Scenario 242.4.12.1 H PURPOSE 242.4.12.1 S escription of the management roles... 242.4.13 H PROGRMME RIEF 242.4.13.1 H PURPOSE 242.4.13.1 S Used to assess whether the programme is viable and achievable 242.4.13.2 ullet point one First line only 242.4.13.2 ullet point two up to...how they will be measured 242.4.13.2 ullet point three up to...run the programme 242.4.13.2 ullet point four up to...point in time 242.4.13.2 ullet point five options that for delivery only 242.4.13.2 ullet point six up to activities required 242.4.13.2 ullet point seven all text 242.4.14 H PROGRMME OMMUNITIONS PLN 242.4.14.1 H PURPOSE 242.4.14.1 S Sets out the timetable and arrangements... 243.4.15 H PROGRMME EFINITION OUMENT 243.4.15.1 H PURPOSE 243.4.15.1 S document that is used to consolidate... 243.4.16 H PROGRMME MNTE 243.4.16 H PURPOSE 243.4.16.1 S Used to describe the required outcomes... 243.4.16.2 H TYPIL ONTENT 243.4.16.2 ll bullet points in section 243.4.16.3 H NOTES 243.4.16.3 S Some organizations may use terms like... 243.4.17 H PROGRMME PLN 243.4.17.1 H PURPOSE 243.4.17.1 S Used to control and track the progress... 244.4.18 H PROGRMME PREPRTION PLN 244.4.18.1 H PURPOSE 244.4.18.1 S plan that details how efining a Programme will be undertaken. 244.4.19 H PROJETS OSSIER 244.4.19.1 H PURPOSE 244.4.19.1 S Provides a list of projects required... 244.4.20 H QULITY N SSURNE PLN 244.4.20.1 H PURPOSE 244.4.20.1 S Sets out the timetable and arrangements... 67

5 Exam Simulator Scenario 245.4.21 H QULITY N SSURNE STRTEGY 245.4.21.1 H PURPOSE 245.4.21.1 S Used to define and establish the activities... 245.4.22 H RESOURE MNGEMENT PLN 245.4.22.1 H PURPOSE 245.4.22.1 S rrangements for implementing the resource management strategy. 246.4.23 H RESOURE MNGEMENT STRTEGY 246.4.23.1 H PURPOSE 246.4.23.1 S Used to identify how the programme... 246.4.24 H RISK MNGEMENT STRTEGY 246.4.24.1 H PURPOSE 246.4.24.1 S efines the programme management approach to risk management. 247.4.25 H RISK REGISTER 247.4.25.1 H PURPOSE 247.4.25.1 S Used to capture and actively manage the risks to the programme. 247.4.26 H STKEHOLER ENGGEMENT STRTEGY 247.4.26.1 H PURPOSE 247.4.26.1 S Used to define the framework that will... 248.4.27 H STKEHOLER PROFILES 248.4.27.1 H PURPOSE 248.4.27.1 S Used to record stakeholder analysis information. 248.4.28 H VISION STTEMENT 248.4.28.1 H PURPOSE 248.4.28.1 S Used to communicate the end goal of the... 249 - Table.3 ppendix dopting MSP Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 255 - Table.2 Portfolio characteristics column only 68

ppendix Programme office 5 Exam Simulator Scenario Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox NOTES 265.5.1 P The core function of the programme office... Third paragraph of section 265.5.1 ullet point one old text only 265.5.1 ullet point two old text only 265.5.1 ullet point three old text only 265.5.1 ullet point four old text only 265.5.1 ullet point five - nalysing interfaces and critical dependencies only 265.5.1 ullet point six ll text 265.5.1 ullet point seven old text only 265.5.1 ullet point eight old text only Glossary Page Section Heading S P H T Sentence beginning Paragraph beginning ullets iagram or Table Heading Text ox 284 - H PILITY 284 - P The completed set of project outputs required... 285 - H MRGIN 285 - P The flexibility that a programme has for... 287 - H TRNHE 287 - P project management term describing... NOTES 69

5 Exam Simulator Scenario Session 2 Exam Simulator 70

The Training Programme 5 Exam Simulator Scenario (Note: The companies and people within the scenario are fictional). ackground uyitall is a national retailer with 385 stores throughout the country and a headquarters office (HQ) in Northtown. The company is losing customers to new entrants into this highly competitive market sector. Revenue from retail sales has fallen for each of the past four successive quarterly reporting periods. The Training Programme has been set up to tackle the lack of knowledge that staff in uyitall stores have about the company's products. This lack of knowledge is causing low levels of customer service. These problems are strong influencing factors in the customers' buying decisions, and are recognized as limiting sales. separate programme has been set up with the objective of making uyitall more competitive (The ompetitiveness Programme). uyitall has decided to change radically the way it carries out the training of its 18,000 staff and to dramatically increase the amount of training provided. It has two training centres: one in Southtown and the other at the HQ in Northtown. In Northtown there are five training rooms and residential accommodation for up to 50 people. In Southtown there are three training rooms and residential accommodation for 35 people. ll the staff training is currently carried out in these two centres. significant proportion of staff find it difficult to attend these residential courses and consequently take-up is poor. The training covers a wide range of subjects, including general management and development training. There are also department-specific training courses and very specialized courses. oth centres offer the standard courses. In addition, Southtown provides all of the specialized training. Staff members, who are located all over the country, have to travel to one of these locations and stay for the duration of the courses. Most courses are two to three days long. ll training is managed and co-ordinated by the Northtown HQ. Objectives and enefits The Training Programme will completely re-design training provision over the next three years. n objective is for uyitall to be recognized as one of the top five internal training providers in its industry sector. This will ensure that all staff can benefit from greatly enhanced training and development. It is anticipated that this approach will deliver market-leading customer service. s a result, it is hoped that this will lead to increased customer satisfaction and more sales. The idea is to introduce new training delivery methods, including distance learning, and to reduce residential training as much as possible. This will be done by establishing smaller, more local training facilities in nine new centres around the country, resulting in a total of ten centres including Northtown. The minimum level of staffing at each of these centres will be a manager, a trainer and administrative support. The staff at each centre will provide most of the training. They will be assisted by a group of a further five trainers of specific subjects. These five trainers will be based in Northtown but will also travel throughout the country. The specialized training currently being carried out in Southtown, representing 5% of the total training budget, will be outsourced (the business function will be contracted out to a third-party supplier). Staff currently providing the specialized training in Southtown will be transferred to, and employed by, the thirdparty supplier. The centre in Southtown will be sold to realize its capital, which is anticipated to be around 75m. This capital has been identified as an early benefit and will be used to help fund the purchase or lease of the additional nine centres. The training facilities at Northtown will be reduced to two training rooms and residential accommodation for 15 people. The only training carried out there will be for low-demand courses where a single national course is the most cost-effective option. 71

5 Exam Simulator Scenario enefits are anticipated in the following areas: an increase in the proportion of staff receiving training, improved personal development, and increased customer satisfaction - all leading to lower staff turnover costs and more sales. These improvements will be achieved by making the training more accessible to staff. The reduction in the need for residential accommodation is expected to reduce the cost of training. However, there will be additional travelling and subsistence payments to be made for daily travel to the regional training centres. It is expected that the changes to the provision of training facilities will not alter the overall costs of training. The savings made in the costs for Southtown and Northtown will offset the increased charges for running more training centres. There will be no change in the number of staff required for training. ll current staff members have agreed to relocate where necessary. Programme Organization The programme is being run using MSP. The sponsoring group, senior responsible owner (SRO) and programme board have been appointed. business change team, including appropriate business change managers (Ms) drawn from the business areas affected by the programme, is still to be finalized. Programme staff will be based in Northtown, where a programme office will be established. Each project will be run under a formal project management method. Stakeholders ll of the members of the corporate board (directors) of the company support the changes. See Figure 1 for uyitall's organization structure. The chief financial officer is, however, concerned that the sale of the Southtown centre may not generate the expected return. If this is the case, the purchase/leasing of the regional centres could require additional funding of up to 22.5m over the next 12 to 18 months. The chief executive officer (EO) and the directors of both facilities (property and accommodation) and purchasing are very supportive of the programme and have offered to help. However, they are only able to commit a limited amount of time. In the past, the staff unions have raised concerns that current training methods are discriminatory. They have stated that where part-time workers are unable to attend full-time residential training this could breach equal opportunities legislation. They are, therefore, generally in favour of the changes. They see them as being beneficial to their members because they provide personal development opportunities. The Shop Managers' ssociation also supports the proposals. However, it has concerns about the increased workload for its members. Shop managers will have to do much more of the administration, such as arranging travel for those attending the courses. Therefore, the association feels there should be a salary increase for its members. This increase could cost up to 3m on top of the other cost estimates. Shareholders have not raised any objections to the programme and are expected to support the proposals at the annual shareholders' meeting to be held next month. Project 1 (Sell Southtown) Objectives: To close and sell the current Southtown centre. To transfer non-specialist trainers to the regional centres. To transfer specialist trainers as part of the outsourcing of specialized training. 72

ependencies: 5 Exam Simulator Scenario This project is dependent on project 2 (Outsource Specialized Training). Project 2 needs to be completed no later than the final closure of the Southtown centre. If project 2 is not completed on time, alternative arrangements will need to be made for the specialized training and affected staff. Project 2 (Outsource Specialized Training) Objectives: To decide which courses will be outsourced. To select and contract with a suitable supplier. ependencies: ommunications with project 3 (Training esign) need to be managed well. This will ensure that any outsourced courses are still part of the overall training requirement. Project 3 (Training esign) Objectives: Stage 1: Review Prospectus To decide whether to retain, combine, delete or replace courses by new training delivery methods (for example, distance learning). Stage 2: Update Material To update all classroom-based course material To publish a revised training prospectus with full details of each course. Project 4 (New Training Methods) Objectives: To investigate requirements. To develop new training delivery methods, including distance learning. ependencies: This project is dependent on stage 1 of project 3 (Training esign). Project 5 (New Working Practices) Objectives: To revise working practices. This will allow the new centralized booking system, including new expense claim systems, to be managed effectively in Northtown. To determine the staff numbers required at each centre. To provide the new IT systems required to support centralized bookings. To determine job descriptions for managers and staff in Northtown and the regional centres. These job descriptions will emphasize the new focus on training. To revise all other working practices affected, including new staff appraisal and personal development processes. 73

5 Exam Simulator Scenario ependencies: This project is dependent on project 2 (Outsource Specialized Training). Project 2 will provide information about the new ways of working This project is also dependent on stage 1 of project 3 (Training esign), which will determine the mix of training to be offered. Project 6 (Temporary Training entre) Objectives: To establish a temporary residential training centre on a leased basis. This will replace the capacity that will be lost when the Southtown centre is closed. Project 7 (Lease or uy Four entres) To reduce the Northtown centre to two training rooms and residential accommodation for only 15 people. To relocate some Northtown staff to regional centres. To determine the size and training capacity of each new centre. To lease or buy four new regional centres to give good geographical coverage of the country. To furnish each centre. To equip each centre with an IT training network and connection to the main IT network. ependencies: This project is dependent on project 1 (Sell Southtown). Project 1 will provide the funding source for the lease or purchase of the new regional centres. It is also dependent on project 5 (New Working Practices). Project 5 will provide the necessary new working practices, IT systems and staff numbers required at each centre. Project 8: (Lease or uy Five entres) To lease or buy the remaining five centres. To fully furnish and equip each centre as above. Timescale and Tranches (see also diagram of timescales overleaf) The programme is now nearing the end of efining a Programme. The three projects delivering new training centres have been grouped into a training centre workstream. This is to assist with the management of the programme. The workstream consists of projects 6, 7 and 8. The capability for tranche 1 is expected to be delivered at the end of month 9 with: The Southtown centre sold. Southtown staff redeployed to other centres or transferred to the outsourcing company. Specialized training outsourced. Temporary training centre established. The capability for tranche 2 is expected to be delivered at the end of month 18. This will include: 74

5 Exam Simulator Scenario Revised training prospectus. Updated training material. The capability for tranche 3 is expected to be delivered at the end of month 24. This will include: Four new regional centres leased or purchased. New training methods developed. New working practices established. Some Northtown staff relocated to regional training centres. The capability for tranche 4 is expected to be delivered at the end of month 36. This will include: The remaining five regional centres leased or purchased. Temporary training centre decommissioned. 75

5 Exam Simulator Scenario Timescales 76

5 Exam Simulator Scenario End of Scenario 77

5 Exam Simulator Scenario Question 1: enefits management - dditional Information Extract from the draft benefits management strategy (may contain errors) Section : Scope and explanation of which areas of the business will be covered by benefits management and realization activity. 1. Retail stores. 2. Headquarters office. Section : Measurement methods and processes that will be used to monitor and assess the realization of benefits (including the level of granularity to be applied in the benefits realization plan). 3. Monthly management information reports will be produced to show reduced staff turnover. 4. Measurement of the number of members of staff attending training courses will be carried out after transition. Section : The review and assessment process for measuring benefit realization, covering who will be involved in the reviews, and how and when the reviews will be carried out. 5. enefit review participants: Programme manager SRO. 6. Review timings: Reviews will only take place at the end of every tranche, measuring benefits from that tranche s projects. 78

5 Exam Simulator Scenario Question 2: Organization and programme office - dditional Information uyitall personnel list hief Executive Officer (EO) of uyitall hief Financial Officer (FO) Facilities irector Purchasing irector Facilities ompliance Manager Finance Manager HR irector (responsible for HR and Training) Independent onsultant Southtown Training entre Manager Northtown Training entre Manager Training Manager EO of Worked in the retail sector since leaving school. Has risen to the current position through determination and hard work. Has no experience of Managing Successful Programmes (MSP) but is supportive of a structured approach and wishes to be involved with the programme as much as time permits. n accountant with 15 years' experience in both the private and public sectors. Has little experience of managing projects or programmes and is concerned that uyitall is trying to do too much, too soon. qualified engineer. Has a great deal of project management experience, having worked as a project manager and sat on a number of project boards. Highly regarded and credited with the success of the installation of a new electronic procurement system in a competitor organization. Has only recently joined uyitall. Reports to the facilities director. Reviews compliance with uyitall's property management strategy, including compliance with health, safety, and environmental policies. Reports to the chief financial officer. Works closely with the headquarters' sales teams and provides support to enhance the integrity of financial information. Has a reputation for timely delivery of accurate financial reports. very experienced change manager who has been involved in a number of large, successful programmes in both the public and private sectors. member of the Institute of Personnel and evelopment. highly experienced programme manager with an impressive track record. Has a number of professional qualifications in project and programme management, including MSP. Has worked with the training manager in the past and is available for contract to this programme, if required. Joined the company shortly after graduating with a degree in business analysis. Has been with uyitall for nearly six months. Is very enthusiastic about the proposed programme and has already agreed to relocate if necessary. Has been successfully running the Northtown training centre for the past three years. Has worked for uyitall for six years, having initially joined the company as a trainer, and has been appointed as the project executive for projects 6, 7 and 8 delivering the regional training centres. Reports to the HR director. Has well-respected change management skills, having worked closely with programme managers in a range of complex programmes over the past 15 years. is the company that won the contract to equip the new training centres. The EO of is widely regarded as a visionary business leader and is regularly quoted in the national press. won the contract because it has a track record in delivering transformational change on time and within budget. 79

5 Exam Simulator Scenario Question 3: lueprint design and delivery - dditional Information Extract from the final future state section of the blueprint (ll entries are true statements but may not be recorded under the correct heading or in the correct document). Section : Processes 1. Most courses are non-residential. Section : Organization 2. The organization structure comprises of: Sponsoring group SRO One full-time programme manager Six project managers Two part-time support staff Ms Section : Technology 3. Each centre is connected to the main IT Network that supports centralized bookings. 4. The Southtown centre is to be sold. It will be replaced by nine new regional training centres, and there will be with reduced capacity in Northtown. Section : Information 5. The Southtown centre might not be sold for the expected price. 6. Staff training records as required for ongoing operations. 80

5 Exam Simulator Scenario Question 5: The business case - dditional Information Extract from the draft programme business case onfirmed at the end of efining a Programme (ll entries are true statements but may not be recorded under the correct heading or in the correct document). Section : Strategic objectives of the programme 1. Northtown: two training rooms, furnished in corporate colours; residential accommodation for 15 people. Section : Estimated costs 2. Temporary training centre: 10k per month. 3. ny redundancy costs for training staff: average of 45k per staff member made redundant. 4. Staff relocation costs: to be agreed. 5. osts for IT equipment for the programme office. Section : Options and approaches that have been considered 6. Option 1: o nothing. 7. Option 2: Sell off the Southtown training centre and establish a small training facility in each store. 8. Option 3: Sell off the Southtown training centre and establish 10 small training facilities in different centres around the country. 81

5 Exam Simulator Scenario Question 8: Transformational flow - elivering the apability - dditional Information Memo about pilot implementation To: Programme manager From: Senior responsible owner Subject: Training Programme: Proposed pilot implementation I have decided that a pilot implementation is needed to test whether or not the new training approach will work. Just one of the 385 uyitall stores will have its staff trained on one course chosen from the training materials. The staff will be trained at a temporary, non-residential training centre, using a limited selection of revised working practices. new project to be called project 9 (Pilot Implementation) will be set up to focus on the pilot, whilst the other projects continue with preparations for the revision of the training approach. Note that this is in addition to the temporary residential training centre being established by project 6 (Temporary Training entre). Please advise me of the process we should follow to initiate this pilot project. 82

5 Exam Simulator Scenario Question 9: Vision and Overview and Principles - dditional Information Objective raft Vision Statement (may contain errors) Training Programme 1. The objective of this programme is to transform uyitall into a world-class retailer. End Goal of the Programme When this programme is completed we will have: 2. choice of relevant courses available at a time and in a location to suit the student. 3. Reduced the training facilities in Northtown from five training rooms to two (with residential accommodation for 15 people instead of 50). 4. High-quality, customer-focused training, accessible to all staff, that will enable uyitall to provide a market-leading service to its customers. Responsibilities 5. chievement of the vision will be the responsibility of the SRO working together with the Ms. Timescales 6. The programme will be completed in three years. 83

5 Exam Simulator Scenario Question 11: Risk and Issue Management - dditional Information Risk Register Extract I Risk escription (ause and Event) Effect Probability 1 If there is a sustained downward trend in property prices, the Southtown training centre may fail to realize its expected sale value. 2 If management cannot reach an agreement with the Shop Managers ssociation over a suitable pay offer there is a possibility of industrial action. 3 If suitable premises cannot be found in all 10 regional locations, staff may still have to travel to a residential centre to access training. 4 If demands on usiness as Usual grow this could mean that the support pledged by the directors is withdrawn, leaving the programme under-resourced. reduced ability to fund the new leases for regional training facilities. elays to the programme resulting in increased costs. Failure to achieve the target of increasing the proportion of staff benefitting from training. Projects could have to be closed prematurely or drastically rescheduled. High Medium Medium Medium 84

6 Practice Papers Session 2 Practice Paper 85

The Training Programme 6 Practice Papers (Note: The companies and people within the scenario are fictional). ackground uyitall is a national retailer with 385 stores throughout the country and a headquarters office (HQ) in Northtown. The company is losing customers to new entrants into this highly competitive market sector. Revenue from retail sales has fallen for each of the past four successive quarterly reporting periods. The Training Programme has been set up to tackle the lack of knowledge that staff in uyitall stores have about the company's products. This lack of knowledge is causing low levels of customer service. These problems are strong influencing factors in the customers' buying decisions, and are recognized as limiting sales. separate programme has been set up with the objective of making uyitall more competitive (The ompetitiveness Programme). uyitall has decided to change radically the way it carries out the training of its 18,000 staff and to dramatically increase the amount of training provided. It has two training centres: one in Southtown and the other at the HQ in Northtown. In Northtown there are five training rooms and residential accommodation for up to 50 people. In Southtown there are three training rooms and residential accommodation for 35 people. ll the staff training is currently carried out in these two centres. significant proportion of staff find it difficult to attend these residential courses and consequently take-up is poor. The training covers a wide range of subjects, including general management and development training. There are also department-specific training courses and very specialized courses. oth centres offer the standard courses. In addition, Southtown provides all of the specialized training. Staff members, who are located all over the country, have to travel to one of these locations and stay for the duration of the courses. Most courses are two to three days long. ll training is managed and co-ordinated by the Northtown HQ. Objectives and enefits The Training Programme will completely re-design training provision over the next three years. n objective is for uyitall to be recognized as one of the top five internal training providers in its industry sector. This will ensure that all staff can benefit from greatly enhanced training and development. It is anticipated that this approach will deliver market-leading customer service. s a result, it is hoped that this will lead to increased customer satisfaction and more sales. The idea is to introduce new training delivery methods, including distance learning, and to reduce residential training as much as possible. This will be done by establishing smaller, more local training facilities in nine new centres around the country, resulting in a total of ten centres including Northtown. The minimum level of staffing at each of these centres will be a manager, a trainer and administrative support. The staff at each centre will provide most of the training. They will be assisted by a group of a further five trainers of specific subjects. These five trainers will be based in Northtown but will also travel throughout the country. The specialized training currently being carried out in Southtown, representing 5% of the total training budget, will be outsourced (the business function will be contracted out to a third-party supplier). Staff currently providing the specialized training in Southtown will be transferred to, and employed by, the thirdparty supplier. The centre in Southtown will be sold to realize its capital, which is anticipated to be around 75m. This capital has been identified as an early benefit and will be used to help fund the purchase or lease of the additional nine centres. The training facilities at Northtown will be reduced to two training rooms and residential accommodation for 15 people. The only training carried out there will be for low-demand courses where a single national course is the most cost-effective option. 86

6 Practice Papers enefits are anticipated in the following areas: an increase in the proportion of staff receiving training, improved personal development, and increased customer satisfaction - all leading to lower staff turnover costs and more sales. These improvements will be achieved by making the training more accessible to staff. The reduction in the need for residential accommodation is expected to reduce the cost of training. However, there will be additional travelling and subsistence payments to be made for daily travel to the regional training centres. It is expected that the changes to the provision of training facilities will not alter the overall costs of training. The savings made in the costs for Southtown and Northtown will offset the increased charges for running more training centres. There will be no change in the number of staff required for training. ll current staff members have agreed to relocate where necessary. Programme Organization The programme is being run using MSP. The sponsoring group, senior responsible owner (SRO) and programme board have been appointed. business change team, including appropriate business change managers (Ms) drawn from the business areas affected by the programme, is still to be finalized. Programme staff will be based in Northtown, where a programme office will be established. Each project will be run under a formal project management method. Stakeholders ll of the members of the corporate board (directors) of the company support the changes. See Figure 1 for uyitall's organization structure. The chief financial officer is, however, concerned that the sale of the Southtown centre may not generate the expected return. If this is the case, the purchase/leasing of the regional centres could require additional funding of up to 22.5m over the next 12 to 18 months. The chief executive officer (EO) and the directors of both facilities (property and accommodation) and purchasing are very supportive of the programme and have offered to help. However, they are only able to commit a limited amount of time. In the past, the staff unions have raised concerns that current training methods are discriminatory. They have stated that where part-time workers are unable to attend full-time residential training this could breach equal opportunities legislation. They are, therefore, generally in favour of the changes. They see them as being beneficial to their members because they provide personal development opportunities. The Shop Managers' ssociation also supports the proposals. However, it has concerns about the increased workload for its members. Shop managers will have to do much more of the administration, such as arranging travel for those attending the courses. Therefore, the association feels there should be a salary increase for its members. This increase could cost up to 3m on top of the other cost estimates. Shareholders have not raised any objections to the programme and are expected to support the proposals at the annual shareholders' meeting to be held next month. 87

Project 1 (Sell Southtown) Objectives: 6 Practice Papers To close and sell the current Southtown centre. To transfer non-specialist trainers to the regional centres. To transfer specialist trainers as part of the outsourcing of specialized training. ependencies: This project is dependent on project 2 (Outsource Specialized Training). Project 2 needs to be completed no later than the final closure of the Southtown centre. If project 2 is not completed on time, alternative arrangements will need to be made for the specialized training and affected staff. Project 2 (Outsource Specialized Training) Objectives: To decide which courses will be outsourced. To select and contract with a suitable supplier. ependencies: ommunications with project 3 (Training esign) need to be managed well. This will ensure that any outsourced courses are still part of the overall training requirement. Project 3 (Training esign) Objectives: Stage 1: Review Prospectus To decide whether to retain, combine, delete or replace courses by new training delivery methods (for example, distance learning). Stage 2: Update Material To update all classroom-based course material To publish a revised training prospectus with full details of each course. Project 4 (New Training Methods) Objectives: To investigate requirements. To develop new training delivery methods, including distance learning. ependencies: This project is dependent on stage 1 of project 3 (Training esign). 88

Project 5 (New Working Practices) Objectives: 6 Practice Papers To revise working practices. This will allow the new centralized booking system, including new expense claim systems, to be managed effectively in Northtown. To determine the staff numbers required at each centre. To provide the new IT systems required to support centralized bookings. To determine job descriptions for managers and staff in Northtown and the regional centres. These job descriptions will emphasize the new focus on training. To revise all other working practices affected, including new staff appraisal and personal development processes. ependencies: This project is dependent on project 2 (Outsource Specialized Training). Project 2 will provide information about the new ways of working This project is also dependent on stage 1 of project 3 (Training esign), which will determine the mix of training to be offered. Project 6 (Temporary Training entre) Objectives: To establish a temporary residential training centre on a leased basis. This will replace the capacity that will be lost when the Southtown centre is closed. Project 7 (Lease or uy Four entres) To reduce the Northtown centre to two training rooms and residential accommodation for only 15 people. To relocate some Northtown staff to regional centres. To determine the size and training capacity of each new centre. To lease or buy four new regional centres to give good geographical coverage of the country. To furnish each centre. To equip each centre with an IT training network and connection to the main IT network. ependencies: This project is dependent on project 1 (Sell Southtown). Project 1 will provide the funding source for the lease or purchase of the new regional centres. It is also dependent on project 5 (New Working Practices). Project 5 will provide the necessary new working practices, IT systems and staff numbers required at each centre. Project 8: (Lease or uy Five entres) To lease or buy the remaining five centres. To fully furnish and equip each centre as above. Timescale and Tranches (see also diagram of timescales overleaf) The programme is now nearing the end of efining a Programme. 89

6 Practice Papers The three projects delivering new training centres have been grouped into a training centre workstream. This is to assist with the management of the programme. The workstream consists of projects 6, 7 and 8. The capability for tranche 1 is expected to be delivered at the end of month 9 with: The Southtown centre sold. Southtown staff redeployed to other centres or transferred to the outsourcing company. Specialized training outsourced. Temporary training centre established. The capability for tranche 2 is expected to be delivered at the end of month 18. This will include: Revised training prospectus. Updated training material. The capability for tranche 3 is expected to be delivered at the end of month 24. This will include: Four new regional centres leased or purchased. New training methods developed. New working practices established. Some Northtown staff relocated to regional training centres. The capability for tranche 4 is expected to be delivered at the end of month 36. This will include: The remaining five regional centres leased or purchased. Temporary training centre decommissioned. 90

6 Practice Papers Timescales 91

6 Practice Papers End of Scenario 92

6 Practice Papers Question 1: enefits management - dditional Information Extract from the draft benefits management strategy (may contain errors) Section : Scope and explanation of which areas of the business will be covered by benefits management and realization activity. 7. Retail stores. 8. Headquarters office. Section : Measurement methods and processes that will be used to monitor and assess the realization of benefits (including the level of granularity to be applied in the benefits realization plan). 9. Monthly management information reports will be produced to show reduced staff turnover. 10. Measurement of the number of members of staff attending training courses will be carried out after transition. Section : The review and assessment process for measuring benefit realization, covering who will be involved in the reviews, and how and when the reviews will be carried out. 11. enefit review participants: Programme manager SRO. 12. Review timings: Reviews will only take place at the end of every tranche, measuring benefits from that tranche s projects. 93

6 Practice Papers Question 2: Organization and programme office - dditional Information uyitall personnel list hief Executive Officer (EO) of uyitall hief Financial Officer (FO) Facilities irector Purchasing irector Facilities ompliance Manager Finance Manager HR irector (responsible for HR and Training) Independent onsultant Southtown Training entre Manager Northtown Training entre Manager Training Manager EO of Worked in the retail sector since leaving school. Has risen to the current position through determination and hard work. Has no experience of Managing Successful Programmes (MSP) but is supportive of a structured approach and wishes to be involved with the programme as much as time permits. n accountant with 15 years' experience in both the private and public sectors. Has little experience of managing projects or programmes and is concerned that uyitall is trying to do too much, too soon. qualified engineer. Has a great deal of project management experience, having worked as a project manager and sat on a number of project boards. Highly regarded and credited with the success of the installation of a new electronic procurement system in a competitor organization. Has only recently joined uyitall. Reports to the facilities director. Reviews compliance with uyitall's property management strategy, including compliance with health, safety, and environmental policies. Reports to the chief financial officer. Works closely with the headquarters' sales teams and provides support to enhance the integrity of financial information. Has a reputation for timely delivery of accurate financial reports. very experienced change manager who has been involved in a number of large, successful programmes in both the public and private sectors. member of the Institute of Personnel and evelopment. highly experienced programme manager with an impressive track record. Has a number of professional qualifications in project and programme management, including MSP. Has worked with the training manager in the past and is available for contract to this programme, if required. Joined the company shortly after graduating with a degree in business analysis. Has been with uyitall for nearly six months. Is very enthusiastic about the proposed programme and has already agreed to relocate if necessary. Has been successfully running the Northtown training centre for the past three years. Has worked for uyitall for six years, having initially joined the company as a trainer, and has been appointed as the project executive for projects 6, 7 and 8 delivering the regional training centres. Reports to the HR director. Has well-respected change management skills, having worked closely with programme managers in a range of complex programmes over the past 15 years. is the company that won the contract to equip the new training centres. The EO of is widely regarded as a visionary business leader and is regularly quoted in the national press. won the contract because it has a track record in delivering transformational change on time and within budget. 94

6 Practice Papers Question 3: lueprint design and delivery - dditional Information Extract from the final future state section of the blueprint (ll entries are true statements but may not be recorded under the correct heading or in the correct document). Section : Processes 2. Most courses are non-residential. Section : Organization 3. The organization structure comprises of: Sponsoring group SRO One full-time programme manager Six project managers Two part-time support staff Ms Section : Technology 7. Each centre is connected to the main IT Network that supports centralized bookings. 8. The Southtown centre is to be sold. It will be replaced by nine new regional training centres, and there will be with reduced capacity in Northtown. Section : Information 9. The Southtown centre might not be sold for the expected price. 10. Staff training records as required for ongoing operations. 95

6 Practice Papers Question 5: The business case - dditional Information Extract from the draft programme business case onfirmed at the end of efining a Programme (ll entries are true statements but may not be recorded under the correct heading or in the correct document). Section : Strategic objectives of the programme 9. Northtown: two training rooms, furnished in corporate colours; residential accommodation for 15 people. Section : Estimated costs 10. Temporary training centre: 10k per month. 11. ny redundancy costs for training staff: average of 45k per staff member made redundant. 12. Staff relocation costs: to be agreed. 13. osts for IT equipment for the programme office. Section : Options and approaches that have been considered 14. Option 1: o nothing. 15. Option 2: Sell off the Southtown training centre and establish a small training facility in each store. 16. Option 3: Sell off the Southtown training centre and establish 10 small training facilities in different centres around the country. 96

6 Practice Papers Question 8: Transformational flow - elivering the apability - dditional Information Memo about pilot implementation To: Programme manager From: Senior responsible owner Subject: Training Programme: Proposed pilot implementation I have decided that a pilot implementation is needed to test whether or not the new training approach will work. Just one of the 385 uyitall stores will have its staff trained on one course chosen from the training materials. The staff will be trained at a temporary, non-residential training centre, using a limited selection of revised working practices. new project to be called project 9 (Pilot Implementation) will be set up to focus on the pilot, whilst the other projects continue with preparations for the revision of the training approach. Note that this is in addition to the temporary residential training centre being established by project 6 (Temporary Training entre). Please advise me of the process we should follow to initiate this pilot project. 97

6 Practice Papers Syllabus rea Question Number Part Marks enefits management 1 2 nswer the following questions. 1 What should be included in the benefits management strategy? Which areas of the business will need to transition the planned outputs. The dependency between one benefit and another. aseline performance levels. Outline characteristics of the project outputs required to achieve the outcomes. 2 What should be included in the benefits realization plan? schedule for independent reviews of outputs to ensure that they are capable of delivering expected benefits. Transition activities required to ensure that the benefits are self-sustaining. Responsibilities for benefits realization. The arrangements to ensure confidentiality of financially sensitive baseline measurements. Question Part 1 1 2 98

6 Practice Papers Syllabus rea Question Number Part Marks enefits management 1 2 Using the Scenario, answer the following questions. Remember to limit your answers to the number of selections requested in each question. 1 Which 2 statements are appropriate entries for the benefits management strategy? E chievement of benefits from the distributed training centres depends on the sale of the Southtown premises. The dates when statistics on the take-up of distance learning training courses will be reviewed against target levels. key priority will be to increase the product knowledge of staff, which is a non-cashable benefit. The benefit of greater take-up of courses depends on the implementation of the new training methods. ll stores will carry out customer satisfaction surveys after programme closure to identify the impact of improved customer service on sales. 2 Which 2 events are appropriate milestones in the benefits realization plan? E When the new booking processes are signed off so that training of store managers can start. ssessment of whether the numbers of staff members attending courses has increased. When the Southtown centre will be sold, Southtown staff redeployed and the temporary training centre established. ssessment of whether the new course syllabus is ready to be implemented. omparison of customer satisfaction levels with those from previous years. Question Part 1 E 1 2 99

6 Practice Papers Syllabus rea Question Number Part Marks enefits management 1 6 Using the Scenario and the additional information provided for this question in the Scenario ooklet, answer the following question about changes that should be made to the benefits management strategy. Each line in the table below consists of an assertion statement and a reason statement. For each line identify the appropriate option, from options to E, that applies. Each option can be used once, more than once or not at all. Selection ssertion Reason True True N the reason explains the assertion True True UT the reason does not explain the assertion True False False True E False False ssertion 1 n appropriate entry for Section would be the business area of facilities (property and accommodation). 2 It would NOT be appropriate for entry 3 to state if the management reports will be produced per store or per region. EUSE EUSE Reason The benefits realization plan should detail when each benefit will be realized with appropriate review milestones. The measurement techniques to be used to assess benefits should be documented in the benefits realization plan. 3 Entry 4 should include a requirement to measure current levels of staff training. EUSE hecking against a baseline measure of performance is appropriate where a capability is changed. 4 The relevant Ms should work with the store managers to ensure that the agreed target described in entry 4 is realized. EUSE Ms should develop the benefits management strategy on behalf of the programme manager. 5 dd a representative from the stores to entry 5. EUSE benefit review should include individuals who are able to comment on the outcome's impact on operational efficiency. 6 dd a benefit review to entry 6 to assess the success of the temporary training centre at the time of its opening. EUSE benefit reviews should assess realization of benefits as soon as the capability has been delivered. 100

6 Practice Papers Question Part 1 E 1 2 3 4 5 6 101

6 Practice Papers Syllabus rea Question Number Part Marks Organization and programme office 2 4 In the context of the Scenario, answer the following questions. Each question provides a list of true statements about the programme, but only 2 statements are appropriate when considering the appointment of the specified role. Remember to limit your answers to the number of selections requested in each question. 1 Which 2 statements should be considered when appointing Ms to the programme? E The programme has eight multidisciplinary projects. Project 6 (Temporary Training entre) is divided into stages that are delineated by location. The capability for Tranche 1 is expected to be delivered at the end of month nine. The programme will have an impact on the training department. The shop managers will have new responsibilities to develop their staff, which may increase their workload. 2 Which are the 2 MOST relevant when appointing Ms to the programme? E n independent consultant is available and has a number of qualifications in project and programme management. The Southtown training centre manager will be available to work on the programme on a full-time basis. The facilities compliance manager reviews compliance with uyitall's property management strategy. The Northtown training centre manager is very familiar with uyitall's training methods and operational procedures. The facilities director is a very experienced change manager, who has been involved in a number of large, successful programmes. 3 Which are the 2 MOST relevant factors when appointing the programme manager? E The finance manager has a reputation for delivering accurate financial reports on business performance. The training manager has worked successfully with senior managers in a range of complex programmes. The purchasing director has a reputation for delivering change, irrespective of stakeholder opinions. The Southtown training centre manager is enthusiastic about the programme. The Northtown training centre manager's training and management experience and ability to persuade senior managers is well respected in the company. Question continues on next page 102

6 Practice Papers 4 Which 2 risks would be MOST relevant when considering whether to appoint a design authority for the programme? E If members of staff use more than one centre for their training needs, benefits might be double-counted, leading to poor benefits tracking. ecause of the tight timescales, unsuitable properties might be purchased, leading to a large number of inappropriate properties being acquired by uyitall. Lack of experience within the programme management team might cause the culture change required by the change programme to be poorly managed, leading to a delay in the take-up of training. ue to lack of knowledge, the programme manager might not follow uyitall's purchasing strategy, leading to programme cost overruns. Poor communication between regional training centres might mean that uyitall is unable to deliver a coherent business model, leading to a failure to be recognized as one of the top five internal training providers. Question Part 2 E 1 2 3 4 103

6 Practice Papers Syllabus rea Question Number Part Marks Organization and programme office 2 2 In the context of the Scenario and using the additional information provided for this question in the Scenario ooklet, answer the following questions. 1 The chief financial officer has been identified as a member of the sponsoring group. Is this an appropriate application of MSP for the programme? No, because the members of the sponsoring group should have programme management experience. No, because the sponsoring group should demonstrate the values implied by the transformational change. Yes, because approval of funding for the programme needs senior level commitment within the sponsoring group. Yes, because the SRO is likely to be a peer member of the sponsoring group. 2 Who should the sponsoring group appoint as SRO for the programme? The HR director, because the HR director is the accountable manager in the business area most affected by the proposed changes. The HR director, because business stability should be monitored to ensure it stays within acceptable levels. The facilities director, because project management experience is an important element in running the programme. The facilities director, because the SRO should provide clear leadership during the life of the programme. Question Part 2 1 2 104

6 Practice Papers Syllabus rea Question Number Part Marks Organization and programme office 2 4 In the context of the Scenario and using the additional information provided for this question in the Scenario ooklet, answer the following questions. 1 Who should be considered for the role of programme manager for the programme? The facilities compliance manager, because the programme manager delivers new capability on behalf of the SRO. The training manager, because the programme manager should be a line manager with responsibility for a key area of change. The Northtown training centre manager, because strong technical knowledge of the products being developed by a programme is a key attribute of a programme manager. The independent consultant, because a good knowledge of project management is a key attribute of an effective programme manager. 2 Who should be appointed as a M for the programme? The training manager, because a M should have experience of bringing order to complex situations during times of change. The training manager, because a M needs to have sufficient time to provide assurance and overview of the benefits realization plan. The Southtown training centre manager, because a M should be available to work full-time with the programme management team to focus on successful process change. The Southtown training centre manager, because a M should be drawn from the relevant business area. 3 Who should be a member of the programme board for the programme? The chief financial officer, because the programme board is responsible for resolving strategic and directional issues between projects. The chief financial officer, because the programme board should include a representative of corporate functions, such as finance. The Northtown training centre manager, because the programme board should include the project executives of the projects in the programme. Executives The Northtown of the training projects centre in the manager, programme. because the programme board may be formed early in efining a Programme. Question continues on next page 105

Question continues 6 Practice Papers 4 Who should be a member of the sponsoring group for the programme? The EO of because the sponsoring group should lead by example, embracing the values implied by the transformational change. The EO of because the sponsoring group should include lead supplier representatives. The facilities director because the sponsoring group should facilitate the appointment of individuals to the project delivery teams. The facilities director because the sponsoring group should include those responsible for defining the direction of the business. Question Part 2 1 2 3 4 106

6 Practice Papers Syllabus rea Question Number Part Marks lueprint design and delivery 3 2 nswer the following questions. 1 Which statement describes the relationship between the blueprint and the programme plan? The blueprint is created after the programme plan has been produced. No relationship. The programme plan is produced after the blueprint is developed. The programme plan identifies how the blueprint capability will be delivered. 2 Which document should be updated if the processes and associated operating costs identified in the blueprint are changed? usiness case. Programme brief. Risk management strategy. Vision statement. Question Part 3 1 2 107

6 Practice Papers Syllabus rea Question Number Part Marks lueprint design and delivery 3 2 In the context of the Scenario, answer the following questions. Each question provides a list of true statements about the programme, but only 2 statements are appropriate entries for that heading of the blueprint. Remember to limit your answers to the number of selections requested in each question. 1 Which 2 statements should be included in the final future state section of the blueprint under Processes? E Training is provided through a variety of methods, including distance learning. The revised working practices for centralized bookings will be developed by a team of expert consultants. Staff will consider non-residential courses to be general practice and will have embraced the new ways of delivering training. The business change team will review the expected increase in the proportion of staff members benefiting from training after completion of tranche 3. 5% of training is carried out through outsourcing arrangements. 2 Which 2 statements should be included in the final future state section of the blueprint under Information? E Instructions for operating the new booking system will be presented in the form of a process flow. Statistics from customer satisfaction surveys will be sorted by region. Target operating costs for the training centres are planned to be below industry average. nalysis of training records (including training attended and appraisal scores) for each member of staff. Peer reviews will be used to assess staff performance following completion of training courses. Question Part 3 E 1 2 108

6 Practice Papers Syllabus rea Question Number Part Marks lueprint design and delivery 3 6 Using the Scenario and the additional information provided for this question in the Scenario ooklet, answer the following question about changes that should be made to the final future state section of the blueprint. Each line in the table below consists of an assertion statement and a reason statement. For each line identify the appropriate option, from options to E, that applies. Each option can be used once, more than once or not at all. Selection ssertion Reason True True N the reason explains the assertion True True UT the reason does not explain the assertion True False False True E False False ssertion 1 No change to entry 1. EUSE 2 No change to entry 2. EUSE 3 elete entry 3. EUSE 4 No change to entry 4. EUSE 5 No change to entry 5. EUSE 6 No change to entry 6. EUSE Reason The processes and business models can be expressed in a number of ways, including flow and process graphics. The blueprint should describe the organization structure required to run the programme. New business processes should be described as part of the Processes section of the blueprint. The blueprint should describe equipment and buildings required for future business operations. The Information section should include any information required to operate the future state. ata required for ongoing operations after a programme has finished should be described in the blueprint. 109

6 Practice Papers Syllabus rea Question Number Part Marks Planning and control 4 2 nswer the following questions. 1 Which statement describes programme planning? n interdependency between two projects is UNLIKELY to appear on the programme plan. hanges in tasks in project plans should be reflected in the programme plan. The programme plan should identify tasks that implement responses to programme risks. Shared resources should be planned and managed by the project in which they are most utilized. 2 Which should be included within the projects dossier? ependencies between tasks within each project. enefit chains showing project outputs leading to strategic objectives. Transition plans showing how the project outputs will be embedded into business operations. Existing projects that are to be integrated into the programme. Question Part 4 1 2 110

6 Practice Papers Syllabus rea Question Number Part Marks Planning and control 4 2 Using the Scenario, answer the following questions. Remember to limit your answers to the number of selections requested in each question. 1 Which 2 entries should be shown on the programme plan? Project 4 (New Training Methods) cannot start until Stage 1 of Project 3 (Training esign) is complete. ctivities to develop distance learning training materials. The approach used by Projects 7 and 8 delivering the regional training centres to acquire the new training centres. uyitall's senior management team plans to hold a series of meetings with staff unions. E When the planning of activities to support the change of culture from residential to nonresidential courses is due to commence. 2 Which 2 questions should be considered when producing the monitoring and control strategy? E What alternative arrangements should be agreed in case Project 2 (Outsource Specialized Training) fails to deliver on time? What is the current customer satisfaction level within each store? Is the decision concerning the future number of staff in Northtown important enough to be considered a significant control point? Is there any flexibility in the three-year target the Training Programme has set to achieve its blueprint? How will any objections to the proposed redeployment of Southtown staff be handled? Question Part 4 E 1 2 111

6 Practice Papers Syllabus rea Question Number Part Marks Planning and control 4 6 Using the Scenario, answer the following question. Each line in the table below consists of an assertion statement and a reason statement. For each line identify the appropriate option, from options to E, that applies. Each option can be used once, more than once or not at all. Selection ssertion Reason True True N the reason explains the assertion True True UT the reason does not explain the assertion True False False True E False False ssertion 1 The monitoring and control strategy should specify who must authorize the contracts to acquire each training centre. 2 It would be appropriate for a new project to be planned for delivery in an early tranche of the programme, to confirm if retail staff will use the distance learning methods effectively. 3 The design and specifications of the IT network for the training centres should form part of the programme plan. 4 The resource management strategy should identify how Projects 7 (Lease or uy Four entres) and 8 (Lease or buy five centres) will use external resources in the delivery of the training centres. 5 The project manager for Project 7 (Lease or uy Four entres) should be given clear guidelines as to when the first four new training centres must be delivered. 6 If, for monitoring purposes, a report is required when the site for the temporary training centre has been identified, this should be stated in the project brief issued to Project 6 (Temporary Training entre). EUSE EUSE EUSE EUSE EUSE EUSE Reason The monitoring and control strategy should set out when audits and health checks should take place. Early tranches may be designed as pilots or proof of concept. The programme plan should include specifications for critical project outputs. The resource management strategy should include the timing of activities to monitor when resource usage by projects will take place. The boundary of the programme will set out the programme scope. Projects should be given clear guidance on reporting requirements. 112

6 Practice Papers Question Part 4 E 1 2 3 4 5 6 113

6 Practice Papers Syllabus rea Question Number Part Marks The business case 5 2 nswer the following questions about the development of the business case. 1 Which statement describes the relationship between Identifying a Programme and the business case? The SRO is accountable for approving the programme brief, containing the outline business case, at the end of Identifying a Programme. The full (highly detailed) business case is approved at the end of Identifying a Programme. If a detailed programme mandate is produced, an outline business case is NOT needed during Identifying a Programme. The programme mandate should identify how the programme is to support the strategic objectives and may contain a suggested business case. 2 Which statement describes the relationship between efining a Programme and the business case? The programme brief, produced during Identifying a Programme, can be used instead of a full business case. The final business case is developed and approved during efining a Programme. Once the business case is approved at the end of efining a Programme, it must not change. The business case is the first document to be finalized in efining a Programme. Question Part 5 1 2 114

6 Practice Papers Syllabus rea Question Number Part Marks The business case 5 4 Using the Scenario and the additional information provided for this question in the Scenario ooklet, answer the following questions about the programme business case. 1 Which statement applies to Section? No change to entry 1 because the objectives of the programme include re-designing the training provision. Move entry 1 to the blueprint because the blueprint describes the infrastructure required for the desired future state. Move entry 1 to the blueprint because the blueprint describes the staffing levels required for the desired future state. mend entry 1 to include the expected reduction in residential costs because the business case includes costs of the programme 2 Which statement applies to Section? No change to entry 2 because it is a business change/transition cost. No change to entry 2 because costs incurred in the first tranche should be included in the business case. elete entry 3 because it is a corporate overhead. elete entry 3 because redundancy costs should be included in the relevant benefit profile. 3 Which statement applies to Section? elete entry 4 because it is not yet agreed. No change to entry 4 because project costs should be included in the business case. elete entry 5 because this is a programme management cost. No change to entry 5 because programme management costs will be sourced from the resource management plan. 4 The costs of measuring the increase in the proportion of staff receiving training have been included in the costs section of the business case. Is this an appropriate application of MSP for the programme? No, because these costs should be documented in the benefit profiles. No, because these costs should be documented in the benefits management strategy. Yes, because costs of delivering enabling outputs are described as project costs. Yes, because costs relating to achieving a benefit should be included in the business case. 115

6 Practice Papers Question Part 5 1 2 3 4 116

6 Practice Papers Syllabus rea Question Number Part Marks The business case 5 4 Using the Scenario and Section of the additional information for this question Scenario ooklet, answer the following question about changes that should be made to the programme business case. Each line in the table below consists of an assertion statement and a reason statement. For each line identify the appropriate option, from options to E, that applies. Each option can be used once, more than once or not at all. Selection ssertion Reason True True N the reason explains the assertion True True UT the reason does not explain the assertion True False False True E False False ssertion 1 elete entry 6. EUSE Reason Only options that might lead to programme benefits should be considered in the business case. 2 mend entry 7 to include reasons why this option was rejected. EUSE The business case will be used to assess the continued viability of the programme. 3 elete entry 8. EUSE Information relating to the preferred option should be given in the costs, risks and benefits sections of the business case. 4 The investment appraisal should be reviewed once the following have been delivered: new regional centres; new training methods; new working practices; and staff relocation. EUSE Reviewing the risks to achieving the benefits of the programme is part of the test of viability that the business case provides. Question Part 5 E 1 2 3 4 117

6 Practice Papers Syllabus rea Question Number Part Marks Leadership and stakeholder engagement 6 6 In the context of the Scenario, answer the following question. olumn 1 is a list of key messages and programme communication activities to be carried out as part of the programme communications plan. For each message in olumn 1, select from olumn 2 the role which should be responsible for the activities. Each selection from olumn 2 can be used once, more than once or not at all. No olumn 1 olumn 2 1 2 Informing staff that they will be attending workshops that will explain how to arrange travel for those attending courses. elivering a progress statement about the sale of the Southtown centre to members of the corporate board at a board meeting. M for the stores M for finance Programme manager 3 4 5 6 Presenting a formal statement about the expected programme completion date to the annual shareholders' meeting. ommunicating with store managers and staff to identify additional benefits that will arise as a result of the review of the training prospectus. elivering regular progress reports about the progress towards delivery of a revised training prospectus. Reporting overall progress about changes to job descriptions to project managers within the programme. Project manager for Project 3 (Training esign) E Project manager for Project 5 (New Working Practices) F SRO Question Part 6 E F 1 2 3 4 5 6 118

6 Practice Papers Syllabus rea Question Number Part Marks Leadership and stakeholder engagement 6 4 In the context of the Scenario, answer the following questions about communications relating to the programme. Remember to limit your answers to the number of selections requested in each question. 1 Which 2 messages are MOST LIKELY to be communicated to the shareholders? Impact of the programme on the pre-tax profit of uyitall. E Effect of the programme on uyitall's property assets. mendments to job descriptions for Northtown staff following the establishment of the new training centres. etails of contractual discussions about outsourcing some of the training courses. Updates to the training prospectus for uyitall staff. 2 Which 2 messages would the project manager for Project 6 (Temporary Training entre) be MOST LIKELY to be responsible for communicating? E Revised terms and conditions resulting from Project 6 (Temporary Training entre), to training staff. Escalation of a threat to the delivery of the temporary training centre to the programme manager. The benefits of combining the new training methods with delivery through the new training centres, to staff. ecisions concerning the size and capacity of the temporary training centre, to the training centre design team. Risk and issue status relating to the adoption of revised working practices in Northtown, to the store managers. 3 Which 2 messages should the M for Training be responsible for communicating? E The schedule for maintenance of equipment at the regional training centres, to the facilities management staff. The process for administering course bookings, to support staff at the new training centres. Proposed locations of the new regional training centres, to the sponsoring group. Progress on the development of the new training prospectus, to the programme manager. The plan for implementing each of the new regional training centres, to the business change team. Question continues on next page 119

6 Practice Papers 4 Which 2 communication channels are MOST LIKELY to be used to communicate routine programme progress to staff working in the stores? E One-to-one discussions between members of staff and their line managers. rticles in the uyitall staff magazine. Workshops with members of the programme management team. isplays on staff notice boards. Regular press releases to the local paper. Question Part 6 E 1 2 3 4 120

6 Practice Papers Syllabus rea Question Number Part Marks Transformational flow - Identifying a Programme 7 2 In the context of the Scenario, answer the following questions. Each question provides a list of true statements about the programme, but only 2 statements are appropriate entries for the specified document. Remember to limit your answers to the number of selections requested in each question. 1 Which 2 statements should be included in the outline vision statement contained within the programme brief? E There are new terms and conditions for trainers. uyitall is recognized as one of the top internal training providers in its industry sector. Other options have been considered in case of problems with the sale of the Southtown centre. Suitable locations are being considered for the regional training centres. New delivery methods make training more accessible to all staff. 2 Which 2 statements should be recorded in the programme brief? E The programme will acquire the nine new training centres using uyitall's standard procurement process. Sufficient progress must be made in the next month to be able to present a proposal to the sponsoring group. significant proportion of staff find it difficult to attend courses as they are mostly residential and, consequently, take-up is poor. Tranche 1 will include the sale of Southtown centre and the outsourcing of specialized training. n increased proportion of staff is expected to receive training, which will bring about increased customer satisfaction and lead to more sales. Question Part 7 E 1 2 121

6 Practice Papers Syllabus rea Question Number Part Marks Transformational flow - Identifying a Programme 7 8 In the context of the Scenario, answer the following question. olumn 1 is a list of true statements about the programme that might be found in the programme brief. olumn 2 includes a selection of programme brief headings. For each statement in olumn 1 decide if it is an appropriate entry, and select from olumn 2 the section in which it is MOST LIKELY to be recorded. Each selection from olumn 2 can be used once, more than once or not at all. olumn 1 olumn 2 1 2 Increased accessibility to training for all staff. The number of programme staff required at headquarters Should NOT be included in the programme brief in Northtown. Outline description of benefits and significant dis-benefits 3 n increase in staff productivity is expected. 4 Floor plans for the planned training facilities at Northtown. 5 The chief financial officer is concerned that the Southtown premises might not be sold as quickly as hoped. 6 The sale of the Southtown centre is expected to realize about 75m. 7 Effectiveness of the delivery of training at the training centres in Southtown and Northtown. 8 Increased workload for shop managers who will have to do much more of the administration (such as arranging travel for those attending the courses). E F Estimated costs and effort required Risks to the programme Options for delivery ssessment of the current state, the current business operation and performance in the areas impacted Question Part 7 E F 1 2 3 4 5 6 7 8 122

6 Practice Papers Syllabus rea Question Number Part Marks Transformational flow - elivering the apability 8 2 In the context of the Scenario, answer the following questions. 1 Which role is responsible for aligning the costs of developing the training facilities with the objective of cost-effective decentralization? SRO. Programme manager. M. Project manager for Project 5 (New Working Practices) 2 Which role is accountable for making sure that the revised working practices from Project 5 (New Working Practices) meet the Training Programme objectives? SRO. Programme manager. M. Project manager for Project 5 (New Working Practices) Question Part 8 1 2 123

6 Practice Papers Syllabus rea Question Number Part Marks Transformational flow - elivering the apability 8 2 Using the Scenario and the additional information provided for this question in the Scenario ooklet, answer the following questions. 1 Which activity should NOT occur when starting Project 9 (Pilot Implementation)? Ensure that the project manager of the project understands the standards required for submission of programme information. Update the vision statement to explain what benefits the project will deliver. Update the benefit profiles to show benefits to be achieved as a result of the project. Update the programme plan to show the dependency of the project on the timely delivery of revised selected working practices from Project 5 (New Working Practices). 2 Which statement describes the impact of Project 9 (Pilot Implementation)? The project should be considered to be a feasibility study and, as such, has no place in the projects dossier. ctions taken in response to problems identified from feedback on the quality of the pilot training course should be recorded in the risk register. The project should enable achievement of a shorter term (early) benefit. The project and its key objectives need to be identified in the vision statement before the project brief can be authorized. Question Part 8 1 2 124

6 Practice Papers Syllabus rea Question Number Part Marks Transformational flow - elivering the apability 8 6 In the context of the Scenario, answer the following question. olumn 1 is a list of true statements about the programme. For each statement in olumn 1, select from olumn 2 the document where that information should be recorded. Each selection from olumn 2 can be used once, more than once or not at all. olumn 1 olumn 2 1 Guidance on the criteria to be used for review of the new training prospectus. 2 The capacity of, and facilities to be offered by, each new training centre. 3 proposed change to the training prospectus being prepared by Project 3 (Training esign), identified during the preparation of the new working practices in Project 5 (New Working Practices). 4 How the revised training prospectus will contribute to delivering market-leading customer service. 5 General processes to follow for managing any legal difficulties that may arise during the execution of Project 2 (Outsource Specialized Training). 6 The project manager of Project 2 (Outsource Specialized Training) has reassessed the risk that it might not be possible to find a suitable supplier. It is now forecast that this is less likely to occur. E F G lueprint Information management strategy Programme issue register Quality and assurance strategy Risk management strategy Programme risk register Projects dossier Question Part 8 E F G 1 2 3 4 5 6 125

6 Practice Papers The Training Programme answer tables Question Part 1 Question 1 1 0 0 0 2 0 1 0 0 Part 1 E Question 1 0 0 1 0 1 2 0 1 0 0 1 Part 1 E 1 0 1 0 0 0 2 0 0 0 0 1 3 1 0 0 0 0 4 0 0 1 0 0 5 1 0 0 0 0 6 0 0 0 0 1 Question Part 2 E Question 1 0 0 0 1 1 2 0 0 0 1 1 3 0 1 0 0 1 4 0 1 0 0 1 Part 2 1 0 0 1 0 2 1 0 0 0 126

6 Practice Papers Question Part 2 1 0 0 0 1 2 1 0 0 0 3 0 0 1 0 4 0 0 0 1 Question Part 3 Question 1 0 0 0 1 2 1 0 0 0 Part 3 E Question 1 1 0 0 0 1 2 0 1 0 1 0 Part 3 E 1 0 1 0 0 0 2 0 0 0 0 1 3 0 0 0 1 0 4 0 0 0 1 0 5 0 0 0 1 0 6 1 0 0 0 0 Question Part 4 1 0 0 1 0 2 0 0 0 1 127

6 Practice Papers Question Part 4 E Question 1 1 0 0 0 1 2 0 0 1 1 0 Part 4 E 1 0 0 1 0 0 2 1 0 0 0 0 3 0 0 0 0 1 4 0 0 1 0 0 5 0 1 0 0 0 6 1 0 0 0 0 Question Part 5 Question 1 0 0 0 1 2 0 1 0 0 Part 5 Question 1 0 1 0 0 2 1 0 0 0 3 0 1 0 0 4 0 0 0 1 Part 5 E 1 0 0 0 0 1 2 0 1 0 0 0 3 0 0 0 1 0 4 0 1 0 0 0 128

6 Practice Papers Question Part 6 E F Question 1 1 0 0 0 0 0 2 0 0 0 0 0 1 3 0 0 0 0 0 1 4 1 0 0 0 0 0 5 0 0 0 1 0 0 6 0 0 1 0 0 0 Part 6 E 1 1 1 0 0 0 2 0 1 0 1 0 3 0 1 0 0 1 4 0 1 0 1 0 Question Part 7 E Question 1 0 1 0 0 1 2 0 0 1 0 1 Part 7 E F 1 0 1 0 0 0 0 2 0 0 1 0 0 0 3 0 1 0 0 0 0 4 1 0 0 0 0 0 5 0 0 0 1 0 0 6 0 1 0 0 0 0 7 0 0 0 0 0 1 8 0 1 0 0 0 0 129

6 Practice Papers Question Part 8 Question 1 0 1 0 0 2 1 0 0 0 Part 8 Question 1 0 1 0 0 2 0 0 1 0 Part 8 E F G 1 0 0 0 1 0 0 0 2 1 0 0 0 0 0 0 3 0 0 1 0 0 0 0 4 0 0 0 0 0 0 1 5 0 0 0 0 1 0 0 6 0 0 0 0 0 1 0 130

The Training Programme rationale 6 Practice Papers Question: 1, Syllabus: M, Part:, Type: L, SyllabusRef: M0211, Level: 2 1 orrect: The benefits management strategy covers the scope and explanation of which areas of the business will be covered by benefits management and realization activity (ppendix 4). The benefits map identifies the dependencies between benefits (ppendix 4 and Figure 7.7). aseline performance levels are identified in the blueprint (Section 7.4.3) and benefit profiles (ppendix 4). Outline characteristics of the project outputs required to achieve the outcomes and for the benefit to be realized are described in the benefit profiles or in the projects dossier (ppendix 4). The programme should evaluate whether the users will eventually enjoy adequate benefit value after bringing the outputs into business as usual (Section 12.1). The quality and assurance plan should include schedules for these independent reviews (ppendix 4). 2 orrect: The work needed to embed capabilities should be stated in the benefits realization plan (ppendix 4). The benefits management strategy describes functions, roles and responsibilities for benefits planning and realization (ppendix 4). The information management strategy will describe security of information collected by the programme (ppendix 4). 131

6 Practice Papers Question: 1, Syllabus: M, Part:, Type: MR, SyllabusRef: M0301, Level: 3 1 E orrect: orrect: This refers to dependencies between benefits (short-term and longer-term benefits), and should be shown on the benefits map (Section 7.4.1.1 and Figure 7.7). ates for benefits reviews should not be included in the benefits management strategy and are more likely to appear in benefit profiles or the benefits realization plan, which includes appropriate milestones for benefits reviews to take a forward view of the likelihood of ongoing success (ppendix 4). The benefits management strategy should include priorities for the different types of benefits (ppendix 4). enefit categories can be described as cashable or noncashable (Section 7.3.2). This information should be included in both the benefits realization plan, which includes dates when specific outcomes will be achieved that enable the benefits, and the benefits map, which includes dependencies on project outputs (ppendix 4). The benefits management strategy should specify the measurement methods and processes as well as how and when reviews will be carried out (ppendix 4). The availability of the booking procedures so that training of store managers can commence is the delivery of an output, which should be part of the programme plan (ppendix 4). The benefits realization plan should state dates when specific outcomes will be achieved (rather than outputs) that enable the benefits as well as handover and embedding activities, not dates for the delivery of outputs (ppendix 4). 2 orrect: ppropriate milestones for benefit reviews to assess whether benefits are being achieved are part of the benefits realization plan (ppendix 4). ccording to the scenario, this represents the capability for tranche 1. The delivery of capability and the milestone for an end-of-tranche review should be shown on the programme plan (ppendix 4). Milestones to assess whether project outputs are fit for purpose should be carried out by the project delivery team, and the outputs should be formally accepted by the programme manager (Section 17.7 and Table 17.1). E orrect: ppropriate milestones for benefit reviews to assess whether benefits are being achieved are part of the benefits realization plan (ppendix 4). 132

6 Practice Papers Question: 1, Syllabus: M, Part:, Type: R, SyllabusRef: M0401, Level: 4 1 True: 2 False: 3 True: 4 True: 5 True: 6 False: The business area of Facilities should be included in the benefits management strategy because disposal of the Southtown building will provide an early (short term) benefit. In addition, the facilities will alter significantly and there will be changes to the use of the existing Northtown building (Sections 7.4.1, 7.4.2 and ppendix 4). The level of granularity to be applied in the benefit realization plan should be stated in the benefits management strategy. It would, therefore, be appropriate to state if measurement is by store or region (ppendix 4). The benefits management strategy sets out the rules of engagement on how to identify, map, monitor and review the benefits management cycle. It would, therefore, be appropriate to identify this requirement for pre-transition measurement since each benefit must have a baseline. (Section 7.4.1.2, 15.7 and ppendix 4). Ms should engage with key individuals responsible for benefit delivery to ensure that measurement data on the number of staff attending training courses is collected in accordance with the benefits management strategy (Section 7.4, Table 7.3). enefits reviews should involve stakeholders such as Ms and those who can provide realistic information and evidence of what has been achieved to date (Section 7.4.4). It is unlikely that there will be sufficient benefits to assess, at the time of the opening of the temporary training centre, to warrant a benefit review (Section 7.4.4). enefit reviews typically take place at the end of a tranche (Section 7.4.4), which includes transition activities (Section 8.3.3). True: False: True: False: True: False: enefits realization plan should include timing of benefit realization and milestones for benefit reviews (ppendix 4). The assertion is about which area is impacted upon (appropriate contents of the benefits management strategy) but the reason is about the timing (listed in the benefits realization plan, not the benefits management strategy) so does not explain the assertion. Therefore, the answer is. Measurement methods and processes to monitor and assess realization of benefits are in the benefits management strategy, not the benefits realization plan (ppendix 4). ssessing the number of future attendees against the number of attendees currently using the existing facilities (baseline) will enable the measurement of the scale of improvement (Section 18.2.1). EUSE it is appropriate to measure the improvements against a baseline measure, it is appropriate to compare the performance of the existing training facilities with the new. Therefore, the answer is. The programme manager is responsible for developing (being the producer of) the benefits management strategy on behalf of the SRO (Table 7.3 and Table.3). For realized benefits, input from stakeholders, including the Ms responsible for the changed operations should be sought to provide realistic information and evidence of what has been achieved to-date (Section 7.4.4). EUSE a benefit review should include individuals responsible for the changed operations to provide realistic information on operational efficiency, Entry 5 should include store managers who are well placed to do this. Therefore, the answer is. benefit review should take place at a time when the capability has been sufficiently embedded to assess the benefits against the benefits realization plan (Section 7.4.4) 133

6 Practice Papers Question: 2, Syllabus: OP, Part:, Type: MR, SyllabusRef: OP0302, Level: 3 1 E orrect: orrect: Projects may be multidisciplinary or single discipline - defined by output, location or discipline (Section 9.2.4), but it is the business area affected by the outcomes that would be most likely to inform the appointment of Ms (Section 4.9.2). Projects may well be delineated by location (Section 9.2.4), but it is the business area affected that would be most likely to inform the appointment of Ms (Section 4.9.2). The appointments of the Ms will normally be carried out as part of efining a Programme (section 15.12), if not identified during Identifying a Programme (Section 14.4). The duration of the first tranche would have little effect on the appointments. Each separate area of the business that is affected by the programme should have its own M or business change team representation (Section 4.9.2). Monitoring business stability and ongoing capability to cope with the level of change is one of the responsibilities of the M (Section 4.9.1). 2 E orrect: orrect: Qualifications in project or programme management are not a key attribute of the M role (Section 4.9.2). Ms are not allocated to the programme on a full-time basis, as having ongoing operational responsibility is a key attribute of the M role (Section 4.9.2). ompliance with the property management strategy is more likely to be part of audit or assurance and is not a key attribute of the M role (Section 4.9.2). The M should demonstrate a detailed knowledge of the business environment and have direct business experience (Section 4.9.2). The M should have change management skills and enough experience to bring order to complex situations (Section 4.9.2). 3 E orrect: orrect: elivering accurate financial reports on business performance is not a key attribute of the programme manager (Section 4.8.2). bility to develop and maintain effective working relationships is a key attribute of the programme manager (Section 4.8.2). bility to work positively with the full range of individuals and groups involved in the programme is a key attribute of the programme manager (Section 4.8.2). Enthusiasm is not listed as a key attribute and by itself would not be sufficient to qualify someone to be a programme manager (Section 4.8.2). redibility within the programme environment and ability to influence others are key attributes of the programme manager (Section 4.8.2). 4 E orrect: orrect: Ensuring that there is no scope conflicts between individually owned benefits is a key element of the benefits realization manager role (Section 4.13). The design authority can own a corporate function such as property infrastructure to ensure there is appropriate alignment and control when changes are being planned and implemented (Section 4.13). The M role (supported by the business change team) is responsible for communicating the change and preparing the business areas for the transition (Section 4.9.1). The risk manager could be used to provide expertise and management support for risk and issue management (Section 4.13). Procurement expertise can be considered as an additional governance role to ensure compliance to corporate strategies (Section 4.13). The design authority can own a business model or corporate blueprint to ensure there is appropriate alignment and control when changes are being planned and implemented (Section 4.13). 134

6 Practice Papers Question: 2, Syllabus: OP, Part:, Type: L, SyllabusRef: OP0402, Level: 4 1 orrect: The chief financial officer is a key decision-maker with regard to programme funding and should be a member of the sponsoring group (Section 4.5 and 4.5.2). lso, there is no requirement for the sponsoring group to have programme management experience (Section 4.5.2). The chief financial officer is a key decision-maker with regard to programme funding and should be a member of the sponsoring group (Section 4.5 and 4.5.2). The leaders of the programme do need to demonstrate leadership (Section 6.3). lthough the chief financial officer is concerned that uyitall is trying to do too much, too soon, the scenario states that all of the members of the corporate board support the changes. The chief financial officer is a key decision-maker with regard to programme funding and should be a member of the sponsoring group (Section 4.5 and 4.5.2). The sponsoring group is responsible for authorizing the funding (Section 4.5.2). The chief financial officer is a key decision-maker with regard to programme funding and should be a member of the sponsoring group (Section 4.5 and 4.5.2). It is true that the SRO is likely to be a peer member of the sponsoring group. However, this is not the reason why the chief financial officer should be a member (Section 4.5). 2 orrect: The HR director is the manager accountable for the business area most affected by the proposed changes (from those in the additional information) and will therefore be in the best position to ensure the correct resources are available, and to influence and engage key stakeholders (Section 4.6.1 & Table 4.1). The SRO, chosen from the sponsoring group, should be the individual with the most appropriate and required authority, credibility, experience and skills to lead and direct the programme (Section 14.4). The HR director is the individual with the most appropriate and required authority, credibility, experience and skills to lead and direct the programme (Section 14.4). lthough the SRO has overall accountability for maintaining stable operations (Table 16.1), the monitoring of business stability is a responsibility of the M and while the HR director is a very experienced change manager, this is not a reason to select them as the SRO (Section 4.6.1 and 4.9.1). The delivery of training centres (facilities) is only an enabler to this programme and therefore the facilities director is not the individual with the most appropriate and required authority, credibility, experience and skills to lead and direct the programme (Section 14.4). lthough project management experience is an important element in running the programme, this would not be a reason for appointing the SRO (Section 4.6.1). The delivery of training centres (facilities) is only an enabler to this programme and therefore the facilities director is not the individual with the most appropriate and required experience and skills to lead and direct the programme (Section 14.4). The SRO leads the programme, providing clear leadership and direction throughout its life (Section 4.6.1). 135

6 Practice Papers Question: 2, Syllabus: OP, Part:, Type: L, SyllabusRef: OP0402, Level: 4 1 orrect: From the additional information, the facilities compliance manager does not appear to have the defined attributes of a programme manager including an understanding of the wider objectives of the programme (Section 4.8.1 and 4.8.2). There is no requirement for the programme manager to be a line manager responsible for one of the key areas of change this would be more suited to the M role (Section 4.8.2 and 4.9.2). Strong technical knowledge of the products being developed by a programme is NOT a key attribute of a programme manager. The programme manager needs an understanding of the wider objectives of the programme (Section 4.8.2). The independent consultant has a good knowledge of project management and this is a key attribute of an effective programme manager (Section 4.8.2). 2 orrect: The training manager has 15 years' experience in change management, and bringing order to complex situations during times of change is a key attribute of a M (Section 4.9.2). It is the role of the benefits realization manager, not the M, to provide assurance and overview of the benefits realization plan (Section 4.13). The Southtown training centre manager would not be able to continue with existing ongoing operational responsibilities and this is a key attribute of a M (Section 4.9.2). The M must be 'business-side' in order to provide a bridge between the programme and business operations (Section 4.9.1). The Southtown training centre is being sold so the Southtown training centre manager would not be able to continue with existing ongoing operational responsibilities. s this is a key attribute of a M, they would not be suitable for this role. (Section 4.9.2). 3 orrect: The chief financial officer is a member of the corporate board and it is therefore more appropriate for the chief financial officer to sit on the sponsoring group in a strategic decision-making capacity. The programme board is responsible for resolving strategic and directional issues between projects (Section 4.7.1 and 4.5). The chief financial officer is a member of the corporate board and it is therefore more appropriate for the chief financial officer to sit on the sponsoring group in a strategic decision-making capacity. The programme board could include a representative of corporate functions such as finance for example, the finance manager (Section 4.7.2 and 4.5). The Northtown training centre manager is project executive for three key projects and, therefore, should be a member of the programme board because the programme board should include (optionally) the project executives of the projects in the programme (Section 4.7.2). The Northtown training centre manager is project executive for three key projects and, therefore, should be a member of the programme board but the fact that the programme board may be formed early in efining a Programme is not the reason for the appointment (Section 4.7 and 4.7.2). 136

6 Practice Papers 4 orrect: The sponsoring group is responsible for the investment decision, defining the direction of the business and ensuring strategic alignment. The EO of is clearly an effective business leader but does not meet these criteria in this programme. The sponsoring group should lead by example, embracing the values implied by the transformational change (Section 4.5 and 4.5.3). The sponsoring group is responsible for the investment decision, defining the direction of the business and ensuring strategic alignment. The EO of does not meet these criteria in this programme. The programme board may include lead suppliers, but not the sponsoring group (Section 4.5 and 4.7.2). It is appropriate for the facilities director to sit on the sponsoring group in a strategic decision-making capacity. Facilitation of the appointment of individuals to project delivery teams is a responsibility of the programme manager (Section 17.2); the sponsoring group concentrates on how the programme aligns with corporate strategic direction (Section 4.5 and 4.8.1). It is appropriate for the facilities director to sit on the sponsoring group in a strategic decision-making capacity. The sponsoring group should include those responsible for defining the direction of the business (frequently at director level) (Section 4.5). 137

6 Practice Papers Question: 3, Syllabus: L, Part:, Type: L, SyllabusRef: L0203, Level: 2 1 orrect: The blueprint, benefits maps and the programme plan are designed together, with the emerging business case acting as the moderator (Section 15.6). The blueprint is delivered by the programme plan (Figure 8.4), which shows the relative sequencing of all the projects in the projects dossier. The projects dossier provides a list of projects required to deliver the blueprint (ppendix 4). The blueprint, benefits maps and the programme plan are designed together, with the emerging business case acting as the moderator (Section 15.6). The blueprint is delivered by the programme plan, which shows the relative sequencing of all the projects in the projects dossier. The projects dossier provides a list of projects required to deliver the blueprint (ppendix 4). The blueprint, benefits maps and the programme plan are designed together, with the emerging business case acting as the moderator (Section 15.6). The blueprint is delivered by the programme plan (Figure 8.44), which shows the relative sequencing of all the projects in the projects dossier. The projects dossier provides a list of projects required to deliver the blueprint (ppendix 4). The blueprint is delivered by the programme plan (Figure 8.4), which shows the relative sequencing of all the projects in the projects dossier. The projects dossier provides a list of projects required to deliver the blueprint (ppendix 4). 2 orrect: The blueprint informs the business case and the business case justifies the blueprint (Figure 8.4) - it is important to consider whole-life costs within the business case (Section 10.3.2). The programme brief is produced during Identifying a Programme and is an input to efining a Programme but is not updated after the end of Identifying a Programme (Table 2). The risk management strategy provides governance controls to deliver the blueprint. The approach to risk management would not be affected by detailed content of the blueprint (ppendix 4). The vision statement should be a constant and stable foundation for the programme. change to the processes should not require a change to the vision (Section 5.3). The vision is expanded & developed into the blueprint (Figure 8.3). 138

6 Practice Papers Question: 3, Syllabus: L, Part:, Type: MR, SyllabusRef: L0301, Level: 3 1 E orrect: orrect: istance learning is part of the description of the new business model for the training function (ppendix 4). n explanation of how resource requirements will be achieved as well as the need for subject matter experts belongs in the resource management strategy (ppendix 4). Staff opinions and attitudes are part of the organizational culture or style and so should be in the organization section of the blueprint (ppendix 4). The process and timing for benefits review should be in the benefits management strategy/benefits realization plan (ppendix 4). The outsourcing is part of the description of the new business model for the training function (ppendix 4). 2 E orrect: orrect: That the instructions will be presented in the form of a process flow is possibly too detailed for inclusion in the blueprint but, in any case, would be included under the Processes section (ppendix 4). n improvement in customer satisfaction is one of the objectives of the programme. nalysis of results of customer satisfaction surveys is valid information and data required to effectively manage future business operations (ppendix 4). The target or future operating costs should be included in the blueprint, but under 'Processes' (ppendix 4). Ongoing records of staff training will be needed as part of the information and data required to effectively manage the future business operations. These will be required to help to achieve the stated objective of being recognized as one of the top five training providers (ppendix 4). If included in the blueprint, this information would be under the 'Processes' section (ppendix 4). 139

6 Practice Papers Question: 3, Syllabus: L, Part:, Type: R, SyllabusRef: L0401, Level: 4 1 True: 2 False: 3 False: 4 False: 5 False: 6 True: Specifying that most courses are non-residential should be part of the description of the new business model for training (ppendix 4). The organization structure in the additional information describes the organization structure for the programme and not for the future state of uyitall's training function (ppendix 4). The IT network is an IT system and is therefore a valid entry under the Technology section to support the future business operations (ppendix 4). Information relating to delivery (the Southtown centre is to be sold) is describing the 'journey' (how to get to the future state) and should not be included in the future state blueprint (Section 8.1). This is a risk and should be recorded in the risk register, not in the blueprint (ppendix 4). Staff training records are a type of information that will be required in the future state, and information on staff training will be needed to monitor performance of the training function (ppendix 4). True: False: True: True: True: True: Processes and business models can be expressed in as a flow or process graphics (ppendix 4). Specifying that most courses are to be delivered as nonresidential courses is part of the content, rather than an indication of the format in which the new business model will be expressed. Therefore, the answer is. The blueprint should describe the organization structure required to support future business operations not that of the programme organization (Section 8.2.1 and ppendix 4). The description of processes to support future business operations should be provided in the Processes section of the blueprint (ppendix 4). Equipment and buildings for future business operations should be included in the Technology section (ppendix 4). Information and data required to effectively manage the future business operations should be documented in the Information section (ppendix 4). It is correct that data required for ongoing operations after a programme has finished should be included in the blueprint (ppendix 4). Staff training records are required for ongoing operations. Therefore, the answer is. Question: 4, Syllabus: PL, Part:, Type: L, SyllabusRef: PL0204, Level: 2 1 orrect: The programme plan should include a dependency network, illustrating project input and output relationships (ppendix 4). The programme plan is not a master plan of all activities within the programme. When constituent project plans are developed later, they will be aligned to, but not embedded in, the programme plan in all their detail (Section 9.2). The programme plan should identify any risk response activities that have been made to mitigate programme risks (ppendix 4). The use of shared resources is ultimately controlled by the programme by means of the programme plan and resource management strategy (Section 9.2.1). 140

6 Practice Papers 2 orrect: The projects dossier contains a summary description of the projects. ependencies between projects should be included in the projects dossier, but dependencies between tasks within each project would be contained within the project plans (Section 9.2.4 and ppendix 4). hains of benefits (dependencies between benefits) are described in the benefits map (Section 7.4.1.1 and ppendix 4). The projects dossier contains high-level information and estimates for the projects and includes the contribution the project will make to programme benefits (Section 9.2.4 and ppendix 4). Transition activities are included in the programme plan/benefits realization plan, but not in the projects dossier (Section 9.2.4 and ppendix 4). The projects dossier includes information on existing projects to be adopted /absorbed by the programme (Section 9.2.4 and 15.10). Question: 4, Syllabus: PL, Part:, Type: MR, SyllabusRef: PL0301, Level: 3 1 E orrect: orrect: The programme plan should show dependencies between projects (Section 9.2.4 and ppendix 4). Project plans are aligned to, but not embedded in, the programme plan, which shows when the outputs will be delivered to the business. The focus is on interdependencies between the projects (Section 9.2.4 and ppendix 4). The procurement approach would be identified in the resource management strategy, not included in the programme plan (Section 9.2.2 and ppendix 4). How the programme will engage with all stakeholders is defined in the stakeholder engagement strategy (ppendix 4). The programme plan should include transition planning information and the benefits realization plan should include transition activities (ppendix 4 and Figure 9.1). 2 E orrect: orrect: The monitoring and control strategy defines escalation routes and controls, but specific risk responses would be in the project or programme risk register (ppendix 4). urrent customer satisfaction levels would be recorded in the relevant benefit profile (ppendix 4). The monitoring and control strategy should describe what controls will be in place, including project decision authority and tolerance (Section 9.3.1 and ppendix 4). The flexibility of the programme (or margin) should be reflected in the monitoring and control strategy (Glossary, Section 9.3.1 and ppendix 4). The stakeholder engagement strategy will describe how the programme will engage with stakeholders and should answer the specific question of how to manage stakeholder objections (ppendix 4). 141

6 Practice Papers Question: 4, Syllabus: PL, Part:, Type: R, SyllabusRef: PL0403, Level: 4 1 True: 2 True: 3 False: 4 True: 5 True: 6 True: ecision authority should be stated in the monitoring and control strategy and the signing of the contract for each training centre is a key decision. (ppendix 4). ccording to the scenario, the new training methods capability is currently planned to be delivered as part of tranche 3 at the end of month 24. uyitall has not tested to see whether staff will use the new distance learning training methods effectively. Therefore, it would make sense for a project to be set up to test the validity of these assumptions (Section 8.3.3). The design and specifications of the IT network for the training centres is not necessary information for controlling and tracking progress and delivery of the programme and resulting outcomes. etails of the future organization are described in the blueprint (Section 8.2). Project briefs should include high-level descriptions for project outputs (Section 9.3.3). The resource management strategy identifies how the resource requirements of the programme will be achieved (ppendix 4). Projects should be given tolerances set by the programme (Section 9.3) and a thorough Project rief, including how and when the project needs to escalate to the programme (Section 9.3.3). The project brief should state how, when and in what format the project will report progress to the programme (Section 9.3.3). The identification of a site for the temporary training centre would be a key milestone to be reported. False: True: False: False: True: True: It is the quality and assurance plan that describes how and when the programme will carry out audits, health checks and reviews (ppendix 4). Early tranches may be designed as pilots or proof of concept (Section 8.3.3). Hence, it would make sense to commission a new project in an early tranche to test out the validity of the programme business case. Therefore, the answer is. Project briefs should include high-level descriptions for project outputs (Section 9.3.3) not the programme plan (ppendix 4). The resource management plan should include a schedule of activities to implement the resource management strategy and monitoring activities to track resource usage of projects (ppendix 4). The boundary is the scope of what a programme will cover (Glossary and Table.1). The ssertion is describing project tolerances relating to the timing of the opening of centres, whereas the Reason is about the scope or boundary of the programme, not when it is needed. Therefore, the answer is. When the programme starts projects, part of the project brief explains when and how the project reports to the programme (Section 9.3.3 and 17.6). It is because projects should be given clear guidance on reporting that it should be clearly stated in the project brief. Therefore, the answer is. 142

6 Practice Papers Question: 5, Syllabus:, Part:, Type: L, SyllabusRef: 0208, Level: 2 1 orrect: The sponsoring group is accountable for approving the programme brief, which contains the outline business case, at the end of Identifying a Programme (Section 14.8, Table 14.1 and Table 3). It is the outline business case, created as part of the programme brief (ppendix 4), which is approved at the end of Identifying a Programme (Section 14.8 and Table 14.1). n approved business case is an output of efining a Programme (Figure 15.1). The programme mandate is the trigger for the programme and is confirmed during Identifying a Programme (Section 14.1 and Figure 14.1). The programme brief uses the programme mandate to flesh out the programme's specific objectives, required benefits, potential risks, outline costs and timescales, as well as options for delivery (Section 14.5). The programme brief is the first indication of whether the programme has understood its remit (Section 12.4.1). The programme mandate should contain the strategic objectives and might contain a suggested business case (Section 10.2.1 and ppendix 4). 2 orrect: The use of a programme brief, rather than a complete, highly detailed business case, in Identifying a Programme helps to avoid futile, time-consuming, work on detailed cost analysis, investment appraisals etc., when the overall concept of the proposed programme may not be viable for reasons other than financial justification (Section 14.5). The final business case is confirmed during efining a Programme when the arrangements for managing the programme are developed (Section 15.15). The final business case is confirmed during efining a Programme when the arrangements for managing the programme are developed (Section 15.15). In efining a Programme, the business case should be developed in tandem with the blueprint, the programme plan etc. (Section 10.3) and approved at the end of efining a Programme (Figure 15.1). The business case is approved at the end of efining a Programme (Figure 15.1). The business cases for the programme is constantly monitored, reviewed regularly and updated as necessary to ensure progress remains aligned to strategic objections (Section 10.3). In efining a Programme, the business case should be developed in tandem with the blueprint, the programme plan etc. (Section 10.3) and approved at the end of efining a Programme (Figure 15.1). 143

6 Practice Papers Question: 5, Syllabus:, Part:, Type: L, SyllabusRef: 0401, Level: 4 1 orrect: It is true that the objectives of the programme include re-designing the training provision. However, the design of the Northtown training facilities should not be described in the business case (ppendix 4).This information would be more appropriate for the Technology section of the blueprint (ppendix 4). The design of the Northtown training facilities should be described in the blueprint, not the business case. The blueprint includes a description of the technology required for the future business operations. This is the reason why entry 1 should be moved (ppendix 4). The design of the Northtown training facilities should be described in the blueprint. It is true that the blueprint describes staffing levels but entry 1 is describing building capacity (technology) not the organization structure required (ppendix 4). The strategic objectives section of the business case would not include the benefits of using the training centre. It is true that the business case includes costs of the programme under the expected costs and overall timescales section (Section 10.1 and ppendix 4). 2 orrect: ll costs of implementation should be included in the business case. The cost of running the temporary training centre is a cost incurred to move/support the operational unit until new practices are embedded. This explains why it should be in the business case (Table 10.1). ll costs of implementation should be included in the business case. The costs for the temporary training centres will be accumulated on a monthly basis and should be included in the business case. Some costs for the temporary training centre will be incurred in tranche 1 but this is not the reason for their inclusion (Table 10.1). enefits realization and business change costs should be included in the benefit profiles, which are then fed into the business case (Section 10.3, Table 10.1 and ppendix 4). enefits realization and business change costs should be included in the benefit profiles which are then fed into the business case (Section 10.3, Table 10.1 and ppendix 4). 3 orrect: The business case is developed by iteration through stages of formulation and analysis and should include information which needs to be further analysed during later parts of the programme (Section 10.3). The business case is developed by iteration through stages of formulation and analysis, and should include information that needs to be further analysed during later parts of the programme (Section 10.3). It is usual that at the start of a programme not all costs will be known. It is true that project costs should be included in the programme business case. This explains why, when the project costs become known, they should be included in the business case (Section 10.3). Programme management costs should be included in the business case (Table 10.1). The resource management plan is a source of information for programme management costs. However, these costs should be included in the business case in order to test the viability of the programme, not because of where they are sourced from (Table 10.1). 144

6 Practice Papers 4 orrect: The increase in the proportion of staff receiving training is a benefit. ny costs of measuring this benefit should be included in the business case as benefit realization costs. These costs would be included in the relevant benefit profile which is a source of information for the business case (Table 10.1 and ppendix 4). The increase in the proportion of staff receiving training is a benefit. ny costs of measuring this benefit should be included in the business case as benefit realization costs. These costs would be included in the relevant benefit profile not the benefits management strategy (Table 10.1 and ppendix 4). It is true that costs of delivering enabling outputs are described as project costs. However, these are benefit realization costs, so this is not the reason why these costs should be included (Table 10.1). The increase in the proportion of staff receiving training is a benefit. ny costs of measuring this benefit should be included in the business case as benefit realization costs and this explains why these costs should be included (Table 10.1). Question: 5, Syllabus:, Part:, Type: R, SyllabusRef: 0401, Level: 4 1 False: 2 True: 3 False: 4 True: The 'do nothing' option should be considered within a business case. It should be first considered in the programme brief (Section 14.5) and then carried through to the business case (Sections 10.2.2, 10.3). Each option in the business case will be considered including likely costs, benefits and risks (ppendix 4). Therefore, each option should include the reason(s) that support why one option is better than the others in the organizational context (Section 10.3 and ppendix 4). ecause this is the option selected by uyitall, it must be one of the options considered (Section 10.3, ppendix 4). ccording to the scenario, tranche 3 delivers the listed capability and, as a minimum, the business case should be reviewed at the end of each tranche (Section 10.4). The investment appraisal should be reviewed as more information becomes available regarding actual programme spend, as well as other information such as revised estimates for benefits (Section 10.5 and Table 10.2). False: True: True: True: It is often beneficial to explore the impact of the 'do nothing' option-which will presumably not lead to programme benefits (Section 14.5, programme brief, sections 10.2.2 and 10.3). The business case should include options and approaches that have been considered (ppendix 4). The business case will be used to assess the ongoing viability of the programme as the programme progresses (Section 10.1). The assertion is talking about comparing options put forward for consideration, UT the reason is referring to ongoing information about the selected option. Therefore, the answer is. The business case will give more detail on the expected benefits, risk profile, etc. for the selected option (ppendix 4). The business case does include the information to show the balance between the value of the benefits and the risks to achieving them (Section 10.1). The assertion is about the need to review the investment appraisal against actual expenditure, UT the reason is referring to the balance between benefits, costs and risks. Therefore, the answer is. 145

6 Practice Papers Question: 6, Syllabus: LS, Part:, Type: MG, SyllabusRef: LS0306, Level: 3 1 orrect []: 2 orrect [F]: 3 orrect [F]: 4 orrect []: 5 orrect []: 6 orrect []: Ms are responsible for engaging those operating new working practices (Table 6.5). The SRO is responsible for leading the engagement with high-impact stakeholders, such as the corporate board, and anticipating stakeholder issues that may arise (Table 6.5). The SRO should be proactive and visible as the driving force behind the programme, as well as engage key stakeholders early and at appropriate milestones throughout the programme (Section 4.6.2 and Table 6.5). The M for the stores would be responsible for engaging with the affected stakeholders Table 6.5). Projects should report in an agreed format to help aggregate the information at the programme level in line with the monitoring and control strategy (Section 17.6.1). The project manager for project 3 (Training esign) would therefore be responsible for reporting progress on its development (Section 17.6.1). The programme manager is responsible for controlling and aligning project communications (Table 6.5). Question: 6, Syllabus: LS, Part:, Type: MR, SyllabusRef: LS0306, Level: 3 1 E orrect: orrect: Shareholders have an interest in how large expenditure impacts on company profits. Key messages should be targeted at and consultations undertaken with the relevant people (Section 6.6.1). Successful communications are based on stakeholder identification and analysis - sending the right message to the right audience (Section 6.6.4). Shareholders have an interest in how the sale of Southtown will impact on the value of assets and, therefore, profitability. Key messages should be targeted at and consultations undertaken with the relevant people (Section 6.6.1). Successful communications are based on stakeholder identification and analysis - sending the right message to the right audience (Section 6.6.4). etailed changes to job descriptions are not usually reported to shareholders, because shareholders are more interested in the impact on profitability than in operational changes. Key messages should be targeted at and consultations undertaken with the relevant people (Section 6.6.1). Successful communications are based on stakeholder identification and analysis - sending the right message to the right audience (Section 6.6.4) etails of contractual discussions are commercially confidential and not usually reported to shareholders. Key messages should be targeted at and consultations undertaken with the relevant people (Section 6.6.1). Successful communications are based on stakeholder identification and analysis sending the right message to the right audience (Section 6.6.4). Information on project design issues is not usually reported to shareholders, as they are more interested in overall progress than progress of individual projects and their issues. Key messages should be targeted at and consultations undertaken with the relevant people (Section 6.6.1). Successful communications are based on stakeholder identification and analysis - sending the right message to the right audience (Section 6.6.4). 146

6 Practice Papers 2 E orrect: orrect: The communication of operational changes such as changes to terms and conditions as a result of the programme would be the responsibility of the business change team or, perhaps, the relevant line manager or HR department (Table 18.1 and Table 6.5). In addition, according to the scenario, terms and conditions are not part of project 6. project manager is responsible for escalating unacceptably high project risks to the programme manager (Section 17.6.1). The business change team is responsible for delivering key communications messages to their business operations. t a higher level, the SRO is responsible for engaging key stakeholders (such as operational staff) early and at appropriate milestones throughout the programme (Table 6.5). ccording to the scenario, new training methods are also not part of project 6. project manager (Project Team) is responsible for managing delivery of the project to the programme within agreed scope and tolerances, and reporting progress to the programme as defined in the project brief (Sections 9.3.3 and 17.2) and communicating with project teams. The programme manager will need to ensure 'any departures (outside agreed tolerances) from previously published project plans are assessed for impact on the rest of the programme.' (Section 17.6.1) Responsibility for reporting operational issues and risks, and progress on embedding the new capabilities belongs to the M and associated business change team (Table 18.1 and Table 11.2). In addition, according to the scenario, revised working practices are not part of project 6. 3 E orrect: orrect: ccording to the scenario, this is a facilities management operational function, and the M for training would be responsible only for engaging and leading those operating new working practices through the transition in their organization or area (Table 6.5). It is likely that the M for training would be responsible for this, as the administrative staff are a stakeholder group that is affected by the new arrangements (Table 6.5). It is a function of the SRO to brief the sponsoring group and gathering strategic guidance on changing business drivers (Table 6.5). It is not a M responsibility to communicate on project progress to the programme manager (Table 6.5). This should be the project manager or project executive for project 3 (Training esign) (Section 17.6.1). It is a M responsibility to brief and liaise with their business change team (Table 6.5). 4 E orrect: orrect: Given the numbers of staff involved, as referenced in the scenario (385 stores) this would not be the most likely method of cascading routine progress (Section 6.6.4 and Table 6.4). rticles and bulletins in staff publications are an appropriate way of passing on information about progress to staff working in the stores (Section 6.6.4 and Table 6.4). Workshops can be a useful way of communicating with targeted groups of stakeholders for a specific purpose, but are unlikely to be appropriate for passing on routine progress information to large numbers of people (Section 6.6.4 and Table 6.4) isplays on notice boards are an appropriate way of passing on information to large numbers of people (Section 6.6.4 and Table 6.4). Regular press releases would be unlikely to be an appropriate channel for programme progress information because this could broadcast sensitive information to other stakeholders (Section 6.6.4 and Table 6.4). 147

6 Practice Papers Question: 7, Syllabus: F, Part:, Type: MR, SyllabusRef: TF0301, Level: 3 1 E orrect: orrect: Vision statements communicate the end goal of the programme, and should not include lower level detail such as new terms and conditions for trainers (Section 5.2). The programme brief contains an outline vision statement for the programme, containing a clear statement of the end goal of the programme (ppendix 4). uyitall wishes to be recognized as one of the top five internal training providers in its industry sector (Scenario). The programme brief contains an outline vision statement for the programme, containing a clear statement of end goal of the programme (ppendix 4). Options for delivery that are known about at this stage should be discussed elsewhere in the programme brief (ppendix 4). Specific locations may change and the outline vision statement should provide a consistent description of the desired future state even as details change (Section 5.1, 5.2 and 5.3). Vision statements should describe how the future is better than the present, and describe a desirable future in terms of key stakeholders (Section 5.2). 2 E orrect: orrect: The resource management strategy identifies the procurement approach and refers to current contract frameworks (ppendix 4). The programme preparation plan contains a description of the deliverables from efining a Programme, together with the boundaries and margins within which the team will work during efining a Programme (Section 14.6 and ppendix 4). The programme brief contains an assessment of the current state and how the current business operates and performs in the areas that will be impacted by the change (ppendix 4). The programme brief contains an initial listing of the candidate projects or activities required together with rough timescales and explanation of any projects that will be terminated (ppendix 4). It is the programme plan that includes an explanation of the grouping of projects and major activities into tranches (ppendix 4). The programme brief contains an outline description of benefits and could take the form of a benefits map (Section 14.5 and ppendix 4). Question: 7, Syllabus: F, Part:, Type: MG, SyllabusRef: TF0301, Level: 3 1 orrect []: 2 orrect []: 3 orrect []: 4 orrect []: 5 orrect []: 6 orrect []: 7 orrect [F]: 8 orrect []: ccording to the Scenario, an increase in the proportion of staff receiving training is one of the benefits of the programme because it is advantageous to all staff (ppendix 4). Programme staff is a programme resource requirement and is included within the term 'effort' (ppendix 4). This is an example of a benefit. The benefit is an improvement (increased staff productivity) perceived as advantageous by the corporate stakeholder (ppendix 4 and Glossary). The blueprint is a model of the future organization and the technology that supports it (Section 8.2). It is the responsibility of the projects to develop more detailed designs and specifications to meet the requirements for the to-be model (Section 15.6). The uncertainty phrased in the statement indicates a risk (ppendix 4 and Section 11.1) This describes an economic benefit (releasing cash from the sale), which can be measured in financial terms (Section 7.1, 7.3.1 and Glossary). This is an assessment of performance of the current state of the training (ppendix 4). The shop managers will see the 'increased workload' as a measurable decline resulting from the operation of the new administration processes. This is a dis-benefit (Glossary). 148

6 Practice Papers Question: 8, Syllabus: F, Part:, Type: L, SyllabusRef: TF0302, Level: 3 1 orrect: The SRO is responsible for leading the programme and providing overall direction for the delivery of the programme. Therefore, they are accountable for aligning projects with programme objectives (Section 4.6.1 and Table 17.1). The programme manager is responsible for ensuring that the delivery of new products meets programme requirements. Therefore, they are responsible for aligning projects with programme objectives (Section 4.8.1 and Table 17.1). t most, the M role would be consulted (Table 17.1). The project manager is not responsible for aligning projects with programme objectives, it is the programme manager. The project manager should deliver the scope of the project within any tolerances set by the programme (Section 9.3.3 and Table 17.1). 2 orrect: The SRO is accountable for aligning projects with programme objectives (Section 4.6.1 and Table 17.1). The programme manager is responsible for ensuring that the delivery of new products meets programme requirements. Therefore, they are responsible for aligning projects with programme objectives (Section 4.8.1 and Table 17.1). The M role would be consulted to determine if they believe that the revised working practices output will contribute to the programme's objectives (Section 4.9.1 and Table 17.1). The SRO is accountable for aligning projects with programme objectives. The programme manager is responsible for ensuring that the projects deliver the scope of the project within any tolerances set by the programme (Table 17.1). Question: 8, Syllabus: F, Part:, Type: L, SyllabusRef: TF0302, Level: 3 1 orrect: When briefing a project manager (compiling a project brief), the programme manager needs to ensure that the project manager understands the reporting requirements and configuration management standards to be applied (Sections 9.3.3 and 17.2). The vision statement should be sufficiently flexible to encompass changes in boundaries of this nature, without any change to the vision statement being required. Furthermore, the vision statement is unlikely to show specific dates for delivery of specific benefits (Section 5.2). It is likely that the implementation of project 9 (Pilot Implementation) will lead to the realization of some of the benefits earlier than originally planned. This should be reflected in the appropriate benefit profiles (Section 7.4.1). The programme plan should include a dependency network illustrating project input and output relationships (ppendix 4). 2 ll projects should be listed in the projects dossier. Feasibility studies are particularly relevant in programmes that are transformational in nature as they are able to test the validity of new approaches (ppendix 4 and Section 8.3.3). ctions relating to poor quality are likely to be issues and not risks. Therefore, they would be recorded in the issue register and not the risk register (ppendix 4). orrect: In this case, the introduction of a pilot project, early benefits should arise because staff would be provided with earlier access to enhanced training and development. It is often necessary to produce short-term 'quick wins' to keep stakeholders supportive of the initiative (Sections 7.3.5 and 8.3.3). This should result in early benefits realization in the region local to the pilot implementation. The vision statement should not include a list of projects (Section 5.2). 149

6 Practice Papers Question: 8, Syllabus: F, Part:, Type: MG, SyllabusRef: TF0301, Level: 3 1 orrect []: 2 orrect []: 3 orrect []: 4 orrect [G]: 5 orrect [E]: 6 orrect [F]: The quality and assurance strategy should provide guidance on the standards to which the programme should conform and the quality criteria to be applied (ppendix 4). The facilities to be offered by the new training centres would be part of the Technology section of the blueprint (ppendix 4). request for change is a type of issue (Section 11.4.1). The principal areas of issues in a programme include the management of interdependencies between the programme and its projects, and between the programme and its wider context (Section 11.1.1) and should therefore be recorded on the programme issue register. The projects dossier should show what contribution each project will make to the programme blueprint and benefits (ppendix 4 and Section 9.2.4). The risk management strategy should explain the programme's approach to risk management i.e. for managing events which may or may not occur (ppendix 4). The identified risks need to be reviewed and challenged. Information relating to a specific risk will be recorded in the risk register. This is a programme risk because, if it occurs, it will impact on another project within the projects dossier. The scenario states that project 1 (Sell Southtown) is critically dependent on project 2 (Outsource Specialized Training) (Sections 11.1.1, 17.6.2 and ppendix 4). 150