Valid Peoplecert MSP MSP-Foundation Dumps Ensure Your Passing [Q36-Q56]

Q36. Which is a purpose of the programme strategy?

To define the programme’s rules for managing the programme’s risks and resources

To specify the investing organization’s future working practices

To describe the desired future state following programme delivery

To define the relationship between capabilities, outcomes and benefits

Q37. Which response pays a third party to accept a risk?

Transfer

Prepare contingent plans

Avoid

Q38. (Missing question stem assumed from answer context)
Which activity contributes MOST to achieving the ‘align with priorities’ principle?

By specifying the skills necessary for the target operating model to work effectively

By designing a clear target operating model allowing stakeholders from different organizations to be committed to the same end goals

By understanding the relationship between the outputs and the organizational objectives

By avoiding the misalignment of the vision, benefits, and target operating model with the programme priorities

Q39. How does the ‘organization’ theme apply the ‘deal with ambiguity’ principle?

By adapting structures and roles over time to align with business operations

By defining the risk appetite and enabling transparency of risks being taken

By overseeing the development of the required number of resources and their skills

By facilitating interactions between organizational units and stakeholders

Q40. Which document is MOST LIKELY to describe the required levels of privacy?

Information approach

Delivery approach

Governance approach

Design approach

Q41. Which activity requires the programme office to be independent of the initiatives?

Project guidance

Control of standards

Administrative duties

Project support

Q42. When applying the vision governance theme, which is an area of focus for the senior responsible owner?

To ensure that the vision statement supports the programme communications plan

To ensure that the organization is capable of achieving the transformation described

To deliver the operational changes needed to achieve the desired end state

To assess the impact of the vision statement on business operation

Q43. Which BEST describes a programme?

A programme’s governance should be permanent and continue as part of business as usual

A programme should specify a linear project lifecycle for its constituent projects

A programme should consist of inter-related projects instead of process-related work

A programme should respond to changes and new insights that emerge in its environment

Q44. Which TWO are objectives of the ‘deliver the capabilities’ process?
To ensure that stakeholders adopt new ways of working.
To ensure that controls are put in place so that benefit realization continues in BAU.
To ensure that projects are started and closed in a controlled manner.
To ensure that risks and issues are kept under control.

1 and 2

2 and 3

3 and 4

1 and 4

Q45. In a multiple programme environment, which role may be performed by a ‘corporate portfolio board’?

Sponsoring group

Programme board

Design authority

Programme office

Q46. Which risk response encourages collaboration on risk management activities?

Avoid

Reduce

Prepare contingent plans

Q47. What should the programme manager provide for projects before they start?

A project tolerance level

A project plan

A project risk register

A detailed project specification

Q48. Which role focuses on monitoring the progress of the programme at a strategic level?

Sponsoring group

Programme manager

Senior responsible owner

Risk manager

Q49. Which activity contributes MOST to achieving the ‘align with priorities’ principle?

Planning for the right level of assurance at the right time

Considering the positive and negative impacts of every decision

Keeping the design of the target operating model up-to-date

Changing the capabilities to be delivered in a tranche, based on new information

Q50. Which is a characteristic of a programme?

It manages the planning, monitoring and control of projects

It co-ordinates, directs and oversees the implementation of a set of related projects and activities

It delivers one or more outputs in accordance with an agreed business case

It defines an organization’s approach to achieving its corporate objectives in a given area of business

Q51. Which describes the ‘plan’ phase of the Plan-Do-Check-Act cycle?

It includes steps such as prioritizing an issue or risk

It understands the current programme environment

It validates results and identifies any further actions required

It applies revised actions to reflect changing priorities

Q52. Which is NOT a reason for Managing the Tranches?

To implement the Risk Management Strategy

To coordinate and manage project delivery

To maintain focus on stable operations

To maintain information and asset integrity

Q53. Which is a purpose of the vision statement?

To describe the attributes and interdependences involved in delivering an operational improvement

To describe the detailed future state of the investing organization(s) after the programme has finished

To define how the vision, benefits and target operating model will be defined and approved

To describe a clear picture of the future state in a way that engages and motivates stakeholders

Q54. Identify the missing word in the following sentence:
Stakeholder engagement is defined as a way of exercising influence and achieving positive [?] through effective management of relationships.

responses

outcomes

benefits

engagements

Q55. Which TWO are objectives of the ‘deliver the capabilities’ process?
To ensure benefits start to be realized and measured.
To ensure corrective action is taken where necessary.
To ensure programme progress is monitored and reported.
To ensure controls are put in place to ensure benefit realization continues in BAU.

1 and 2

2 and 3

3 and 4

1 and 4

Q56. Under which heading in the POTI model should the current performance level of an operational area be recorded?

Process

Organization

Technology

Information

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