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During which process would you manage the transition from old to new ways of working?

A.

Identify the programme

B.

Design the outcomes

C.

Plan progressive delivery

D.

Embed the outcomes

What is the purpose of programme governance?

A.

To ensure the internal controls to protect assets, earning capacity, and the reputation of the organization

B.

To enable the organization to do the 'right' projects and programmes, and to do them 'correctly'

C.

To control the work, ensuring transparency and creation of value by the programme

D.

To recognize uncertainty and a diverse range of risk types within a programme

Which contributes MOST to achieving the ‘collaborate across boundaries’ principle?

A.

Adopting a risk‑based approach to assurance that focuses resources to bring greater certainty

B.

Supporting stakeholders in accessing the knowledge and information they need to do their work

C.

Planning delivery of capabilities to deliver the outcomes of benefit at the pace required by the business case

D.

Ensuring that decision‑making approaches work effectively across multi‑organizational governance

Which action MOST LIKELY implements the share risk response?

A.

Producing a plan in case the situation changes

B.

Changing the way future work is planned

C.

Collaborating with suppliers on risk management activities

D.

Mitigating the impact or likelihood of a threat

Which is a purpose of the dependency network diagram?

A.

To show how a programme depends on a specific risk impact occurring

B.

To show how dependent the programme is on the support from a specific stakeholder

C.

To show how the start of transition depends on the completion of several project outputs

D.

To show what reports the programme will depend on to make key decisions

Which activity contributes MOST to achieving the ‘bring pace and value’ principle?

A.

Ensuring the right capabilities and resources are developed across the organization

B.

Defining the risk appetite and supporting evidence-based decision-making

C.

Maintaining a compelling vision and design of the target operating model

D.

Supporting the programme in learning lessons and continual improvement to deliver the work at the right time

Which role/group is responsible for implementing the programme strategy?

A.

Programme office

B.

Programme board

C.

Programme manager

D.

Business change manager

Which BEST describes the ‘deal with ambiguity’ principle?

A.

It drives the design and delivery of coherent organizational capabilities

B.

It focuses on the timing of the work aligned with other key events

C.

It reinforces the need for the programme's vision to be clear

D.

It embraces the volatile, uncertain and complex nature of programmes

Which process focuses on the need to ensure business stability when transitioning from old to new ways of working?

A.

Identify the programme

B.

Close the programme

C.

Embed the outcomes

D.

Evaluate new information

How does the ‘Organisation’ theme apply the ‘Lead with purpose’ principle?

A.

By establishing governance that empowers decision-making as close to the day-to-day work as possible

B.

By ensuring that the organizational capabilities and resource capacity are available when needed

C.

By providing the opportunities and tools for stakeholders to interact regularly

D.

By making the purpose of the programme cleartostakeholders to gain their commitment