Programme Scenario The Training Programme. (Note: The companies and people within the scenario are fictional). Background

Transcription

1 Programme Scenario The Training Programme (Note: The companies and people within the scenario are fictional). ackground uyitall is a national retailer with 385 shops 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 shops 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. Scenario continues on the next page

2 Scenario continued 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 third-party supplier. The centre in Southtown will be sold to realize its capital, which is anticipated to be around 75 million. 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. 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 oard have been appointed. usiness hange Team, including appropriate usiness hange 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. Scenario continues on the next page

3 Scenario continued Stakeholders ll of the members of the orporate oard (irectors) of the company support the changes. See Figure 1 for uyitall's organization structure. The hief 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 22.5 million over the next 12 to 18 months. The hief Executive Officer (EO) and the irectors 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 ssociation feels there should be a salary increase for its members. This increase could cost up to 3 million 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 nnual 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. 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. Scenario continues on the next page

4 Scenario continued 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). Scenario continues on the next page

5 Scenario continued 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. 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. Scenario continues on the next page

6 Scenario continued Project 7 (Lease or uy Four entres) Objectives: 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) Objectives: 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 entre workstream. This is to assist with the management of the programme. The workstream consists of Project 6, 7 and 8. The capability for Tranche 1 is expected to be delivered at the end of month nine with: The Southtown centre sold Southtown staff redeployed to other centres or transferred to the outsourcing company Specialized training outsourced Temporary training centre established. Scenario continues on the next page

7 Scenario continued 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. Scenario continues on the next page

8 continued Timescales Month 0 Month 6 Month 12 Month 18 Month 24 Month 30 Month 36 Project 1 (Sell Southtown) Project 2 (Outsource Specialized Training) Project 3 (Training esign) Stage 1: Review Prospectus Stage 2: Update Material Project 4 (New Training Methods) Project 5 (New Working Practices) Project 6 (Temporary Training entre) Training entre Workstream Project 7 (Lease or uy Four entres) Project 8 (Lease or uy Five entres) Scenario continues on the next page

9 continued Figure 1: Extract from uyitall Organization Structure uyitall orporate oard hief Executive Officer (EO) hief Financial Officer Facilities irector Human Resources (HR) Purchasing irector irector Finance Manager Facilities ompliance Manager Training Manager Southtown Training Manager Northtown Training Manager Non-uyitall Roles hief Executive Officer of Independent onsultant End of Scenario

10 Question 2: Organization and Programme Office - dditional Information uyitall Personnel List hief Executive Officer (EO) of uyitall hief Financial Officer 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 oards. 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 irector. Reviews compliance with uyitall's property management strategy, including compliance with health, safety, and environmental policies. Reports to the hief 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 entre 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 irector. 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.

11 Question Number 2 Syllabus rea Organization and Programme Office Syllabus rea Question Number Part Marks Organization and Programme Office 2 4 nswer the following questions. Each question includes only true statements about the programme, but only 2 statements are appropriate when considering the appointment of the specified role. Remember to select 2 answers to 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 epartment. The shop managers will have new responsibilities to develop their staff, which may increase their workload. 2 Which are the 2 MOST relevant factors when appointing Ms to the programme? E n Independent onsultant is available and has a number of qualifications in project and programme management. The Southtown Training entre Manager will be available to work on the programme on a full-time basis. The Facilities ompliance Manager reviews compliance with uyitall's property management strategy. The Northtown Training entre Manager is very familiar with uyitall's training methods and operational procedures. The Facilities irector 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 irector has the ability to describe a clear picture of the new training culture. The Southtown Training entre Manager is enthusiastic about the programme. The Northtown Training entre Manager's training and management experience and ability to persuade senior managers is well respected in the company. Question continues on the next page

12 Question continued 4 Which 2 risks would be MOST relevant when considering whether to appoint a esign uthority 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.

13 Syllabus rea Question Number Part Marks Organization and Programme Office 2 2 Using the additional information provided for this question in the Scenario ooklet, answer the following questions. 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 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 irector, because the HR irector is the accountable manager in the business area most affected by the proposed changes. The HR irector, because business stability should be monitored to ensure it stays within acceptable levels. The Facilities irector, because project management experience is an important element in running the programme. The Facilities irector, because the SRO should provide clear leadership during the life of the programme.

14 Syllabus rea Question Number Part Marks Organization and Programme Office 2 4 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 ompliance 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 entre Manager, because strong technical knowledge of the products being developed by a programme is a key attribute of a Programme Manager. The Independent onsultant, 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 enefits Realization Plan. The Southtown Training entre 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 entre Manager, because a M should be drawn from the relevant business area. 3 Who should be a member of the Programme oard for the programme? The hief Financial Officer, because the Programme oard is responsible for resolving strategic and directional issues between projects. The hief Financial Officer, because the Programme oard should include a representative of corporate functions, such as finance. The Northtown Training entre Manager, because the Programme oard should include the Project Executives of the projects in the programme. The Northtown Training entre Manager, because the Programme oard may be formed early in efining a Programme. 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 irector, because the Sponsoring Group should facilitate the appointment of individuals to the project delivery teams. The Facilities irector, because the Sponsoring Group should include those responsible for defining the direction of the business.

15 The Practitioner Examination Marking Scheme Note: For Multiple Response (MR) questions, 1 point is scored if and only if all correct options are selected. Otherwise 0 points are scored. Exam Paper: G-LX Question Part Type Response E F G H I 1 (M) L MR R Question Part Type Response E F G H I 2 (OP) MR L L Question Part Type Response E F G H I 3 (L) L MR R

16 appropriate to identify this requirement for pre-transition measurement since each benefit must have a baseline. (Section , 15.7 and ppendix.4.2.2). improvement (Section ). 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. Question: 2, Syllabus: OP, Part:, Type: MR, SyllabusRef: OP0302, Level: 3 1 Incorrect: 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). Incorrect: 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). Incorrect: 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. orrect: Each separate area of the business that is affected by the programme should have its own M or usiness hange Team representation (Section 4.9.2). E orrect: 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 Incorrect: Qualifications in project or programme management are not a key attribute of the M role (Section 4.9.2). Incorrect: 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). Incorrect: 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). orrect: The M should demonstrate a detailed knowledge of the business environment and have direct business experience (Section 4.9.2). E orrect: The M should have change management skills and enough experience to bring order to complex situations (Section 4.9.2). 3 Incorrect: elivering accurate financial reports on business performance is not a key attribute of the Programme Manager (Section 4.8.2). orrect: bility to develop and maintain effective working relationships is a key attribute of the Programme Manager (Section 4.8.2). Incorrect: It is the SRO who has responsibility for creating and communicating the vision for the programme (Section 4.6.1). Incorrect: 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). E orrect: redibility within the programme environment and ability to influence others are key attributes of the Programme Manager (Section 4.8.2). 4 Incorrect: Ensuring that there is no scope conflicts between individually owned benefits is a key element of the enefits Realization Manager role (Section 4.13). orrect: The esign uthority 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).

17 Incorrect: The M role (supported by the usiness hange 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). Incorrect: Procurement expertise can be considered as an additional governance role to ensure compliance to corporate strategies (Section 4.13). E orrect: The esign uthority 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). Question: 2, Syllabus: OP, Part:, Type: L, SyllabusRef: OP0402, Level: 4 1 Incorrect: The hief 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). Incorrect: The hief 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 hief Financial Officer is concerned that uyitall is trying to do too much, too soon, the scenario states that all of the members of the orporate oard support the changes. orrect: The hief 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). Incorrect: The hief 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 hief Financial Officer should be a member (Section 4.5). 2 orrect: The HR irector 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 & 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). Incorrect: The HR irector 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 irector is a very experienced change manager, this is not a reason to select them as the SRO (Section and 4.9.1). Incorrect: The delivery of training centres (facilities) is only an enabler to this programme and therefore the Facilities irector 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). Incorrect: The delivery of training centres (facilities) is only an enabler to this programme and therefore the Facilities irector is not the individual with the most appropriate and required experience and skills to lead and direct the

18 programme (Section 14.4). The SRO leads the programme, providing clear leadership and direction throughout its life (Section 4.6.1). Question: 2, Syllabus: OP, Part:, Type: L, SyllabusRef: OP0402, Level: 4 1 Incorrect: From the additional information, the Facilities ompliance Manager does not appear to have the defined attributes of a Programme Manager including an understanding of the wider objectives of the programme (Section and 4.8.2). Incorrect: 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 and 4.9.2). Incorrect: 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). orrect: The Independent onsultant 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). Incorrect: It is the role of the enefits Realization Manager, not the M, to provide assurance and overview of the enefits Realization Plan (Section 4.13). Incorrect: The Southtown Training entre 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). Incorrect: The Southtown Training entre is being sold so the Southtown Training entre 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 Incorrect: The hief Financial Officer is a member of the orporate oard and it is therefore more appropriate for the hief Financial Officer to sit on the Sponsoring Group in a strategic decision-making capacity. The Programme oard is responsible for resolving strategic and directional issues between projects (Section and 4.5). Incorrect: The hief Financial Officer is a member of the orporate oard and it is therefore more appropriate for the hief Financial Officer to sit on the Sponsoring Group in a strategic decision-making capacity. The Programme oard could include a representative of corporate functions such as finance - for example, the Finance Manager (Section and 4.5). orrect: The Northtown Training entre Manager is Project Executive for three key projects and, therefore, should be a member of the Programme oard because the Programme oard should include (optionally) the Project Executives of the projects in the programme (Section 4.7.2). Incorrect: The Northtown Training entre Manager is Project Executive for three key projects and, therefore, should be a member of the Programme oard but the fact that the Programme oard may be formed early in efining a Programme is not the reason for the appointment (Section 4.7 and 4.7.2). 4 Incorrect: 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).

19 Incorrect: 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 oard may include lead suppliers, but not the Sponsoring Group (Section 4.5 and 4.7.2). Incorrect: It is appropriate for the Facilities irector 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). orrect: It is appropriate for the Facilities irector 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 irector level) (Section 4.5). Question: 3, Syllabus: L, Part:, Type: L, SyllabusRef: L0208, Level: 2 1 Incorrect: The blueprint, benefits maps and the programme plan are designed together, with the emerging business case acting as the moderator (Section 15.6). The lueprint is delivered by the Programme Plan (Figure 8.4), which shows the relative sequencing of all the projects in the Projects ossier. The Projects ossier provides a list of projects required to deliver the lueprint (ppendix.4.5.2). Incorrect: The blueprint, benefits maps and the programme plan are designed together, with the emerging business case acting as the moderator (Section 15.6). The lueprint is delivered by the Programme Plan, which shows the relative sequencing of all the projects in the Projects ossier. The Projects ossier provides a list of projects required to deliver the blueprint (ppendix ). Incorrect: The blueprint, benefits maps and the programme plan are designed together, with the emerging business case acting as the moderator (Section 15.6). The lueprint is delivered by the Programme Plan (Figure 8.4), which shows the relative sequencing of all the projects in the Projects ossier. The Projects ossier provides a list of projects required to deliver the blueprint (ppendix ). orrect: The lueprint is delivered by the Programme Plan (Figure 8.4), which shows the relative sequencing of all the projects in the Projects ossier. The Projects ossier provides a list of projects required to deliver the blueprint (ppendix ). 2 orrect: The lueprint informs the usiness ase and the usiness ase justifies the lueprint (Figure 8.4) - it is important to consider whole-life costs within the usiness ase (Section ). Incorrect: The Programme rief 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). Incorrect: The Risk Management Strategy provides governance controls to deliver the lueprint. The approach to risk management would not be affected by detailed content of the lueprint (ppendix ). Incorrect: 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 and developed into the lueprint (Figure 8.3).