Programme

Data migration is an important part of a technology programme. In exams, check both data and process in digital programmes.

Without success indicators, correct evaluation of results becomes difficult. In exams, link programmes with measurable indicators.

Customer testing indicates product acceptability. In exams, consider feedback and testing important in product programmes.

Adding tasks without approval can disturb programme scope. In exams, connect scope change with formal approval.

A dependency map shows which task should happen first. In exams, check activity dependency in complex programmes.

Timely information builds trust in change programmes. In exams, connect restructuring with communication and human behaviour.

The direct answer is Option B: quality impact must also be included in evaluation. A programme with cost, time and quality targets is successful only when these important dimensions are considered together. Step by step, reducing cost may appear beneficial, but if the reduction causes defective output, customer dissatisfaction or rework, the programme has created a new loss. The manager must therefore compare actual cost, completion time and quality with all three standards, and judge the overall result rather than one figure alone. Option B is correct. Option A is wrong because low cost alone cannot prove complete success. Option C is wrong because time remains an important target even when cost changes. Option D is wrong because resource planning is still necessary to balance cost, time and quality. Exam cue: economy is useful only when it does not destroy required quality or timely performance.

An expenditure estimate in amount is a budget, not a programme. In exams, distinguish number-based plans from programmes.

Target group needs make a programme useful. In exams, remember needs assessment in programme design.

A pilot programme tests major risk first on a small scale. In exams, remember pilot approach for new systems.

Programme activities should directly connect with the objective. In exams, check activity-objective fit.

In long-term programmes, real benefits appear later. In exams, distinguish completion from benefits realisation.

In multi-party programmes, governance roles reduce confusion. In exams, check governance structure in complex programmes.

A compliance programme needs verification along with training. In exams, connect compliance programmes with monitoring.

A programme should be judged by indicators that match its real objective. Attendance tells us how many people came or participated, but it does not by itself show whether they learned a skill or improved their performance. Thus, the weakness is not related to production estimates, rules, or budget approval. It is a measurement problem: the selected indicator records participation rather than the intended result.

If the stated objective is skill improvement, suitable evidence could include a practical test, demonstration, quality of work, or comparison of skills before and after training. Counting attendance may be useful as an input or activity indicator, but it cannot replace an outcome indicator. Therefore, option B, wrong outcome indicator, is correct because the measure does not correspond to the programme's desired outcome.

Resource levelling handles resource conflict. In exams, treat scarce expert or machine conflict as a scheduling issue.

The direct answer is A: scope control and change approval are needed. Programme scope means the work and outputs included in the programme. When extra work is added without checking or approval, scope creep occurs. It can consume more staff, money, and time, and can distract the team from the original objective. Option A is correct because a defined scope, a process for requesting changes, an impact review, and authorised approval help decide whether an addition is necessary and feasible. Option B is wrong because counting cash alone cannot control unapproved work, time, or deliverables. Option C is wrong because an employee leave list may support staffing administration but does not approve changes in programme scope. Option D is wrong because wall decoration has no control function in this situation. The reasoning chain is: unauthorised additions, larger scope, pressure on time and cost, need for change control and approval. A manager should record the request, examine its effect on objectives, resources, schedule, and cost, and then approve, reject, or defer it. Exam cue: uncontrolled scope growth is scope creep; the remedy is scope and change control.

An irrelevant programme can waste resources. In exams, check relevance and benefit in continuation decisions.

Assigning risk owners clarifies responsibility for action. In exams, check responsibility along with risk register.

Some activities depend on prerequisites like permission. In exams, include prerequisites in sequencing.

Strategy gives broad competitive direction, while programme gives activities. In exams, keep direction and action plan separate.

Programmes involving data need consent and privacy safeguards. In exams, connect data handling with compliance.

Milestones alone are not enough, outcomes and stakeholder impact also matter. In exams, do balanced programme evaluation.

Removing quality checks may increase later costs. In exams, check hidden effects of cost saving.

Before a new system, people, process and technology readiness should be checked. In exams, connect readiness assessment with change programmes.