PeopleCert MSP-Practitioner MSP Practitioner, 5th edition Exam Exam Practice Test

Statement

Document

It is assumed that the Utility Oversight regulator will not introduce a policy that caps prices to reduce the overall profitability of the programme

Business case

For each option considered, an estimate of the initial cost of operation was calculated

Programme brief

10-15% increase in gas and electricity customers; assuming that market research analysis is indicative of future performance

Financial plan

Strategic assumptions that underpin the financial viability of the investment belong in the Business Case. High-level options analysis and initial costings are features of the Programme Brief developed during 'Identify the Programme'. Specific growth targets and their financial impact are managed within the Financial Plan

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Risk Theme in MSP 5th Edition requires that all identified risks (both threats and opportunities) are assigned to an appropriate owner. A Risk Owner is someone who has the authority and resources to manage the risk and who is accountable for ensuring that the chosen response is implemented effectively. The seniority of the risk owner should be proportional to the level of risk exposure.

In this scenario, the risk—potential technological obsolescence or the opportunity for better technology—is categorized as high probability and high impact. This represents a significant exposure for the programme. Option A is the correct answer because MSP guidance states that high-priority risks that could fundamentally affect the programme's technical strategy or benefit realization should be owned by senior leaders. The Chief Technology Officer (CTO) is the ideal owner because they have the strategic oversight and technical authority to manage a risk related to "next-generation" smart meters. Appointing a senior executive ensures that the risk receives the necessary attention at the Programme Board level and that the phased roll-out strategy is technically sound and aligned with the organization's long-term technology roadmap. This demonstrates a mature application of risk management where accountability is placed at the level where the most impact can be made.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

In MSP 5th Edition, the Organization Theme defines the roles and responsibilities required to direct, manage, and deliver the programme. The most critical role is the Senior Responsible Owner (SRO). The SRO is ultimately accountable for the programme’s success and must be a senior individual with the authority to ensure the programme meets its objectives and delivers the projected benefits.

The appointment of a Chief Finance Officer (CFO) as the SRO is highly appropriate because the SRO must "own" the Business Case. Since the primary drivers of the Smart Meter Programme are financial (increasing customer numbers and reducing operational costs), the CFO is best positioned to monitor these outcomes. According to MSP, the SRO must provide strategic direction and ensure that the programme remains viable and focused on its benefits. Option A is correct because it highlights the SRO’s responsibility for benefit realization and financial accountability. While technical or industry knowledge (as mentioned in Options C and D) is helpful, the primary requirement for an SRO is the ability to lead the change and be accountable for the investment. The CEO (Option D) is usually part of the Sponsoring Group to whom the SRO reports, rather than being the SRO themselves, to maintain a layer of objective oversight.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Knowledge Theme in MSP 5th Edition is focused on the effective use of information to support the transformation. A major component of this theme is Stakeholder Engagement and the communication of information to ensure that the business is prepared for change. The Knowledge theme emphasizes that knowledge is not just about data; it is about the "flow" of information between the programme and those affected by it.

In this scenario, the weekly meetings are a mechanism for two-way communication. They serve to provide information (updates on progress) and to capture knowledge (understanding staff concerns). Option D is the correct answer because this activity is part of the programme’s approach to managing knowledge and ensuring that the human element of the transformation is handled effectively. By documenting this in the Stakeholder Engagement Approach or a similar control document during the planning phase, the programme is ensuring that it has a structured way to share explicit knowledge and capture tacit feedback from the operational front line. This is essential for maintaining morale, identifying potential issues early, and ensuring that the "knowledge" of the business's readiness for change is fed back into the programme's decision-making processes.

The Issue Register is a Management document, which captures, categorizes, and tracks issues arising during programme delivery. Management documents guide day-to-day operational activities, providing information and control mechanisms necessary for managing programme progress and risks.

According to the MSP Practitioner, “All plans, issue register and Risk register are management documents.” The Programme Brief and Programme Mandate are boundary documents that set scope and governance parameters, while the Project Dossier is used to manage individual projects.

The Issue Register supports decision-making and issue resolution, helping maintain programme momentum and ensuring emerging problems are effectively addressed and escalated as required.

Training, moving, and supporting operational units fall under business change and transition costs. These costs are related to the activities required to move from the current state to the future state, including training staff and supporting new operations. The MSP Practitioner clarifies: “Training and moving an operational unit is related to transition,” distinguishing these from capital costs (assets) and programme management costs.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Knowledge Theme in MSP 5th Edition covers the management of information, including how it is communicated to stakeholders to support the transformation. A core element of this theme is Stakeholder Engagement, which requires a structured approach to informing, involving, and influencing those affected by the programme's outcomes.

In the scenario described, the activity of making "internal and external announcements" to inform staff and customers about new contact details is a fundamental part of the programme's communication strategy. Option B is the correct answer because the Knowledge theme ensures that the right information reaches the right people at the right time. In MSP 5th Edition, communication is not just about broadcasting; it is about ensuring that the information provided (the new contact details) enables the successful adoption of the new capability (the rationalized call centre). Without this flow of knowledge, customers would be unable to access the service, and the benefit of "longer opening hours" would not be realized. This activity is a practical application of the theme's focus on information management and stakeholder communication to bridge the gap between delivering a technical capability and achieving a successful business outcome.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

In MSP 5th Edition, a Risk is defined as an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. The Risk Register is used to capture these uncertainties. It is vital to distinguish between a "risk" (uncertainty about the future) and an "issue" (something that has already happened or a current fact).

Option C represents a classic programme risk: there is uncertainty regarding the training requirements for a future project, which creates a potential threat to the timeline of Tranche 3. This uncertainty needs to be managed, analyzed, and mitigated, making it a perfect entry for the risk register.

Option A describes a planned outcome or benefit.

Option B describes the current "as-is" state (a fact).

Option D describes a project-level issue (staff sickness and delay) that the project manager expects to resolve. While it could be escalated, the inherent uncertainty regarding the future impact on Tranche 3 in Option C is a more fundamental programme-level risk that must be recorded and tracked.

Approval to proceed at this stage authorizes work on all projects within the first tranche of the programme. The MSP Practitioner explains: "Approval to proceed is for first tranche, at end of that tranche, Go/No Go decision will be taken for next tranche," meaning that the programme is phased with controlled progression through tranches rather than approval for the entire programme upfront.

All three—Governance, Boundary, and Management—are defined as Information Baselines in MSP. An Information Baseline refers to essential information repositories and frameworks that support programme control and management.

The MSP Practitioner states: “All are defined information baselines,” meaning that governance baselines set controls and accountability, boundary baselines define scope and limits, and management baselines cover operational details such as risks and issues.

Together, these baselines form a comprehensive information foundation, enabling effective oversight, coordination, and decision-making throughout the programme lifecycle.

Understanding and maintaining these baselines ensures transparency, consistency, and effective control over complex transformational programmes.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The principle 'Realize measurable benefits' is at the heart of MSP. It posits that the only justification for a programme is the delivery of measurable improvements (benefits) that contribute to strategic objectives. This principle is not just about the end state; it involves the continuous management and assurance of benefits throughout the transformational flow. This includes identifying risks to benefits and implementing controls to mitigate those risks.

In this scenario, the potential for rework due to dependencies between tranches represents a significant risk to the timely realization of benefits (the increase in customers). The programme manager's implementation of "independent monitoring" is a form of Benefit Assurance. Option D is the correct answer because MSP 5th Edition explicitly states that monitoring and assuring risks to benefits are vital for informed decision-making. By setting up this warning system, the programme manager ensures that the SRO and Programme Board have the data needed to intervene before the delay occurs. This proactive approach ensures that the focus remains on the "realization" aspect of the principle. While "Align with priorities" (Options A and B) is relevant to the programme's overall direction, the specific act of monitoring a dependency that directly impacts the timing and success of benefit delivery is a primary application of the 'Realize measurable benefits' principle.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

MSP 5th Edition advocates for the use of different delivery life cycles depending on the nature of the work. While some projects are best suited to a "linear" (waterfall) approach, others benefit from incremental or continual improvement (agile) approaches. Continual improvement is particularly effective when the outcome can be delivered in stages, allowing for feedback and refinement at each step.

Option D is the correct answer because the physical rollout of smart meters is a repetitive process that provides numerous opportunities for learning. By "installing new water meters gradually," the programme can apply lessons learned from the first set of installations to the next, improving efficiency, customer communication, and technical reliability as the rollout progresses. This is the essence of the Plan-Do-Check-Act (PDCA) cycle within the transformational flow.

Option A (legal/contractual) usually requires a discrete, linear completion.

Option B (IT systems) often requires complex integration that might be incremental but is less about "continual improvement" of a repetitive rollout.

Option C is a R&D/product development activity.

Option D represents the best fit for an iterative, learning-based approach where the pace and quality of delivery are refined based on real-world operational feedback.

The POTI (Projects, Operations, Teams, and Infrastructure) model is part of the Blueprint governance theme. It defines the high-level scope and structure of the blueprint, outlining how projects, operational activities, teams, and infrastructure work together to deliver transformation.

The MSP Practitioner confirms: “POTI model defines scope blueprint,” situating it firmly within the Blueprint theme that describes the future state and the means to achieve it.

Understanding POTI helps in mapping and managing the components necessary for successful delivery of programme benefits within the defined future organizational state.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

In MSP 5th Edition, the Programme Strategy is a high-level document that outlines how the programme will be directed and managed. One of its vital components is the Design Approach. This section defines how the programme will design its future state, which includes the development of the Vision Statement and the Target Operating Model (TOM). The design approach specifies the methods, tools, and consultative processes (such as workshops) that will be used to ensure the design is robust and meets the strategic objectives.

The statement regarding the facilitated workshop for developing and testing the vision statement is a procedural detail of the "design" phase of the programme. Option C is correct because the vision statement is the cornerstone of the programme's design; it describes the "post-transformation" world. Therefore, the methodology for creating it—including who is involved (senior officers) and who approves it (CEO)—belongs in the Design Approach. While this involves stakeholders (Option B) and decisions (Option D), those are broader themes. The specific activity of forming the vision is a design activity. The Design Approach ensures that there is a structured way to move from the initial mandate to a clear, agreed-upon vision that guides all subsequent tranches and projects.

A Vision Statement is a succinct and compelling description of the desirable future state that the programme aims to achieve. It serves to inspire and align stakeholders around the intended outcomes and benefits. The MSP Practitioner outlines key characteristics of a Vision Statement, including that it must describe a desirable future and be concise to ensure clarity and focus.

Key benefits are often implicit within the Vision, providing a motivational overview without delving into detailed measurement or timelines.

However, the Vision Statement is NOT normally time-dependent. Time frames and milestones are introduced later in the programme planning stages, such as in the Business Case or Programme Plan. The MSP Practitioner explains: “Vision statement does not include time frames until programme is time bound in nature,” which means the Vision is more about 'what' will be achieved rather than 'when.'

This approach allows the Vision to remain stable even if timeframes or specific project plans evolve. The focus remains on the transformational goal, providing a constant reference point as the programme adapts to challenges and changes.

Therefore, including time-dependence in the Vision Statement could unnecessarily constrain the programme’s strategic focus or create misalignment if schedules shift.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Organization Theme in MSP 5th Edition is concerned with defining the governance structure, roles, and responsibilities necessary for the programme to succeed. This includes not just the core programme team (SRO, Programme Manager, BCM), but also how the programme interacts with functional departments and operational managers who will be affected by the change.

In this scenario, the decision to include the Call Centre Manager and the CEngO in future planning meetings is a direct application of the Organization theme. Option A is correct because this action identifies the key individuals needed to provide leadership and operational insight within the programme's governance framework. By including these roles early in the 'Identify the programme' and 'Design the outcomes' phases, the programme manager ensures that the "right people" are involved in shaping the future state. This facilitates better stakeholder engagement and ensures that the design is grounded in operational reality. While their input will certainly affect the "Design" (Option B), the act of defining who is involved in the meetings and clarifying their role in the programme's decision-making structure is an organizational activity. Proper organization ensures that there is clear accountability and that the necessary expertise is embedded within the programme's management team from the outset.

Action

Role

Provide expertise in UU's programme scheduling software

Programme office lead

Develop the process for procuring external trainers

Programme manager

Approve the process for assigning internal staff to the programme

Senior responsible owner

The Programme Office provides the technical "best practice" and tool expertise (scheduling software). The Programme Manager designs the management processes for delivery (procurement). The SRO approves the overarching governance and resource allocation rules.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Knowledge Theme in MSP 5th Edition emphasizes the importance of managing information effectively to support decision-making and delivery. Information management ensures that data is reliable, accessible, and accurate. When a project team is dealing with "outdated" documentation that fails to reflect "current processes," the fundamental failure lies in the tracking of changes and the identification of the most recent authorized state of the information.

Option D, Version Control, is the specific aspect of information management designed to address this issue. Version control involves identifying different iterations of a document and ensuring that users are working with the correct, most up-to-date version. In a complex programme like UU’s, where processes are evolving across multiple projects and tranches, robust version control is essential to prevent rework and ensure that training materials (and other outputs) are aligned with the actual capabilities being delivered. While Integrity (Option B) is about the accuracy of the data itself, version control is the mechanism that manages the lifecycle of that data and prevents the use of obsolete information. Effective version control ensures that the "current processes" being developed are captured in a way that is visible and verifiable for all dependent projects, such as the Training Project.

Basic governance arrangements, including programme controls, are established during the 'Identifying the Programme' phase. These initial controls set the foundation for how the programme will be governed, including accountability structures, reporting lines, and approval mechanisms.

The MSP Practitioner states: “Basic governance arrangements to be used in Defining a programme are prepared in identifying a programme,” emphasizing the importance of establishing governance early to guide subsequent programme phases effectively.

Establishing these controls upfront ensures clarity, reduces ambiguity, and provides a framework within which the programme can operate with discipline and alignment to strategic goals.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

In MSP 5th Edition, the Decisions Theme requires that all significant choices regarding the programme’s direction be made based on a structured analysis of options. This is particularly crucial during the 'Design the outcomes' process, where the Target Operating Model and technical solutions are defined. The framework dictates that for any major decision, the programme team must provide the decision-makers (usually the SRO or Programme Board) with a range of choices to ensure that the best balance of cost, risk, and benefit is achieved.

Option D is the correct answer because MSP 5th Edition explicitly states that an options analysis should typically include:

A "do-nothing" option: This provides a baseline to understand the impact of not proceeding or not changing the current path.

At least two other viable options: This ensures that the board is not "cornered" into a single recommendation (as seen in the scenario) but can weigh different trade-offs.

By only presenting the imported meter option, the R&D team is not allowing the SRO to evaluate whether internal development (despite being slower) might mitigate the security risks mentioned. Presenting multiple options is a safeguard against "groupthink" and ensures that the final decision is robust, well-justified, and aligned with the organization's risk appetite. Providing only one recommendation violates the transparency and rigor required by the MSP Decisions theme.

Good budgeting and resource allocation are typically the responsibilities of the Programme Manager or Project Managers, not senior leadership. Senior leadership focuses on strategic and cultural aspects such as vision creation and empowered decision-making. The MSP Practitioner clarifies, "Good budgeting and resource allocation skills ... is done by programme manager/project managers," distinguishing operational financial management from senior leadership duties.

All the listed groups are valid stakeholders in a city-building programme. MSP recognizes that stakeholders can be diverse, including internal groups like employees, external political leadership, and the wider community such as potential residents.

The MSP Practitioner notes: “All are valid stakeholders in programme,” emphasizing the importance of identifying and engaging a broad spectrum of stakeholders to ensure programme success.

Inclusive stakeholder management supports better decision-making, risk mitigation, and benefits realization by addressing varied needs and expectations across the stakeholder landscape.

The Programme Manager holds responsibility for ensuring that individual projects align with the overarching programme objectives during capability delivery. This role coordinates the interdependencies, monitors progress, and manages risks to ensure projects collectively deliver the intended outcomes.

The MSP Practitioner notes: “Programme manager is responsible for all tasks in delivering the capability. This is a continual activity throughout the programme.” This alignment ensures that outputs contribute directly to the transformational goals and benefit realization plan, avoiding scope creep or misaligned efforts.

While the Senior Responsible Owner (SRO) provides strategic accountability and the Business Change Manager (BCM) focuses on benefits realization, the Programme Manager operationalizes these objectives through effective project oversight and control.

The Programme Office supports through administrative and coordination activities but does not have direct accountability for strategic alignment of projects.

Maintaining this alignment is critical for delivering business value and achieving programme success in complex transformational environments.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The 'Deploy diverse skills' principle in MSP 5th Edition emphasizes that programme management requires a specific set of capabilities that are different from project management or business-as-usual (BAU). This principle states that a programme must have access to the right people, with the right skills, at the right time. This often involves a blend of internal staff who understand the organizational culture and external experts who bring specialized knowledge or "best-in-class" technical skills that may not exist within the organization.

The SRO’s decision to use only internal staff purely to minimize costs, despite evidence that external experts would provide a higher quality solution and better adoption, is a violation of this principle. Option D is correct because MSP specifically guides that the focus should be on achieving the outcomes of benefit. If the lack of specialized skills leads to a lower quality solution or poor adoption, the programme's benefits are at risk. The principle of 'deploying diverse skills' encourages looking beyond cost to ensure the capability delivered is fit for purpose. While building internal skills (Option B) is a secondary benefit of programmes, it should not come at the expense of the programme's ability to successfully deliver its primary transformational objectives. The SRO's role is to ensure the programme is set up for success, which includes securing the necessary expertise to realize the vision.

Capital costs are the costs of fixed assets and other tangible assets that are required for the programme. The MSP Practitioner states: “Cost of fixed assets and other assets that are found under 'Technology' head in blueprint is called Capital cost.” This typically includes equipment, buildings, and infrastructure necessary for the programme outputs.

Programme Management is defined as “the action of carrying out the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realize benefits of strategic importance to business.” This definition emphasizes the coordinated approach to managing multiple related projects and transformation activities together, rather than in isolation, to ensure strategic objectives are met and benefits are realized. It distinguishes programme management from project management, which focuses on individual projects, and portfolio management, which handles selection and prioritization rather than delivery.

The Sponsoring Group, not the SRO, is accountable for confirming the Programme Mandate. The MSP Practitioner clearly states: "The Sponsoring Group is accountable for confirming the mandate," which means the SRO oversees delivery but does not hold responsibility for initial mandate confirmation. Meanwhile, the Programme Manager has ownership of the Vision Statement and Blueprint, aligning with delivery responsibilities.

One of the key outputs of the 'Defining the Programme' process is establishing the Governance Baseline. This baseline sets out the governance framework, including roles, responsibilities, controls, and decision-making structures that will apply throughout the programme lifecycle. Defining the governance baseline early ensures clear accountability and oversight, which is vital for managing complexity and risk in transformational change.

The MSP Practitioner explains that during 'Defining the Programme,' “Governance is baselined” to create a robust foundation for programme control. This process involves formalizing the authority of the Senior Responsible Owner (SRO), the programme board, and other governance roles, ensuring they are empowered to manage and oversee programme activities effectively. It also includes establishing reporting lines, approval mechanisms, and quality assurance controls to maintain programme integrity.

Without a clearly defined governance baseline, programmes risk poor decision-making, ambiguity in responsibility, and inconsistent oversight, which can lead to scope creep, misalignment with strategic goals, and failure to realize benefits. The governance baseline serves as a reference point against which programme performance and compliance can be measured, enabling corrective action when deviations occur.

In summary, the Governance Baseline is a critical control output that defines how the programme will be directed and controlled, safeguarding successful delivery and alignment with corporate strategy throughout the programme’s life.

The statement that “Programme control defines reporting mechanism” is not true. While programme control encompasses refining delivery, managing ambiguity, and justifying programme continuation, defining the reporting mechanism is typically a management or communication function rather than a control function.

The MSP Practitioner clarifies: “Programme control deals with improving delivery, reducing ambiguity & bringing certainty and justifies continuance of programme,” focusing on the governance and decision-making controls rather than specific reporting structures.

Effective programme control ensures programmes remain viable and aligned with strategic objectives through structured oversight and governance processes.

In MSP, threats are negative risks that could impact the programme adversely. Valid responses to threats include Avoiding, Accepting, or Reducing the risk to mitigate potential harm. However, “Enhance” is not a valid response for a threat because it implies increasing the likelihood or impact, which is contrary to risk management objectives.

The MSP Practitioner states: “Threats should be minimized not enhanced,” reinforcing the principle that risk responses should focus on reducing negative effects or avoiding risks altogether. Accepting a risk might be chosen when mitigation is impractical or cost-prohibitive but still requires monitoring.

Understanding and applying appropriate risk responses is vital to effective programme risk management and maintaining control over uncertainties that could derail delivery.

The progression of stakeholder engagement levels, as a stakeholder’s influence increases, follows the sequence: “Keep informed, maintain interest, active consultation.” This reflects a growing degree of interaction and involvement.

Initially, stakeholders should be kept informed to maintain awareness. As their influence or importance increases, programmes must maintain their interest by involving them more proactively. Finally, for highly influential stakeholders, active consultation is required to ensure their views are heard, concerns addressed, and their support secured.

The MSP Practitioner explains: “This option signifies increasing interaction with stakeholder,” emphasizing that engagement strategies must be tailored according to stakeholder influence and interest to maximize positive impact and minimize resistance.

This graduated approach ensures resource-effective stakeholder management, helping to build trust and alignment throughout the programme lifecycle.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Decisions Theme in MSP 5th Edition defines how a programme maintains its integrity and remains aligned with strategic objectives through effective governance. A core part of this theme is the Decision-making Approach, which is a section within the Programme Strategy. This document outlines the levels of authority, the "delegation of power," and the escalation routes for issues and decisions that exceed the programme board's tolerance levels.

In this scenario, the workforce dissatisfaction is a significant issue that could derail the programme's benefits. The Programme Board needs to know if they have the authority to implement their proposals or if the strategic impact requires approval from the Sponsoring Group. Option C is the correct answer because the Decision-making Approach specifies the criteria for escalation. It answers the question: "Who has the authority to make this specific choice?" While the Issue Resolution Approach (Option A) tells you how to handle an issue, the Decision-making Approach tells you at what level the final call must be made. Consulting this document ensures that the programme respects the boundaries between operational management (the Board) and strategic ownership (the Sponsoring Group), thereby maintaining proper governance and accountability as defined in the MSP framework.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Design Theme in MSP 5th Edition is not limited to the technical architecture of the solution; it also encompasses the design of the delivery approach and the path to the future state. According to the MSP 5th Edition guidance, during the 'Design the outcomes' process, the programme must determine the most effective lifecycle for its constituent projects and workstreams. This involves deciding whether a linear, iterative (agile), or hybrid approach is most suitable for the nature of the change.

In this scenario, UU's decision to trial an agile approach is a fundamental design choice. Option D is the correct answer because the Design Theme is responsible for defining how the programme will transition from the current state to the target operating model. By choosing an iterative approach, the programme is "designing" the work to allow for rapid feedback, flexibility, and incremental value delivery. While this decision involves a "choice" (Option B), the MSP framework specifically categorizes the selection of delivery methodologies and lifecycles under the Design Theme because it shapes the entire strategy for how the outcomes will be realized. This alignment ensures that the delivery method matches the complexity and uncertainty of the programme's objectives, which is a key requirement of the Design Theme's focus on creating a viable and effective blueprint for transformation.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The 'Close the programme' process involves the orderly decommissioning of the programme's infrastructure, including its people, assets, and technology. While the SRO is accountable for the closure, the Programme Manager is the role responsible for the practical execution of these activities.

Option C is correct because the Programme Manager’s remit includes the "management of the programme team" and the "decommissioning of the programme's organization." Managing the transfer of internal staff back into Business As Usual (BAU) roles is a management task that requires coordination with HR and functional line managers. The Programme Manager must ensure that staff are released in a way that doesn't leave the programme with "resource gaps" during the final administrative wrap-up, while also ensuring the organization reabsorbs its talent effectively. This falls under the Programme Manager’s responsibility for the Organization Theme, specifically the aspect of managing the programme's human resources throughout the lifecycle, from the initial "Plan progressive delivery" through to final closure. The BCM (Option D) focuses on the embedding of benefits in the business, not the management of the programme's internal delivery team.

Programmes aimed at political and societal change face lower success probability when outcomes are vague or have long-term horizons that are difficult to define and measure. The MSP Practitioner explains: “Vaguely defined outcomes decrease probability of success.” Long-term societal effects are often uncertain and harder to control, thus reducing the clarity needed for successful programme management and delivery.

Designing the Projects Dossier is a key activity in the 'Defining a Programme' process. The Projects Dossier is a comprehensive document that defines all the projects within the programme, detailing their scope, objectives, interdependencies, and delivery approach.

The MSP Practitioner states: “Only project dossier is created in defining programme from available options,” emphasizing that managing transition, producing the Programme Brief, and aligning projects with benefits realization occur in later programme stages.

Developing a well-structured Projects Dossier is critical for effective programme planning, control, and coordination of project delivery to achieve overall programme benefits.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Plan-Do-Check-Act (PDCA) cycle is applied throughout MSP to ensure continuous improvement and effective risk management. In the context of risk management, the 'Plan' phase involves identifying and assessing risks, understanding the current environment, and designing the appropriate responses. It is the analytical stage where the programme team gathers data to understand the scale and proximity of a threat to the programme’s benefits.

In this scenario, the risk is a shift in market preference toward green energy. Option B is the correct activity for the 'Plan' phase because it involves research and analysis. Before a response can be designed (Do), the programme must understand the market trends and the potential impact on the cross-selling benefits. Analyzing how many customers competitors are gaining through green energy provides the evidence base needed to adjust the Business Case or the Benefit Profiles. In contrast, Option D represents the 'Do' phase (implementing a response), Option A represents the 'Check' phase (monitoring results), and Option C is also a 'Check' or 'Act' activity to verify the effectiveness of a response already taken. For the 'Plan' phase, the focus remains on understanding the uncertainty to enable informed decision-making.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The 'Deal with ambiguity' principle in MSP 5th Edition recognizes that programmes operate in evolving environments where not all information is known at the outset. This principle requires programme teams to acknowledge uncertainty and proceed with the best available information, rather than waiting for absolute certainty, which may never come. Ambiguity often stems from external factors, such as potential regulatory changes, which are outside the programme’s direct control but can significantly affect its viability.

In this scenario, the potential for a "fair pricing policy" is a classic example of ambiguity during the 'Identify the programme' process. By including this information in the programme brief, the Programme Manager and SRO are surfacing a critical uncertainty early. Option A is the correct answer because the primary purpose of identifying such ambiguity at this stage is to enable the Sponsoring Group to make an informed "invest/no-invest" decision. The programme brief is designed to provide enough information to justify moving to the more detailed 'Design the programme' stage. If the Sponsoring Group is unaware of this potential impact on benefits, they cannot accurately assess the programme's value or risk profile. Ignoring the ambiguity until a formal risk process is established (Option C) would be a failure of this principle, as MSP encourages proactive transparency regarding what is unknown or uncertain from the very beginning of the transformational flow.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

MSP 5th Edition utilizes the "Three Lines of Defence" model for assurance. The First Line of Defence consists of the management controls, reporting, and supervision that occur within the delivery team itself (e.g., project managers and functional departments). These are the day-to-day mechanisms that ensure the work is being done correctly and that progress is being tracked.

Option B is correct because the weekly report from the engineering department is a primary management control. By providing data on installations, the department allows the Programme Board to monitor progress against the delivery schedule. This is a classic "first-line" activity where those responsible for the work report their status upwards. While the data might influence future decisions (Option C), the act of structured reporting for the purpose of oversight and "checking" progress is an assurance activity. Effective assurance ensures that the board has accurate information to verify that the programme’s outputs (the capability) are being delivered as planned. Without this first-line reporting, higher levels of assurance (like audits or peer reviews) would have no data to validate. Therefore, including operational reporting as part of the assurance approach is an appropriate way to ensure transparency and accountability within the programme structure.