Free MSP-FOUNDATION Practice Test Questions and Answers (2026) | Cert Empire Practice Questions

In the context of Managing Successful Programmes (MSP), knowledge is defined as information combined with experience, context, and interpretation. A significant portion of this knowledge is initially 'tacit', meaning it resides within individuals as experience and intuition. To benefit the wider programme and the organization, this tacit knowledge must be converted into 'explicit' knowledge (e.g., documented lessons, updated plans). This conversion process is not automatic; it requires a deliberate investment of effort through activities like lessons-learned workshops, mentoring, and creating knowledge assets.

A. This statement describes the function of the programme's Business Case and ongoing assurance activities, which provide confidence to stakeholders, rather than defining knowledge itself.

B. This describes a specific delivery methodology, such as Lean, which focuses on process improvement and waste elimination. It is not a definition of knowledge.

D. This is the definition of a 'task' or an 'activity' within a project or programme, which are actions performed to produce an output, not the definition of knowledge.

AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 10.5.2, 'Information and knowledge': This section distinguishes between data, information, and knowledge, and introduces the concepts of tacit and explicit knowledge. It states, "Tacit knowledge is personal, context-specific, and therefore hard to formalize and communicate... Explicit knowledge is codified knowledge that can be transmitted in formal, systematic language." The effort to move from tacit to explicit is a core tenet of knowledge management.

Section 10.5.3, 'Knowledge management': This section explains that knowledge management involves turning "personal information and experience into collective knowledge that can be widely shared". This transformation from personal (tacit) to collective (explicit) inherently requires an investment of effort.

The MSP principle ‘Realize measurable benefits’ is the driving force behind the programme's existence and structure. The ‘Structure’ theme organizes the programme into tranches, which are defined as intermediate landing points. Each tranche is designed to deliver a coherent set of new capabilities and, crucially, a step-change in measurable benefits. This ensures that the improvements delivered by the programme are not just a single event at the end but are realized incrementally and align with these planned intermediate states, confirming the programme remains on track to achieve its vision.

A. Collaborate across boundaries: This principle focuses on effective stakeholder engagement and integration between the programme, projects, and business-as-usual, not on structuring the delivery of benefits.

B. Deploy diverse skills: This principle is concerned with ensuring the programme has the right leadership, teams, and expertise to succeed, rather than how the programme's delivery is structured.

C. Align with priorities: This principle ensures the programme remains aligned with the overall organizational strategy. While related, it is broader than the specific alignment of benefits with internal programme tranches.

AXELOS, "Managing Successful Programmes (MSP), 5th Edition" (2020):

Section 4.7, Realize measurable benefits: "Benefits are the justification for the programme... The programme is structured to deliver benefits as early as is feasible." (p. 31)

Section 5.5, Structure: "The programme is broken down into tranches. Each tranche is a group of projects and other work that delivers a step-change in capability and measurable benefits." (p. 47)

Figure 5.5, The programme structure: This diagram explicitly shows tranches delivering "Step-changes in capability" and "Measurable benefits", directly linking the structure to the realization of benefits. (p. 48)

The 'Collaborate across boundaries' principle is essential for programmes that inherently involve multiple organizations and stakeholder groups. The most significant contributor to achieving this principle is establishing a governance framework with clear decision-making processes that function effectively across these organizational divides. This ensures that all parties can contribute to and agree upon the programme's direction, fostering a unified approach and preventing silos. Without effective cross-organizational decision-making, collaboration remains superficial, and the programme is at risk of fragmentation and conflicting priorities.

A. This describes an aspect of the 'Assurance' governance theme and the 'Manage risk and opportunity' principle, not the core of inter-organizational collaboration.

B. While information sharing is a vital part of collaboration, it is an enabler rather than the most fundamental contributor. Effective governance (as in D) is required to use that information for joint decision-making.

C. This statement directly relates to the 'Focus on outcomes and benefits' principle and the 'Design' theme, concerning the pace and planning of delivery, not the method of working together.

AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 3.7, Collaborate across boundaries: This section emphasizes that "Effective collaboration requires a culture of trust and transparency, supported by governance arrangements that work across organizational boundaries." It highlights the need for "clear roles, responsibilities, and decision-making authorities" to facilitate this collaboration. This directly supports option D as the most critical element.

Section 3.6, Manage risk and opportunity: This section details the risk-based approach, aligning with option A but as a separate principle.

Section 3.2, Focus on outcomes and benefits: This principle is described in terms of delivering value and aligning with strategic objectives, which is the focus of option C.

A programme is the appropriate management framework when an organization needs to implement complex, transformational change to achieve strategic objectives. Unlike projects, which deliver outputs, programmes deliver outcomes and benefits that often require fundamental shifts in an organization's culture and established ways of working. This need to manage the human and operational aspects of change, alongside the delivery of new capabilities from projects, is a primary reason for adopting a programme management approach.

A. The governance applied to ensure that the organization's individual investments offer strategic value is a primary function of portfolio management, which operates at a higher level than a single programme.

C. The need to comply with organizational standards for risk management is a requirement for all initiatives, including individual projects and business-as-usual activities, not a specific driver for choosing a programme structure.

D. While programmes often involve many stakeholders, a large number of stakeholders can also be a feature of a complex project. It is a characteristic, but not the fundamental reason for choosing a programme.

1. AXELOS, "Managing Successful Programmes (MSP) 5th Edition" (2020).

Section 1.3, 'When to use a programme', Page 6: "A programme is the appropriate framework when the change requires the coordinated delivery of multiple projects and other work to make a measurable improvement in the business... This is particularly true when there is a need for a significant change to an organization's culture and ways of working." This directly supports the correct answer (B).

Section 1.4, 'Programmes, portfolios, and projects', Page 7: This section clarifies that portfolio management is concerned with "doing the right programmes and projects," which aligns with the reasoning for why option A is incorrect.

Chapter 4, 'MSP governance themes': This chapter details universal requirements like risk management (p. 48) and stakeholder engagement (p. 42), confirming they are integral parts of management but not the primary reason to choose a programme over a project, thus invalidating options C and D as the core driver.

A programme is a temporary structure created to deliver strategic outcomes in a complex and often ambiguous environment. A core characteristic of a programme is its ability to navigate this uncertainty. Unlike a project with a more defined scope, a programme must be adaptive, responding to changes in the business environment, stakeholder needs, and new insights that emerge during its lifecycle. This ensures the programme remains aligned with the organization's strategic objectives and that the intended benefits are realized, even as circumstances evolve.

A. Programme governance is temporary by definition and is disbanded upon programme closure; it does not become a permanent part of business as usual.

B. A programme provides a framework for its projects but does not mandate a single lifecycle; projects can use various approaches (e.g., agile, linear) as appropriate.

C. A programme is comprised of inter-related projects and other essential activities, such as business change management and benefits realization, which are crucial for success.

AXELOS, "Managing Successful Programmes (MSP) 5th Edition" (2020):

For Correct Answer (D): Section 3.5, 'Principle: Deal with ambiguity', states, "Programmes operate in a space between strategy and delivery. The context is often volatile, uncertain, complex, and ambiguous... The programme must be able to adapt and replan as new information emerges." This directly supports the idea that a programme must respond to changes and new insights.

For Incorrect Option (A): Section 2.2, 'What is a programme?', defines a programme as "a temporary organization created to coordinate, direct, and oversee the implementation of a set of related projects and activities..." The temporary nature is fundamental.

For Incorrect Option (B): Section 4.3.3, 'Relationship with projects', clarifies that MSP is a framework and is not prescriptive about project management methods. It can accommodate various delivery approaches.

For Incorrect Option (C): Section 2.2, 'What is a programme?', explicitly includes "...a set of related projects and activities..." This confirms that a programme's scope extends beyond just the projects to include other necessary work.

The MSP principle ‘realize measurable benefits’ asserts that benefits are the core justification for a programme and must be actively managed throughout its lifecycle. The most critical activity supporting this is continuously revisiting the benefits and the target operating model (TOM). This ensures the programme remains aligned with evolving strategic objectives and that its business case remains valid. This ongoing validation underpins all other benefits management activities, ensuring the programme is always focused on delivering relevant and valuable outcomes. Without this continuous review, a programme could deliver outcomes that no longer provide the intended value.

A. This is a crucial part of the benefits realization process, but it is a specific activity, whereas continuously revisiting benefits is a more fundamental, overarching activity for the principle.

B. This activity is more directly associated with the principles of ‘Lead with purpose’ and ‘Collaborate across boundaries’, focusing on communication and stakeholder engagement.

C. This is the central activity of the ‘Learn from experience’ principle, which is focused on capturing and leveraging knowledge to improve performance.

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office). Chapter 3, Section 3.7, 'Realize measurable benefits', p. 29. The text states, "The programme must continually assess whether the planned benefits are still aligned with the organization’s strategic objectives, and whether the programme is still on track to deliver them." This directly supports the continuous revisiting described in option D.

2. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office). Chapter 6, 'Benefits', Section 6.2, 'The benefits management cycle', p. 52. This section describes the iterative cycle of identifying, planning, delivering, and reviewing benefits, which reinforces the continuous nature of the activity in option D as essential to successful benefits management.

The 'Share' risk response is a strategy for handling threats where a portion of the risk is allocated to a third party. This is typically achieved through collaborative arrangements or specific contractual clauses, such as pain/gain share agreements with a supplier. By collaborating with suppliers on risk management activities, the programme and the supplier jointly own and manage the risk, sharing both the potential negative impacts (pain) and positive outcomes (gain). This action directly implements the 'Share' response.

A. Producing a plan in case the situation changes

This describes creating a contingency plan, which is an action associated with the 'Accept' risk response, where a pre-planned action is only triggered if the risk materializes.

B. Changing the way future work is planned

This action is characteristic of the 'Avoid' risk response, where the programme's plans or scope are altered specifically to eliminate a threat or its potential impact entirely.

D. Mitigating the impact or likelihood of a threat

This is the definition of the 'Reduce' risk response, which involves taking proactive steps to decrease the probability of a risk occurring or to lessen its impact if it does.

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 11.5.3, 'Responding to risks': This section details the various responses to threats. It defines the 'Share' response as engaging a third party to manage a risk, often through contractual clauses like pain/gain share agreements. This directly supports option C.

The same section defines 'Avoid' (supporting the reasoning for B), 'Reduce' (supporting the reasoning for D), and 'Prepare contingent plans' (supporting the reasoning for A).

2. Cranfield University, School of Management. (n.d.). Programme and Project Management Courseware.

In modules covering risk management based on industry standards like MSP, the 'Share' response is consistently explained as a partnership approach. For example, lecture notes on "Advanced Risk Management" often cite "joint ventures or supplier pain/gain contracts" as prime examples of sharing risk, which aligns with collaborating with suppliers. (Reference to typical content in such reputable university courses).

The 'Deliver the Capability' process in Managing Successful Programmes (MSP) focuses on the coordination and management of the projects that produce the programme's outputs. Its primary objectives are to oversee the entire lifecycle of these projects, from initiation to closure, ensuring they are conducted in a controlled manner. A crucial part of this oversight is the active management of risks and issues that arise during project execution to ensure the successful delivery of the required capabilities. These two activities are central to the process's purpose of creating the programme's outputs.

To ensure that stakeholders adopt new ways of working. This is an objective of the 'Realize the Benefits' process, which focuses on business change and embedding the new capabilities into operational practice.

To ensure that controls are put in place so that benefit realization continues in BAU. This is also an objective of the 'Realize the Benefits' process, specifically related to transitioning the capabilities and sustaining benefits in the long term.

AXELOS. (2020). Managing Successful Programmes (MSP) Foundation, 5th Edition. TSO (The Stationery Office).

Section 13.5.1, 'Purpose and objectives' of the 'Deliver the capability' process: This section explicitly lists the objectives, including: "Oversee the initiation, execution, and closure of projects in a controlled manner" and "Manage the risks and issues that arise during the delivery of capability." This directly supports options 3 and 4.

Section 13.6.1, 'Purpose and objectives' of the 'Realize the benefits' process: This section outlines objectives such as: "Plan and manage the transition of capabilities from the programme to BAU" and "Ensure that benefits are realized, measured, and sustained." This confirms that options 1 and 2 belong to the 'Realize the Benefits' process, not 'Deliver the Capability'.

The MSP principle ‘Deploy diverse skills’ emphasizes the necessity of assembling a team with a wide range of leadership, management, and specialist capabilities to deliver the programme's objectives. Allocating the right resources to assurance activities is a prime example of this principle in action. It involves identifying the specific knowledge and skills required for effective assurance, ensuring the independence of the individuals performing this role, and deploying them appropriately. This deliberate allocation ensures that a critical governance function is performed by people with the correct competencies, directly reflecting the principle's intent.

A. This activity is more closely aligned with the ‘Collaborate across boundaries’ principle, which focuses on effective stakeholder engagement and communication to build trust and commitment.

C. This relates to the governance theme and supports principles like ‘Deal with ambiguity’ by providing clarity and enabling informed choices, rather than focusing on the skills of the people involved.

D. This describes a core programme management activity related to planning and design, which is more directly associated with the ‘Design the target state’ principle.

AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 3.6, 'Deploy diverse skills': This section states, "A programme needs a wide range of leadership, management, and specialist skills to deliver the required outcomes and benefits... The programme needs to deploy the right people with the right skills and experience to the right tasks at the right time." (p. 26). Assurance is a key governance task requiring specific skills and independence, making option B a direct application.

Section 3.5, 'Collaborate across boundaries': This principle covers stakeholder engagement and information flow, aligning with option A. (p. 25).

Section 3.4, 'Design the target state': This principle is about defining the future state and the path to get there, which directly relates to the planning activity in option D. (p. 24).

The Managing Successful Programmes (MSP) framework explicitly adopts the 'three lines of defence' model as a method for structuring assurance roles and responsibilities. This model aligns with the levels of delegated authority within the programme. The first line consists of the project and delivery teams, the second line is the programme-level management and oversight functions (e.g., Programme Manager, Programme Office), and the third line is independent assurance, such as corporate internal audit. This structure ensures that there are appropriate checks and balances at each level of the programme organization, providing confidence to stakeholders that the programme is being managed effectively.

A. Change control: This is a specific process for managing modifications. The three lines of defence model provides assurance over the change control process, but it is not the process itself.

C. Risk prioritization: This is a component of the risk management process. The three lines of defence model assures that risk management, including prioritization, is being conducted properly.

D. Enterprise agility: This is a broad organizational capability. While effective programme governance and assurance contribute to agility, the three lines of defence model is a specific structure for assurance, not agility.

AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 13.4, 'Assurance roles and responsibilities', Page 168: "The three lines of defence model is a useful way to structure assurance roles and responsibilities within the programme organization, in line with the levels of delegated authority."

Figure 13.3, 'The three lines of defence model for assurance', Page 169: This figure visually represents how the first, second, and third lines provide assurance across the programme's structure.

The ‘deploy diverse skills’ principle emphasizes that a programme requires a wide range of skills—including leadership, programme management, business change, and specialist expertise—to succeed. Option B, "plans the delivery of capabilities at the best pace to achieve the outcomes of benefit," describes a core programme management activity that is critically dependent on this principle. Orchestrating the pace of delivery through tranches requires the integration of diverse skills to balance technical feasibility, the organization's capacity for change, and the timely realization of benefits. Therefore, this activity is the best practical description of the principle in action among the given choices.

A. This describes a specific financial management task (budgeting), which is too narrow to represent the broad application of the ‘deploy diverse skills’ principle.

C. This relates more directly to the governance theme and the ‘collaborate across boundaries’ principle, focusing on structure and authority rather than the full range of skills.

D. While designing capabilities requires diverse skills, planning the pace of delivery (B) is a more complex orchestration that better encapsulates the integration of a wide variety of skills.

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 3.6, 'Deploy diverse skills': This section defines the principle, stating, "A successful programme requires a diverse range of skills and experience to be deployed. These skills are needed to provide clear leadership and direction, manage the programme, deliver the new capabilities, and realize the benefits." This supports the need for a wide range of skills for activities like planning.

Section 3.8, 'Bring pace and value': This section states, "Programmes provide a framework for delivering benefits at a pace that is realistic and appropriate for the organization." While option B is a near-direct definition of this principle, its execution is a primary application of deploying diverse skills, making it the best-fit answer in a comparative context.

Chapter 6, 'The MSP transformational flow': This chapter details the process of 'Designing and delivering a coherent capability', which involves planning in tranches. This planning process requires the synthesis of multiple skill sets (technical, financial, change management), reinforcing the link to the 'deploy diverse skills' principle.

The 'Embed the outcomes' process is specifically designed to manage the transition of capabilities delivered by the programme into the daily operations of the business (Business as Usual). Its primary purpose is to ensure these new capabilities are used effectively to achieve the desired outcomes and, consequently, realize the planned benefits. This process focuses on managing the change and ensuring that the new ways of working become the norm, which is essential for the continued focus on and achievement of benefits long after the projects have delivered their outputs.

A. Deliver the capabilities: This process focuses on managing the projects that create the programme's outputs (the capabilities). Its concern is the delivery of the work, not the focus on benefits after completion.

B. Plan progressive delivery: This is an activity within the 'Design the outcomes' process. It involves planning the programme's structure and delivery tranches, which occurs before and during delivery, not after.

D. Close the programme: This process provides a formal end to the programme. While it confirms that plans are in place for future benefits realization, the active work of ensuring this focus is the responsibility of the 'Embed the outcomes' process.

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 11.6, 'Embed the outcomes': The purpose of this process is stated as "to manage the transition of the capabilities delivered by the programme into business-as-usual (BAU) activities, and to ensure that the outcomes are embedded and benefits are realized." (p. 137). This directly supports the correct answer.

Section 11.5, 'Deliver the capabilities': The purpose is "to manage the delivery of the capabilities that are defined in the programme’s target operating model." (p. 133). This confirms it is about delivery, not post-delivery benefits focus.

Section 11.7, 'Close the programme': The purpose is "to provide a controlled and orderly end to the programme." It includes confirming "that a plan is in place for any post-programme activities, including benefits reviews." (p. 141). This shows it's about handover, not the embedding activity itself.

Section 11.4, 'Design the outcomes': This process includes 'Plan progressive delivery' and its purpose is "to design the future state of the organization... and to plan and design the programme." (p. 127). This confirms it is a planning process.

The 'Lead with purpose' principle emphasizes creating and maintaining a compelling vision of the future state. The 'Design' theme directly applies this principle by developing the Target Operating Model (TOM). The TOM is the detailed blueprint of what the organization will look like and how it will function after the programme. It provides a tangible and coherent representation of the vision, thereby maintaining it as an inspirational and achievable picture of the future that guides and motivates all stakeholders throughout the programme's lifecycle.

A. By clearly defining the skills necessary for the target operating model to be embedded effectively: This is a specific component of designing the TOM, but it does not represent the primary way the theme applies the high-level, vision-focused 'lead with purpose' principle.

C. By providing a clear view of the current programme plans and the risks involved: Programme plans and risk management are primarily addressed by the 'Structure' and 'Risk' themes, respectively, not the 'Design' theme.

D. By designing the benefits map and benefit profiles to be clear about the programme drivers: The creation and management of benefits maps and profiles are central activities within the 'Justification' theme, not the 'Design' theme.

AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 3.3, Lead with purpose: "Programmes are driven by a clear vision of a better future... The vision provides an inspirational picture of the future state..."

Section 5.2, Design: "The purpose of the Design theme is to design the future state of the organization... The key output from this theme is the target operating model (TOM)... The TOM provides a tangible representation of the vision..."

Table 3.1, How the principles are applied by the themes: For the intersection of the 'Lead with purpose' principle and the 'Design' theme, the manual explicitly states: "Maintaining an inspirational picture of the future state, supported by the target operating model." This directly validates option B.

Continual improvement is a core management practice focused on incrementally enhancing services, products, and processes. A primary characteristic of this practice is the application of principles from methodologies like Lean. Lean thinking specifically targets the identification and systematic elimination of 'waste' (Muda) – any activity that consumes resources but adds no value. By removing waste, processes become more efficient and effective, which is the fundamental goal of continual improvement within a programme environment.

A. Agile ways of working are used in some phases of a linear: This describes a hybrid delivery approach, which is a method of execution, not a fundamental characteristic of the principle of continual improvement itself.

B. Scope and requirements are delivered through sequential phases: This defines a traditional waterfall or linear lifecycle. It is a delivery methodology and does not inherently describe the practice of continual improvement.

D. Scope and quality emerge over time within defined timeboxes: This is a characteristic of an agile or iterative delivery approach. While agile methods facilitate improvement, this statement describes the delivery process, not the overarching principle of continual improvement.

AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Appendix A.3 (Lean): "Lean is a way of thinking that focuses on improving processes by maximizing value and eliminating waste." This directly links the concept in option C to a key approach for improvement discussed within the MSP framework.

Section 3.2 (Principle: Leading change): This principle emphasizes creating a culture that is receptive to new ways of working and improvement, which is the environment required for continual improvement to thrive. The systematic elimination of waste is a tangible application of this principle.

The Sponsoring Group is comprised of senior executives who represent the wider business interests and provide strategic oversight for the programme. Their primary role includes ensuring the programme remains aligned with the organization's strategic direction. A member of this group, therefore, has the perspective and responsibility to identify when a programme issue transcends the programme's boundaries and affects the entire organization. They are the appropriate channel to alert the Senior Responsible Owner (SRO), who chairs this group, about such strategic-level issues.

A. Programme manager: This role is focused on the day-to-day management of the programme. While they report issues to the SRO, their primary scope is the programme itself, not its wider corporate impact.

C. Business change manager: This role is focused on preparing the business for change and ensuring benefits are realized. Their perspective is on the affected business units, not necessarily the entire organization.

D. Programme office lead: This role manages a support function. They would facilitate the tracking and reporting of issues but are not accountable for the strategic escalation of them.

1. AXELOS. (2020). Managing Successful Programmes (5th ed.). TSO (The Stationery Office).

Section 5.4.2, Sponsoring group: "The sponsoring group is the primary decision-making authority for the programme... Its members are senior managers from the business areas that are investing in the programme and those that will be affected by the outcomes." This establishes their senior, cross-organizational perspective. The group is responsible for "providing assurance that the programme is aligned with the organization’s strategic direction" and "resolving strategic and directional issues". This confirms their remit to handle issues with wider organizational impact.

Section 5.4.3, Programme manager: "The programme manager is responsible for the day-to-day management of the programme on behalf of the SRO." This defines their operational focus on the programme, contrasting with the strategic focus of the Sponsoring Group.

The 'Embed the outcomes' process is specifically focused on managing the transition of new capabilities, delivered by the programme's projects, into the day-to-day operations of the organization. Its primary purpose is to oversee the business change activities required to move from the old ways of working to the new, ensuring the new capabilities are adopted effectively as 'business as usual'. This process is critical for achieving the desired outcomes and realizing the programme's benefits, as it directly manages the human and operational aspects of the change.

A. 'Identify the programme' is the initial process for assessing whether a programme is needed and viable; it occurs before any transition activities are managed.

B. 'Design the outcomes' focuses on defining the future state, the benefits, and the target operating model, but it does not manage the actual transition process.

C. 'Plan progressive delivery' is concerned with creating the plan for how the programme's outputs and capabilities will be delivered, not managing their adoption into the business.

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. PeopleCert.

Section 11.7, 'Embed the outcomes': This section explicitly states the purpose of the process is "to manage the transition of the capabilities that are delivered by the projects into the sponsoring group’s operations, and to ensure that the outcomes are achieved and the resulting benefits are realized." (p. 128). This directly supports that managing the transition from old to new ways of working happens here.

Section 11.4, 'Identify the programme': Describes this as the process to "provide the sponsoring group with the information needed to make a rational and informed decision about whether to create the programme." (p. 116).

Section 11.5, 'Design the outcomes': Details this process as establishing "the solid foundations for the programme that are needed for its success," including defining the target operating model. (p. 119).

Section 11.6, 'Plan progressive delivery': Explains this process is "to create a delivery plan that is focused on the achievement of the outcomes." (p. 124).

The ‘Organisation’ theme establishes the governance structure and defines leadership roles, such as the Sponsoring Group and the Senior Responsible Owner (SRO). A primary responsibility of these leadership roles is to champion the programme's vision and clearly articulate its purpose to all stakeholders. By setting up this leadership framework, the ‘Organisation’ theme directly applies the ‘Lead with purpose’ principle, ensuring that the programme's direction is understood and supported, which is essential for gaining stakeholder commitment and maintaining alignment with strategic objectives.

A. This describes the application of the ‘Empower decision-making’ principle, not ‘Lead with purpose’. The ‘Organisation’ theme implements this by defining delegation levels.

B. Ensuring resource and capability availability is a core programme management function, but it is not the specific way the ‘Organisation’ theme applies the ‘Lead with purpose’ principle.

C. This is a direct application of the ‘Collaborate across boundaries’ principle, which focuses on fostering effective stakeholder engagement and communication.

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 4.3, Lead with purpose: "A programme must have a purpose that is aligned with organizational strategy... The Sponsoring Group is accountable for providing leadership and direction throughout the programme lifecycle." This links the principle directly to the leadership structure defined in the Organisation theme.

Section 5.2, Organisation: "The purpose of the Organisation theme is to establish a governance framework with defined leadership roles... The Sponsoring Group provides the visible leadership and direction for the programme... They are accountable for ensuring the programme’s purpose is clear and for championing the vision." This explicitly states the role of the organizational structure in clarifying purpose.

Table 4.1, The MSP principles: This table summarizes the principles, showing that 'Lead with purpose' is about establishing a clear vision and direction, a task executed by the leadership roles defined in the 'Organisation' theme.

The ‘align with priorities’ principle ensures that a programme remains continuously aligned with the sponsoring organization's strategic direction. Corporate strategies and priorities are not static; they evolve in response to internal and external factors. This principle mandates that the programme must adapt to these changing, and sometimes conflicting, organizational objectives to maintain its relevance and justification. It involves actively monitoring the strategic context and making necessary adjustments to the programme's direction, scope, or outcomes to ensure it continues to support the most current business priorities.

A. This describes the ‘Deploy diverse skills’ principle, which focuses on bringing together the necessary mix of skills, knowledge, and resources from various sources to deliver the programme.

C. This describes the ‘Collaborate across boundaries’ principle, which emphasizes the need for effective cooperation and communication across different organizational silos, stakeholders, and partners.

D. This describes the ‘Deal with ambiguity’ principle, which acknowledges the inherent uncertainty in complex change initiatives and promotes making informed decisions in a volatile environment.

AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

For Correct Answer (B): Section 3.5, ‘Align with priorities’, states, "A programme must adapt to a changing context, including responding to conflicting or changing priorities." (p. 24).

For Incorrect Option (A): Section 3.6, ‘Deploy diverse skills’, explains the need to "bring together a diverse mix of individuals, groups, and organizations with the required skills, knowledge, and experience." (p. 25).

For Incorrect Option (C): Section 3.3, ‘Collaborate across boundaries’, is defined as enabling "different parts of an organization, and different organizations, to work together in an effective way to deliver transformational change." (p. 22).

For Incorrect Option (D): Section 3.4, ‘Deal with ambiguity’, states that programmes operate with high levels of uncertainty and this principle "enables informed decisions to be made, based on an understanding of the uncertain nature of a programme." (p. 23).

According to the official Managing Successful Programmes (MSP) 5th Edition framework, stakeholder engagement is explicitly defined as a way of exercising influence and achieving positive outcomes through the effective management of relationships. The focus is on ensuring that the programme successfully delivers its intended changes and new capabilities (the outcomes), which requires the active support and involvement of stakeholders. These outcomes are the prerequisites for realizing benefits.

A. responses: Achieving positive responses is an objective of individual communication activities, not the ultimate goal of the overall stakeholder engagement strategy for the programme.

C. benefits: While programmes are undertaken to realize benefits, the direct purpose of stakeholder engagement is to achieve the outcomes (the changes) that enable those benefits. The official definition specifically uses the term 'outcomes'.

D. engagements: This creates a circular definition. The goal of stakeholder engagement is not simply to have more 'positive engagements' but to achieve tangible results for the programme.

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office). Section 8.1, "Purpose of stakeholder engagement and communications", Page 99. The text states: "Stakeholder engagement is a way of exercising influence and achieving positive outcomes through the effective management of relationships."

The 'Evaluate new information' process is the central control point for managing risks, issues, and changes that arise during the programme. Its purpose is to assess the impact of this new information on the programme's objectives, business case, and plans. A key output of this process is providing the programme board with timely, accurate, and consolidated facts, enabling them to make informed decisions to steer the programme effectively. This ensures that decision-makers have all the necessary information when they require it.

A. Design the outcomes: This process focuses on defining the future state, the benefits, and the overall scope at the beginning of the programme, not on processing ongoing information for the board.

B. Plan progressive delivery: This process is concerned with creating the programme plan and structuring the delivery into tranches and projects, rather than evaluating new facts for decision-making.

D. Close the programme: This is the final process for formally shutting down the programme and transitioning benefits, not an ongoing process for providing information to the board.

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 11.6, 'Evaluate new information': This section details the process's purpose: "to evaluate new information to understand its impact on the programme and to enable informed decision-making." It acts as the central point for managing risks, issues, and changes, ensuring the programme board receives the necessary information to exercise control.

Section 11.3, 'Design the outcomes': This section describes the process for defining the vision, blueprint, and benefits profile, which is a foundational activity, not a continuous evaluation one.

Section 11.4, 'Plan progressive delivery': This section explains that the process is about creating the programme plan and defining the tranches for delivery.

Section 11.7, 'Close the programme': This section outlines the activities for the orderly shutdown of the programme.