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.