MSP requires that every proposed benefit be subjected to a set of validation tests before it is accepted into the programme’s Benefits Register. The first of these tests is Attribution – confirming that the expected improvement can be causally linked to the programme’s outputs rather than to external factors. If a benefit cannot be clearly attributed, it is not accepted. Currency, Accuracy and Availability are information-quality characteristics used for managing programme information, not part of the benefits validation tests.

A. Currency – Refers to up-to-date information; not listed among MSP benefit validation tests.

B. Accurate – Concerns data quality; MSP cites Achievability, not “Accuracy”, as a test for benefits.

D. Availability – Another information-management quality; unrelated to validating benefits in MSP.

1. Managing Successful Programmes

5th ed.

TSO/PeopleCert

2020

section 5.2.2 “Identify benefits and disbenefits”

pp. 152-153 – lists “Attribution” as the primary validation test for benefits.

2. Managing Successful Programmes

5th ed.

Appendix A “Benefits management”

p. 366 – reiterates attribution as a critical validation criterion.

3. University of Oxford Saïd Business School

“Programme & Portfolio Management” course pack

2021

Lecture 6

slide 19 – presents MSP benefit validation tests

highlighting Attribution.

MSP assigns the Programme Manager day-to-day responsibility for delivering the required capability by directing and coordinating projects. A core duty is to “ensure that each project remains aligned to the programme’s vision and objectives and delivers outputs that contribute to the desired capability.” (MSP, 5th ed., §4.3). Therefore, the Programme Manager is the role explicitly accountable for keeping all projects in line with programme objectives.

A. SRO – Sets overall strategic direction but does not manage the detailed project-to-programme alignment.

B. BCM – Focuses on realization of benefits and business transition, not on aligning projects during capability delivery.

D. Programme Office – Provides administrative support and information assurance; it does not hold accountability for alignment decisions.

1. Axelos. Managing Successful Programmes

5th edition

TSO

2020. §4.3 “Programme Manager – responsibilities”

bullet 2

p. 82.

2. Axelos. Managing Successful Programmes

2011 edition

Appendix A “Role descriptions”

A.2.3

p. 224.

3. University of Portsmouth

MSc Project Management lecture notes “Programme Governance & MSP Roles”

Week 6

slide 15 (aligning projects to objectives delegated to Programme Manager).

MSP assigns ultimate accountability for deciding that a programme should be formally closed to the Senior Responsible Owner (SRO). The SRO, as single-point-of-accountability on behalf of the sponsoring group, confirms that the programme’s objectives have been met (or are no longer justifiable) and authorizes closure; the programme manager and others supply evidence but are not accountable for the decision itself.

B. Programme Manager – delivers day-to-day management and supplies closure evidence but lacks the authority to confirm closure.

C. Sponsoring Group – provides strategic direction and appoints the SRO; it delegates day-to-day accountability for closure to the SRO.

D. BCM – focuses on benefits realization within business areas; has no authority to declare the programme closed.

1. AXELOS. Managing Successful Programmes

5th ed.

TSO

2020

section 13.3.3 “Programme closure”

p. 195: “The SRO is accountable for authorising programme closure.”

2. AXELOS. MSP 5th Edition RACI tables

Appendix A

“Closing the Programme – CP3 Confirm closure”: column ‘A’ (Accountable) = Senior Responsible Owner.

3. PeopleCert. “MSP Practitioner Syllabus v2.4”

Learning Outcome 3.5

p. 18: “The SRO confirms programme closure.”

MSP states that the Define the programme transformational flow “sets up the governance and control framework for the programme, including management controls for risk, issues, quality, information, change and benefits” (MSP 5th Ed., ch. 6, sec. 6.2). These constitute the basic programme controls that will be applied and refined in later tranches.

A. Identifying the programme – Produces the Programme Brief only; governance and controls are not yet defined (MSP 5th Ed., 5.2).

C. Managing the tranches – Applies the already-established controls; it does not create them (MSP 5th Ed., 7.1).

D. None of above – Invalid because option B correctly matches MSP guidance.

1. AXELOS

“Managing Successful Programmes (MSP) 5th Edition

” 2020:

• Section 6.2

pp. 108-110 – establishment of governance and control framework during Define the programme.

• Section 5.2

p. 83 – purpose of Identify the programme (no detailed controls).

• Section 7.1

p. 129 – Managing the tranches uses existing controls.

MSP defines four “critical organisational elements” to which every programme must remain aligned: corporate strategy, business-as-usual (BAU), delivery mechanisms for change, and the external environment. Recruitment policy is not listed among these elements; it is a supportive HR procedure, not a critical element within MSP’s programme environment model.

A. Delivery mechanism for change – Explicitly named by MSP as one of the four critical organisational elements that shape a programme’s environment.

C. Business as usual – Listed by MSP as a critical organisational element representing the steady-state operations the programme must not disrupt.

D. Corporate strategy – Identified by MSP as a critical organisational element providing overarching direction to which the programme must contribute.

1. AXELOS. Managing Successful Programmes (MSP) 2011 Edition

Section 3.3 “The programme environment – four critical organisational elements”

pp. 33-34.

2. AXELOS. Managing Successful Programmes (MSP) 5th Edition

Chapter 2 “The programme context”

box “Critical organisational elements”

p. 34.