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

The Quality and Assurance Strategy is a governance document that outlines how quality management and assurance processes will be applied throughout the programme. Governance documents establish controls and frameworks for programme management, ensuring standards and compliance are maintained.

The MSP Practitioner clarifies that strategies—such as Quality Management Strategy—are integral governance documents that help define expectations, responsibilities, and quality assurance mechanisms. While the Blueprint and Project Dossier are boundary and management documents respectively, and the Risk Register is a management tool, governance documents like the Quality and Assurance Strategy provide oversight and control mechanisms essential for programme success.

This strategy ensures that quality is embedded in programme processes and deliverables, aligning with best practices and stakeholder expectations, which is vital for confidence and assurance in transformational change initiatives.

All the options listed are correct. Benefits Management in MSP ensures the programme is aligned with strategic goals, understands both positive and negative impacts, and integrates closely with the transformational flow to realize benefits effectively. The MSP Practitioner confirms: "All of the options are correct," underscoring the comprehensive nature of benefits management across 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:

In MSP 5th Edition, the Structure Theme is heavily reliant on the principle of 'Realize measurable benefits.' A core tenet of this principle is that benefits should not be "big bang" deliveries at the very end of a programme. Instead, MSP advocates for an incremental approach where the programme is broken down into tranches, each culminating in a landing point. A landing point is a point in time when a set of capabilities is transitioned into the business, allowing for the realization of intermediate benefits and the embedding of new ways of working.

The SRO’s request to delay all transitions until the end of the programme directly contradicts this principle. Option C is correct because MSP 5th Edition mandates that outcomes of benefit should be embedded at these intermediate landing points. By doing so, the programme provides early value to the organization, validates the "pathway to benefits," and reduces the overall risk of failure. Delaying all transitions to the end creates a high-risk environment where the business may be overwhelmed by a massive amount of change at once. Furthermore, the feedback loop from Tranche 1 (the customer complaints) should be used to improve the transition process for subsequent tranches, not to abandon the incremental delivery model altogether. The structure of a programme is specifically designed to provide these "safe harbors" where progress is assessed and benefits are consolidated before moving forward.

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.

The false statement here is that the SRO acts as the Project Executive on all the Project Boards. The MSP Practitioner explicitly clarifies that the SRO does not take on this project-level responsibility. Instead, the SRO’s role is to provide overall accountability for the programme and to ensure the programme delivers its intended outcomes and benefits.

The SRO holds a senior position with enough authority to make decisions and secure resources and is typically a peer of the Sponsoring Group to ensure alignment with corporate strategy. The Sponsoring Group appoints the SRO to oversee the programme’s governance and delivery effectively.

Project Executives, in contrast, represent individual projects within the programme and report to the SRO via the programme governance structure. They focus on delivering specific project outputs, while the SRO’s responsibility is to coordinate these efforts to achieve strategic benefits.

This distinction is vital to MSP’s governance architecture: it prevents the SRO from being burdened with operational project detail, allowing focus on strategic oversight, stakeholder engagement, and benefit realization.

The MSP Practitioner states: “SRO doesn’t act as a project representative,” underscoring the clear division between programme and project governance to maintain effective control and leadership throughout the programme lifecycle.

MSP Principles represent the foundational success factors distilled from extensive lessons learned across programmes that have succeeded or failed. They embody the best practices and mindset that underpin effective programme management. The MSP Practitioner explains: “MSP Principles are derived from lessons learned in programmes that had both positive and negative results. They represent common factors that underpin the success of any programme of transformational change.” These principles ensure that programmes remain focused on strategic alignment, benefit realization, and stakeholder engagement throughout their lifecycle. They act as the guiding philosophies that help ensure programme success regardless of the context or complexity.

Learning from Experience is not classified as a Governance Theme but rather a Programme Management Principle in MSP.

The MSP Practitioner clarifies: “Learning from experience is Programme management principle,” which means it influences how programmes are managed but does not constitute a governance theme.

Governance Themes focus on structural elements such as Leadership and Stakeholder Engagement, Quality Management, and Organization, which provide the framework and controls for programme delivery.

Understanding this distinction aids in correctly applying MSP components to programme design and governance structures.

A key attribute for the Senior Responsible Owner (SRO) is having access to and credibility with key stakeholders because the SRO plays a pivotal role in stakeholder management and programme accountability. The MSP Practitioner notes, "This attribute is necessary as SRO is also involved in stakeholder management," emphasizing that SRO’s influence and stakeholder credibility are critical to programme success.

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:

The 'Plan progressive delivery' process is the stage where the programme moves from high-level concepts to tangible, resourced plans. A key requirement of this process is to ensure that the resources (people, assets, and funding) required for the first tranche are not just identified, but actually committed by the business owners.

Option A is the correct answer. According to MSP 5th Edition, a programme should not proceed into a delivery tranche (such as Tranche 1) until there is a firm commitment from the functional managers who "own" the resources. The Call Centre Manager is the person who must balance the needs of the programme against the needs of business-as-usual (BAU). If they do not commit the staff during the planning process, the programme risks failing in its first tranche due to resource shortages. The Sponsoring Group (Option C) provides the high-level mandate and funding, but the actual day-to-day commitment of staff must come from the operational line managers. This commitment is a prerequisite for the SRO to "Agree to proceed." Obtaining this commitment early is a critical success factor for programme management, as it reduces the risk of conflict between the programme and the business once delivery starts.

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

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.

The Programme Manager holds responsibility for preparing for the next tranche in the programme lifecycle. This involves planning, coordination, and ensuring all necessary resources, approvals, and governance arrangements are in place for the tranche to proceed smoothly.

The MSP Practitioner clearly states: “Programme manager is responsible for preparing for next tranche,” highlighting the Programme Manager’s central role in tranche delivery, risk mitigation, stakeholder communication, and readiness activities.

Preparation for the next tranche includes refining project dossiers, updating the Business Case if necessary, coordinating with the Benefits Realization Manager and other roles, and ensuring that lessons learned from the previous tranche inform future work. This continuous cycle of preparation and delivery ensures programme adaptability, control, and alignment with strategic objectives.

The Programme Board provides governance and approval but delegates the operational responsibilities to the Programme Manager. The Programme Office supports through administrative functions, and the Benefits Realization Manager focuses on benefit tracking rather than tranche planning.

"Formally Approve" is not one of the MSP-defined levels of stakeholder engagement. MSP outlines levels such as Maintain Interest, Active Consultation, and Keep Informed to categorize the nature and intensity of stakeholder engagement.

The MSP Practitioner indicates: “Fourth option is face to face,” which means formal approval is a governance or decision-making activity rather than an engagement level.

Understanding and applying appropriate engagement levels ensures stakeholders receive relevant information and involvement suited to their influence and interest, facilitating support and minimizing resistance.

This categorization aids programme teams in managing communication and expectations effectively.

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.

The Programme Manager is responsible for producing the Business Case. This document outlines the justification for the programme, including costs, benefits, risks, and options. The Programme Manager prepares the Business Case to ensure it is comprehensive, realistic, and aligned with the programme’s objectives.

The MSP Practitioner notes: “Programme manager prepares it as he is responsible for it,” emphasizing the role’s responsibility to articulate the strategic rationale and provide a sound basis for decision-making. The Business Case is then reviewed and approved by the SRO and other governance bodies.

The Programme Manager collaborates with other roles such as the Business Change Manager and SRO to ensure all aspects of the Business Case are valid and supported. This role is pivotal in maintaining the integrity and credibility of the programme justification throughout its lifecycle.

The Benefits Map is typically created during the 'Defining a Programme' phase of the transformational flow. This map visually links programme outputs to expected benefits and outcomes, providing a clear picture of how the programme’s work will realize its intended value.

The MSP Practitioner explains: “Benefits are identified and analyzed in Defining a programme,” which highlights that the Benefits Map is a key planning tool used to understand dependencies, confirm benefit ownership, and ensure alignment with strategic objectives before detailed delivery begins.

Creating the Benefits Map at this stage supports informed decision-making and prioritization, as well as effective communication with stakeholders about how change initiatives contribute to strategic goals. It also serves as a baseline for benefits realization planning and tracking throughout programme delivery.

By defining and mapping benefits early, the programme can mitigate risks of misalignment or overlooked benefits, thereby improving chances of successful transformation and measurable value creation.

Both the Business Change Manager (BCM) and the Programme Manager share responsibility for aligning projects with benefits realization. The MSP Practitioner highlights that “Both roles are responsible for this task as projects are overseen by programme manager, and benefits are under BCM supervision.”

The Programme Manager ensures that project outputs are delivered on time, within scope, and aligned to programme objectives, while the BCM ensures that these outputs translate into tangible benefits once transitioned into operational use.

This dual responsibility ensures seamless coordination between delivery and realization functions, bridging the gap between project outputs and strategic outcomes. Without this collaboration, there is a risk of projects delivering outputs that fail to produce the intended business improvements.

Together, the Programme Manager and BCM form a critical partnership in MSP’s approach to ensuring benefits are fully realized, tracked, and maximized throughout and beyond the programme lifecycle.

Gateway reviews are not part of delivering the capability but are governance checkpoints that occur at specific programme milestones, including the beginning of the programme, key decision points, and closure.

The MSP Practitioner explains: “Gateway reviews happen at beginning of programme, Key decision points of programme and closure of programme.” These reviews are formal assessments to validate readiness, progress, and compliance with governance before major transitions, tranche approvals, or programme closure.

Delivering the capability primarily involves initiating projects, managing their delivery under governance frameworks, and ensuring alignment between project outputs and benefit realization. Governance during delivery includes managing risks, issues, and quality controls to ensure outputs are produced to specification.

Gateway reviews are designed to provide independent assurance and decision points but are external to the ongoing activities of capability delivery. Recognizing this distinction helps maintain clarity of roles and processes within programme management, ensuring focused effort on delivery while maintaining appropriate oversight.

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.

The Programme Brief is developed from the Programme Mandate and serves as a foundational input to the Business Case. It contains the programme objectives and expected outcomes, which the Business Case further elaborates. The MSP Practitioner states: “Programme brief contains objectives and outcomes of programme which is further enhanced in Business case.” This positions the Programme Brief as a bridge between initial mandate and detailed justification for the programme.

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 'Justification' and 'Benefits' themes emphasize that benefits must be measurable and expressed in a way that allows for objective assessment of the programme's value. When a CFO requests a Net Present Value (NPV) calculation, they are looking for a financial representation of the programme's worth. NPV is a financial metric used to represent the value of future cash flows in today's terms. Therefore, the benefits feeding into this calculation must be expressed in financial terms.

Option B is the correct answer because "cost savings" are tangible, financial benefits that can be directly used in an NPV calculation. In the context of the UU scenario, HR efficiencies leading to reduced staff costs provide a direct cash-flow impact. While Option C (additional sales) is also financial, it is often more speculative than cost savings. Option D uses a "cash proxy," which is a technique used in MSP to assign a monetary value to non-financial benefits (like customer satisfaction), but since the scenario specifically mentions HR efficiencies and cost-saving metrics are already available, a direct financial measure is preferred for a formal NPV. Option A is incorrect because non-financial measures (like brand reputation) cannot be directly included in an NPV formula without conversion. MSP 5th Edition stresses that the Business Case must be supported by a robust Benefit Realization Plan where financial benefits are clearly quantified to justify the investment.

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 probability of success is higher when programme requirements are well-defined and clearly understood. MSP Practitioner states: “Probability is high when requirements are well defined and clearly understood. Clear specifications of output increases the probability of success.” Process changes affecting technology and structures typically have clearer specifications and boundaries, making successful delivery more likely compared to changes driven by complex behaviors or historical practices.

Design Action

Role

Show the vision statement to the engineering and maintenance staff and collect feedback from them

Business change manager

Facilitate the recruitment of a consultant to help the CTO assess new call centre technologies

Programme manager

Agree to the use of external consultants to help build the target operating model

Senior responsible owner

The BCM is responsible for the interface between the programme and the business (staff feedback). The Programme Manager handles the day-to-day operational facilitation and procurement support. The SRO has the ultimate authority to approve significant resource expenditures like external consultancies.

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.

Recruitment Policy is not considered a critical organizational element in MSP, whereas Delivery Mechanism for Change, Business as Usual, and Corporate Strategy are recognized as essential elements.

The MSP Practitioner states: “All other are critical organizational elements,” highlighting that MSP focuses on how organizations govern and implement change (delivery mechanisms), maintain ongoing operations (business as usual), and set strategic direction (corporate strategy).

Recruitment policies, while important HR tools, are not part of the critical organizational elements that MSP emphasizes in programme governance and transformational change management.

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.

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

The principle of 'Align with priorities' in MSP 5th Edition dictates that a programme must remain consistent with the strategic direction of the organization, which is often subject to change due to internal or external factors. This principle ensures that the programme continues to deliver value and remains viable throughout its lifecycle. A critical component of this alignment is the Target Operating Model (TOM), which describes the future state of the organization once the programme's outcomes are embedded.

In this scenario, the CFO provides updated financial and market realities suggesting that previous growth targets were unrealistic. By updating the target operating model, the Programme Manager is ensuring that the vision of the "future state" remains realistic and aligned with the revised organizational priorities. According to MSP guidance, the TOM is not a static document created at the start and then shelved; it must be refined as the programme progresses and as the corporate context evolves. Option A is correct because it acknowledges the iterative nature of the TOM. While benefits (Options C and D) will certainly be affected, the question asks about the application of the principle to the TOM update. Ensuring the TOM reflects current strategic reality is a primary way to maintain alignment with organizational priorities, preventing the programme from delivering a future state that the business no longer desires or cannot sustain.

Programme management is defined in MSP as “the action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance.” This definition underscores the holistic and strategic nature of programme management, integrating multiple projects and transformational efforts to deliver outcomes that align with organizational strategy.

The MSP Practitioner emphasizes the coordinated nature of programme management that differentiates it from project or portfolio management, focusing on realization of benefits through strategic change delivery.

This definition encapsulates the complexity and scope of programme management, ensuring delivery is both controlled and aligned 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:

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.

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

The 'Identify the programme' process is the initial stage of the MSP transformational flow. Its primary purpose is to turn a vague idea or mandate into a clear programme brief that justifies further investment. During this process, the Senior Responsible Owner (SRO) is appointed to take personal accountability for the programme.

According to MSP 5th Edition, the SRO is the ultimate decision-maker at this stage. While the Programme Board (which may include the CEngO and other senior leads) provides advice and recommendations regarding resource feasibility and capacity, it is the SRO who must approve the way forward. Option A is correct because the SRO is responsible for ensuring the programme is viable and achievable. If the CEngO raises concerns about resource over-commitment, the SRO must weigh these concerns against the programme's strategic value and the Board's optimistic view. Ultimately, the SRO signs off on the programme brief and seeks authorization from the Sponsoring Group to move to the 'Design the outcomes' process. The Programme Manager (Option B) supports the process, but does not have the authority to approve the strategic direction or resource allocations of this magnitude. The SRO’s role is to provide the leadership and decision-making necessary to resolve such internal resource conflicts at the start of the journey.

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.

The process of how issues will be identified, captured, and assessed is not recorded in the Issue Register itself but is instead documented in the Issue Management Strategy.

The MSP Practitioner clarifies: “How to deal with issue is identified in issue management strategy,” meaning the register contains actual issues with details such as date raised, description, and categorization but not the procedural approach.

This distinction ensures that the register remains a real-time log of current issues while the management strategy defines policies and processes for consistent issue handling across the programme.

Maintaining this separation improves clarity and operational efficiency in issue management.

Item of Information

Heading

The improvements in knowledge and opportunities will enhance engineers' self-fulfillment and careers

Key messages

Internal staff will be required to attend an initial company-wide presentation... followed by informal lunchtime sessions... and a monthly newsletter

Communication plan

The sponsoring group will be invited to a workshop to initially brainstorm likely stakeholders, and then the list will be grouped into categories and diagrams

Determining influence and interest

Key messages describe the "what" and "why" tailored to specific groups. The communication plan details the schedule and channels (newsletters, sessions). Categorizing and diagramming stakeholders is the core activity of determining their relative influence and interest.

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

The 'Embed the outcomes' process is where the focus shifts from delivering technical capabilities to ensuring that those capabilities are integrated into business-as-usual (BAU). A key activity within this process is 'Adopt the capabilities', which involves supporting the business through the transition and ensuring that old ways of working are retired.

In this scenario, the staff are resisting the change by maintaining a "safety net" (the old system). According to MSP 5th Edition, to successfully embed a change, the programme must often "burn the bridges" to the old state once the new system is proven to be functional. Option D is the correct answer because it addresses both the technical and human aspects of the transition. Removing access to the old system forces the adoption of the new process, while providing support ensures that staff feel capable and confident in the new environment. Simply reporting on benefits (Option A) or encouraging knowledge sharing (Option C) will not resolve the issue if the old system remains an available option for those resistant to change. The Business Change Manager (BCM) must lead this transition, ensuring that the organization moves fully into the future state described in the Target Operating Model, thereby allowing the benefits to be fully realized.

Transformational Flow in MSP defines the route a programme follows through its lifecycle—from initial conception, through delivery of new capabilities, transitioning to desired outcomes, realizing benefits, and finally closing the programme. It guides the programme’s progression through each phase to ensure the transformation is successful. This concept is central to MSP's approach to managing transformational change and is explicitly described as providing the route through the lifecycle of a programme, from conception to delivering new capability.

The Project Brief is a key document that describes the purpose, cost, time, performance requirements, and constraints of a specific project. It acts as the initial detailed definition of a project within the programme context. The MSP Practitioner states: “Project brief describes purpose, cost, time, performance requirements and constraints of a project,” highlighting its role in defining project scope and parameters, which supports effective project delivery aligned to the programme objectives.

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.