PeopleCert MSP-Practitioner Dumps

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.

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 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.

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.

The principle “Envisioning and communicating a better future” specifically addresses the need for creating a clear, compelling Vision. The MSP Practitioner states: “Envisioning and communicating a better future categorically takes the need of creating an effective Vision statement.” This principle ensures that the programme has a forward-looking, inspirational view of the outcomes and benefits, which guides all programme activities and stakeholder engagement efforts. The Vision helps to align everyone involved and drives commitment towards the desired future state.

Stakeholder engagement is managed and delivered primarily through the Stakeholder Profiles and the Programme Communications Plan. The communications plan ensures stakeholders receive the right information at the right time to maintain engagement and support. The MSP Practitioner states, "Stakeholder engagement is delivered by Stakeholder profiles and programme communications plan" which provide structured means of communicating and managing stakeholder interests to ensure effective programme governance and delivery.

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.

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.

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.

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

The Decisions Theme in MSP 5th Edition involves monitoring the impact of the transformation and responding to emerging information. During the 'Embed the outcomes' process, the programme must look for unintended consequences—outcomes of the change that were not part of the original design but have an impact (usually negative) on the organization.

The loss of critical, highly skilled staff during a redundancy process is a classic unintended consequence. While the redundancies themselves were a planned output to reduce costs, the "brain drain" of key talent is a side effect that could damage the long-term health of the business. Option A is the correct answer because MSP 5th Edition guidance states that such consequences should be managed by increasing monitoring and assurance to understand the scale of the impact. This allows the Programme Board to decide if corrective action is needed. While it could be viewed as a dis-benefit (Option C), the "decisions" theme specifically looks at these emerging impacts as things that need to be tracked and evaluated through the governance structure. By treating it as an unintended consequence, the programme can use its assurance mechanisms to provide the SRO with the data needed to make a strategic choice, such as adjusting the retention strategy or the pace of the remaining redundancies.

Decision Item

Document

Each project will have a change control authority... up to £5,000. Above this level... referred to a programme authority... over £10,000 to the CEO/CFO

Programme strategy: Decision-making approach

There is a low likelihood that legislation may be passed that allows customers to immediately switch utility providers without penalty

Risk register

'Return on investment' will be used at the programme level as the basis for calculating the profit or loss generated in relation to money invested

Decision register

Setting monetary thresholds for escalation and delegation is a "Decision-making approach" activity. Legislative uncertainty with a probability and impact is a Risk. Documenting the specific criteria or "basis" used for previous or current decisions belongs in the Decision Register.

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.

Among the options, "Remaining aligned with corporate strategy" is identified as a core MSP programme management principle. The principles underpin the mindset and behaviors needed for successful programmes. Other options, like Quality and assurance management and Leadership and stakeholder management, fall under governance themes or transformational flow rather than principles.

Outcomes are defined as the new operational state achieved after the transition of capability into live operations. They represent the changes in the organization’s way of working resulting from the combined effect of project outputs.

The MSP Practitioner states: “Outcomes are combined outputs or projects to bring a new operational state in organization,” emphasizing that outcomes go beyond deliverables to reflect actual changes in operations and behaviours.

This distinction is critical in MSP’s focus on transformational change, ensuring programmes deliver real, sustainable benefits rather than just outputs.

The POTI (Projects, Operations, Teams, and Infrastructure) model is used to define the high-level scope of the Blueprint. The Blueprint theme encompasses the detailed design and delivery aspects of the programme’s transformation. As per MSP Practitioner, "POTI defines high level scope of blueprint," situating the model firmly within the Blueprint Design and Delivery governance theme.

Analysis of the options available is not typically included in the Programme Brief but is developed during the preparation of the Business Case.

The MSP Practitioner clarifies: “Analysis of options starts while preparing business case,” meaning the Programme Brief sets out the scope, risks, costs, and key resources but does not contain detailed option appraisal.

This distinction helps ensure the Programme Brief remains a focused and concise document outlining programme intent and governance, while the Business Case undertakes the detailed financial and strategic evaluation required for decision-making.

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

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

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

The principle “Remaining aligned with corporate strategy” requires programmes to be both robust and flexible, enabling them to adapt to frequent and sometimes radical strategic shifts. The MSP Practitioner clarifies that “Programmes need to adjust to strategic changes of organization so they should be robust and flexible to achieve that.” This principle ensures programmes remain relevant and aligned throughout their lifecycle despite changes in organizational priorities or external conditions, enabling successful transformation delivery.

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

The 'Design the outcomes' process is where the high-level vision is translated into a detailed Target Operating Model (TOM) and a Benefit Framework. Once the vision is validated, the next logical step in the MSP transformational flow is to begin detailing the benefits that the new state will provide.

Option B is the correct answer because it focuses on quantifying the benefits—specifically the "increased customer numbers." Before scheduling resources (Option C) or refining risk registers (Option A), the Business Change Manager (BCM) and the Programme Manager must work with the business (the call centre managers) to define what success looks like in measurable terms. This involves creating Benefit Profiles. By holding a workshop to confirm these numbers, the BCM ensures that the benefits are realistic, owned by the business, and directly linked to the validated vision. This step is crucial for the Justification Theme, as it provides the evidence needed to build the detailed Business Case. In MSP 5th Edition, the "benefits-led" nature of programmes means that defining the measurable improvements is a top priority once the desired future state (the vision) is understood. Only after these benefits are clearly identified and documented can the programme effectively plan the delivery of the capabilities required to achieve them.

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

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

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

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

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

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

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

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 Blueprint document defines both the as-is and to-be (future) states of the organization. It provides a detailed description of the current operational environment and the changes required to achieve the programme’s desired outcomes.

The MSP Practitioner explains: “Blueprint defines as-is and future state of organization,” serving as a key governance document to guide design and delivery of the transformation.

By articulating the current state clearly, the Blueprint helps identify gaps, dependencies, and change requirements, ensuring that the programme’s outputs align with the intended future state, thus supporting successful transformational change.

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

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

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

The Vision document is prepared specifically to share with stakeholders to communicate the desired future state the programme aims to achieve. It is a clear, inspirational statement designed to create alignment, motivation, and understanding among all parties involved.

The MSP Practitioner states: “Vision's purpose is to share the idea of better future planned by programme with all stakeholders.” It conveys the strategic intent and overarching goals without delving into technical or detailed delivery plans.

Unlike the Business Case or Blueprint, which are more technical or internal management documents, the Vision serves as a powerful communication tool fostering stakeholder engagement and support from the outset.

A vision-led programme is one that is undertaken to fulfil political ideas and priorities, such as electoral promises. These programmes are driven by a clear vision for change that aligns with political or societal goals rather than just compliance or operational needs. Public programmes started to fulfil electoral promises fit this definition of vision-led programmes as they reflect a vision for future societal outcomes.

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.

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.

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

This question tests the boundary between the Design Theme and the Risk Theme. While the programme manager is doing the right thing by recording a risk (as it affects a critical capability), the question asks if this is an application of the Design Theme.

In MSP 5th Edition, the Design Theme specifically covers the creation and maintenance of the Vision, the Benefit Framework, and the Target Operating Model. It is about defining what is being built. The Risk Theme, on the other hand, is about managing the uncertainties that might prevent the design from being realized.

Option C is the correct answer because the scenario describes an act of Risk Management, not an act of Design. While the bankruptcy of a supplier would definitely impact the programme's ability to achieve its design, the act of putting it on a risk register is a procedural step within the Risk Theme. The Design Theme’s primary purpose is to ensure the programme is designed to deliver the required transformation. A rumour about a supplier's bankruptcy is a classic external risk that sits firmly within the risk management framework.

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

In the 'Identify the programme' process, the goal is to establish a high-level justification for the programme. At this early stage, detailed information is rarely available, and the investment of significant time and resources into precise budgeting is not yet warranted. However, a "rough order of magnitude" estimate is essential for the Sponsoring Group to make an informed decision about whether the programme is worth pursuing.

Option B is the correct answer because the Programme Brief must contain a high-level business case. This includes an initial estimate of costs, benefits, and risks. The use of historical data (the previous electricity and gas rollout) is a common and appropriate technique for "top-down" estimation during this process. This "understanding of the cost" allows the SRO to determine if the programme aligns with the organization's financial capacity before committing to the more expensive 'Design the outcomes' and 'Plan progressive delivery' processes. While Option A is partially true in that detailed budgets aren't required yet, the reason it is appropriate is specifically to enable the initial "go/no-go" decision. Option C is incorrect because while more detail is added later, some estimation is mandatory now. Option D is a valid risk to the accuracy of the estimate, but it does not make the application of the process inappropriate; adjustments for the different utility types would simply be part of the estimation logic.

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 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.

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

The 'Justification' theme in MSP 5th Edition is central to the programme's lifecycle, ensuring that the investment remains desirable, viable, and achievable. It is not simply about choosing the cheapest option; it is about ensuring that the expenditures made are necessary to secure the projected benefits. This is often referred to as the "Value for Money" assessment.

In this case, the use of a specialized external change office is a strategic decision to mitigate the risk of "value leakage"—where benefits are lost because the organization fails to adopt the new ways of working. Option A is the correct answer because MSP 5th Edition explicitly states that the costs of a programme (including specialized support services) must be weighed against the scale of the transformation and the value of the benefits at risk. If the transformation is "significant," as described, the cost of expert change management is often a necessary investment to ensure the Target Operating Model is successfully reached. Option B is incorrect as it describes "contingency" incorrectly; justification is about the primary investment, not just using leftover savings. Option C is a management choice but does not invalidate the justification principle if external expertise is deemed more effective. The justification theme requires the Senior Responsible Owner (SRO) to continually validate that the costs of these services are outweighed by the improved likelihood of benefit realization.

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

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

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

Option A describes a planned outcome or benefit.

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

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

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 false statement is that “Stakeholder profiles are created under stakeholder maps.” In fact, MSP treats the Stakeholder Map as a component or output of Stakeholder Profiling.

The MSP Practitioner explains: “Stakeholder map is created as part of stakeholder profile,” meaning the profile contains detailed information about individual stakeholders, their attributes, influence, and interests, while the map visually represents stakeholder relationships and influence patterns.

This distinction is important for effective stakeholder analysis and engagement planning, ensuring both granular detail and strategic overview are captured.

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.

Blueprint, Vision, and Quality Management Strategy are core parts of MSP’s Governance Themes. These documents set the strategic direction, define the future state, and establish quality control frameworks, respectively.

The MSP Practitioner notes: “Blueprint, Business Case, Vision, Quality management are governance themes,” though the Business Case and Programme Mandate also play governance roles, the listed group in option A is most directly related to governance themes that provide control and assurance.

These documents form the backbone of programme governance by setting expectations, standards, and guiding principles that ensure the programme remains aligned with corporate strategy and delivers value effectively.