Practice Free MSP-Practitioner MSP Practitioner, 5th edition Exam Exam Questions Answers With Explanation

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

In the MSP 5th Edition, the principle of 'Lead with Purpose' is fundamental to ensuring that all stakeholders understand the "why" behind a programme's existence. This principle dictates that a programme must have a clear vision and a consistent direction, which is steered by senior leadership. According to the MSP 5th Edition guidance, leading with purpose means that those in leadership roles must be able to articulate the future state and the justification for the change. It is not merely about managing tasks; it is about providing the strategic narrative that justifies the transformation and the impact it will have on the organization and its people.

In the scenario provided, the CEngO is acting as a visible leader. The reason Option B is the correct application of this principle is that 'Lead with Purpose' focuses on the clarity of the Vision and the Strategic Objectives. By explaining "what changes are being made and why," the CEngO is ensuring that the staff—even those facing redundancy—understand the broader purpose of the programme. This transparency is essential for maintaining integrity and trust during a period of uncertainty. While providing support (Option A) is a critical part of stakeholder engagement and people management, the core of the 'Lead with Purpose' principle is the communication of the programme's intent and the rationale for the journey being undertaken. This principle ensures that the programme remains aligned with its desired outcomes and that leadership remains accountable for the direction of the change.

All the listed groups are valid stakeholders in a city-building programme. MSP recognizes that stakeholders can be diverse, including internal groups like employees, external political leadership, and the wider community such as potential residents.

The MSP Practitioner notes: “All are valid stakeholders in programme,” emphasizing the importance of identifying and engaging a broad spectrum of stakeholders to ensure programme success.

Inclusive stakeholder management supports better decision-making, risk mitigation, and benefits realization by addressing varied needs and expectations across the stakeholder landscape.

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 encourages innovative and effective ways to facilitate learning and knowledge transfer. The framework recognizes that for complex organizational change to "stick," the people involved must not just receive information but actually engage with it and internalize it. Using interactive elements, such as gamification or collaborative workshops, is a recognized method for stimulating creativity and fostering a learning culture.

Option C is the correct answer. The CEngO’s request to remove the games based on a perception of them being "childish" ignores the psychological benefits of interactive learning. Games and simulations can help even highly experienced staff members explore new processes in a safe environment, share their own tacit knowledge, and identify potential flaws in the proposed future state. According to MSP guidance, the goal of knowledge management is to maximize the organization's capability to change. If the games are designed to help engineers "share ideas and experiences," they are serving a vital role in knowledge sharing. Removing them solely based on an assumption of the staff's reaction—without testing the effectiveness of the training—is contrary to the MSP's focus on evidence-based improvement and effective stakeholder engagement.

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 'Deliver the capabilities' process is primarily concerned with the day-to-day coordination and management of the projects within a tranche. The Programme Manager is the role responsible for the setup, management, and delivery of the programme. A key part of this role is managing the dependencies between projects and across tranches to ensure that the capability delivered is coherent and remains aligned with the target operating model.

The concern raised by the Call Centre Manager is a classic dependency and risk management issue. The work in Tranche 1 (Employment Contracts) must be aligned with the future work in Tranche 2 (Web-based portal) to avoid the "rework" mentioned. According to the MSP framework, the Programme Manager is responsible for ensuring that project managers are aware of these interdependencies. They must facilitate the necessary communication between the functional business leads (like the Call Centre Manager) and the project teams. While the SRO (Option B) is ultimately accountable for the programme's success, the active management of these operational risks and the coordination of technical work to prevent waste falls squarely within the remit of the Programme Manager. The Programme Manager ensures that the design remains consistent across the tranches, thereby addressing the root cause of the manager's concern before it manifests as an actual issue.

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.

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.

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.

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.

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 Sponsoring Group, not the SRO, is accountable for confirming the Programme Mandate. The MSP Practitioner clearly states: "The Sponsoring Group is accountable for confirming the mandate," which means the SRO oversees delivery but does not hold responsibility for initial mandate confirmation. Meanwhile, the Programme Manager has ownership of the Vision Statement and Blueprint, aligning with delivery responsibilities.

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 focuses on defining the "future state" and the path to get there. This involves the Vision, the Benefit Map, and the Target Operating Model (TOM). However, the design is not fixed; it must be open to improvements that enhance the programme’s value. In risk management, a "risk" can be either a threat or an opportunity.

In this scenario, the new technology represents an opportunity—an uncertain event that would have a positive impact on objectives (reducing maintenance costs). Option A is correct because adding this opportunity to the risk register allows the programme to evaluate whether it should be "exploited" or "enhanced." This is a correct application of the Design Theme because it relates to a potential change in the technical design of the programme's output (the smart meters) to deliver better value. By recording it in the risk register, the programme manager ensures it is formally assessed for its impact on the TOM and the Business Case before being incorporated into the design.

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

The 'Align with priorities' principle ensures that the programme structure and its resources remain focused on the current needs of the business as it moves through the transformational flow. The Organization Theme supports this by ensuring that the right people are in the right roles at the right time. Unlike project management roles, MSP roles—specifically the Business Change Manager (BCM)—can and should change as the programme moves between tranches.

In this scenario, Tranche 2 likely involves technical or systems-led changes (indicated by the appointment of the Chief Technology Officer as BCM). Option C is the correct answer because the BCM’s primary responsibility is to bridge the gap between the programme and the business operations to ensure that outcomes are delivered and benefits are realized. By changing the BCM to reflect the specific focus of Tranche 2, the programme ensures that the person with the most relevant operational authority and "priority" alignment is leading the transition. This flexibility is a core strength of the MSP framework, allowing the programme to adapt its leadership to the specific nature of the work being performed in different stages of the lifecycle.

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

The Senior Responsible Owner (SRO) is the individual ultimately accountable for the programme. One of the SRO's primary responsibilities is to ensure that the programme is governed effectively and that all necessary controls are in place to protect the organization and ensure benefit realization. Governance includes the approval of the Programme Strategy and its subsidiary plans, such as the Risk Management Approach and the Transition Plan.

In this scenario, holding a risk review before transition is a critical governance control. Because this decision was agreed with the Sponsoring Group, it becomes a formal part of the programme’s oversight framework. Option A is correct because the SRO is the person authorized to approve the "rules of the game" for the programme. While the Programme Manager (Option B) might draft the document and the Programme Office (Option D) might maintain it, the authority to approve how the programme will be controlled—especially regarding high-stakes activities like transitioning to new customer processes—rests with the SRO. The SRO must be satisfied that the risks are being managed before the business assumes the impact of the change. This ensures that the programme remains aligned with corporate risk appetite and strategic objectives.

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 Senior Responsible Owner (SRO) is accountable for confirming programme closure. This responsibility involves assessing whether the programme’s Business Case objectives and benefits have been satisfactorily met or if the programme is no longer viable.

The MSP Practitioner states: “SRO will confirm programme closure if business case is satisfied or unviable.” The SRO ensures that all closure criteria, including benefit realization, risk mitigation, and stakeholder expectations, are addressed before formally closing the programme.

While the Programme Manager manages the operational closure tasks and the Sponsoring Group provides governance oversight, ultimate closure accountability rests with the SRO to ensure a controlled and successful programme conclusion aligned to strategic goals.

The Business Change Manager (BCM) supports by confirming benefits status but does not hold closure authority.

This clarity in accountability prevents premature or inappropriate programme termination and ensures a thorough and accountable close-out process.

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 false statement is that “End of tranche review drives benefits management.” In MSP, benefits management drives end of tranche reviews rather than the other way around.

The MSP Practitioner clarifies: “Benefits management drives end of tranche reviews,” meaning that benefits realization considerations inform tranche planning, execution, and review processes.

This approach ensures that benefit delivery remains central to programme governance and decision-making, promoting alignment of delivery with strategic value.

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.

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

The principle 'Realize measurable benefits' is at the heart of MSP. It posits that the only justification for a programme is the delivery of measurable improvements (benefits) that contribute to strategic objectives. This principle is not just about the end state; it involves the continuous management and assurance of benefits throughout the transformational flow. This includes identifying risks to benefits and implementing controls to mitigate those risks.

In this scenario, the potential for rework due to dependencies between tranches represents a significant risk to the timely realization of benefits (the increase in customers). The programme manager's implementation of "independent monitoring" is a form of Benefit Assurance. Option D is the correct answer because MSP 5th Edition explicitly states that monitoring and assuring risks to benefits are vital for informed decision-making. By setting up this warning system, the programme manager ensures that the SRO and Programme Board have the data needed to intervene before the delay occurs. This proactive approach ensures that the focus remains on the "realization" aspect of the principle. While "Align with priorities" (Options A and B) is relevant to the programme's overall direction, the specific act of monitoring a dependency that directly impacts the timing and success of benefit delivery is a primary application of the 'Realize measurable benefits' principle.

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.

The four critical tests for benefits validation are Description, Observable outcomes, Attribution, and Measurement. "Attribution" assesses whether the programme is genuinely responsible for the benefit. The MSP Practitioner confirms, "Four tests of business validation are: Description, Observable outcomes, Attribution and Measurement," emphasizing the importance of validating benefits to ensure they result directly from programme activities.

In MSP, threats are negative risks that could impact the programme adversely. Valid responses to threats include Avoiding, Accepting, or Reducing the risk to mitigate potential harm. However, “Enhance” is not a valid response for a threat because it implies increasing the likelihood or impact, which is contrary to risk management objectives.

The MSP Practitioner states: “Threats should be minimized not enhanced,” reinforcing the principle that risk responses should focus on reducing negative effects or avoiding risks altogether. Accepting a risk might be chosen when mitigation is impractical or cost-prohibitive but still requires monitoring.

Understanding and applying appropriate risk responses is vital to effective programme risk management and maintaining control over uncertainties that could derail delivery.

Dependency management is not considered a principal control for managing the tranches but rather a governance control related to delivering the benefits.

The MSP Practitioner explains: “Dependency management is governance control for Delivering the benefits,” which means while dependencies between projects and benefits must be managed, they are not direct tranche controls.

Principal tranche controls focus on approving and reviewing Business Cases and conducting Benefit Reviews to ensure each tranche delivers value and remains aligned with strategic objectives.

Recognizing this distinction helps ensure the programme maintains effective controls focused on stage delivery and benefit realization without conflating governance functions.

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.

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.

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.

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.

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.

When a viable Business Case does not emerge, seeking further funding is generally not considered a normal or effective response. The MSP Practitioner explicitly states that funding should not be increased without a credible justification, as this risks wasted resources on programmes unlikely to deliver benefits.

Instead, typical responses include redesigning a less ambitious Blueprint to reduce complexity or costs, closing the programme if it is no longer viable, or exploring alternative approaches to delivering the Blueprint that might improve feasibility and value realization.

The Business Case acts as a foundational control and justification mechanism, ensuring programmes only proceed with a clear strategic rationale and realistic benefit realization plan. Continuing to invest without a strong Business Case undermines governance principles and risks programme failure.

Therefore, while redesign or closure are pragmatic approaches, “Further funding is not provided in case of inability to find a viable business case,” reinforcing MSP’s disciplined approach to investment and risk management.

Approval to proceed is a critical input for the 'Managing the Tranches' process. Without formal approval, the programme cannot move into tranche delivery phases. The MSP Practitioner specifies: “Without approval to proceed, programme will not enter this process.” This highlights the formal gating and control process essential for structured programme progression.

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.

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.

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.

Although the Sponsoring Group formally gives the approval to proceed, the accountability for this approval rests with the Senior Responsible Owner (SRO). The MSP Practitioner notes: “Approval to proceed is always given by Sponsoring group on recommendation from SRO. SRO is accountable for it.” This means the SRO takes responsibility for ensuring the programme is ready to move forward and manages the formal approval process through the Sponsoring Group.