Question 1

Which of the following will not be in Issue register?

Accepted Answer

C

Explanation: The Issue Register records the details of each individual issue (e.g., when it was raised, what it is, and its agreed categorization). It does not contain the procedural rules for issue management. Those rules—“how issues will be identified, captured and assessed”—are defined in the Issues Management Approach, not the register itself. Therefore option C is the only item that will not appear in an Issue Register.

Question 2

Select the best option defined by following sentence: 'Action of carrying out the coordinated
organization, direction and implementation of dossier of projects and transformation activities to
achieve desired outcomes'

Accepted Answer

B

Explanation: MSP defines programme management as “the coordinated organization, direction and implementation of a dossier of projects and transformation activities to achieve outcomes and realise benefits of strategic importance.” The wording in the question is a near-verbatim extract of this official definition, making Programme Management the only precise and directly applicable option.

Question 3

Through which document programmes establish the context in which risks will be identified and assessed and responses planned and implemented?

Accepted Answer

A

Explanation: A risk register is a central document where all identified risks are recorded, along with their probability, impact, potential responses, and mitigation strategies. It provides the framework for managing risks throughout a project or program, setting the stage for identifying and addressing potential issues.

Question 4

For a programme that focuses on Political and societal change which scenario will lead to lower probability of success?

Accepted Answer

D

Explanation: MSP classifies “political and societal-change programmes” as those seeking wide cultural or behavioural shifts in the population. The guide notes that when the desired outcome depends on “long-term societal effects that may not materialise for many years and are outside the programme’s direct control, the probability of success is comparatively low.” (MSP 5e, §3.3.4 & Table 3.2). Therefore, of the scenarios listed, aiming for long-term societal effects carries the lowest likelihood of programme success.

Question 5

Which of the following is not an Input to delivering the capability?

Accepted Answer

A

Explanation: In MSP, “Deliver the Capabilities” is the process that coordinates projects so the programme can obtain the capabilities described in the Blueprint. Its documented inputs (AXELOS, MSP 2011 ed., Table 14.1 “Inputs to Deliver the Capability”) are the approved Project Dossier, Blueprint, Tranche/Programme Plans, Benefit information and other governance baselines. Project outputs are created by, not supplied to, this process; they are listed in the same table as outputs of the process. Therefore, Project outputs are not an input, whereas the Project Dossier, Business Case (the live justification baseline carried forward into every process), and Blueprint all precede and guide capability delivery.

Question 6

Which of the following statements best defines 'transformational Flow'?

Accepted Answer

C

Explanation: In MSP, the transformational flow is the set of governance processes that takes a programme “from its initial conception, through delivery of new capability, to the achievement of the desired outcomes and programme closure.” It provides the route-map across the whole programme lifecycle and comprises the processes Identify Programme, Design the Outcomes, Plan Progressive Delivery, Deliver the Capability, Embed the Outcomes, and Close the Programme (MSP 5th ed., §4). Hence option C most precisely states this definition.

Question 7

Which of the following defines Dis-benefit?

Accepted Answer

D

Explanation: MSP defines a dis-benefit as “a measurable decline resulting from an outcome perceived as negative by one or more stakeholders.” It is the mirror image of a benefit (a measurable improvement) and is recorded so that its impact can be forecast, tracked and managed within the programme’s business case and benefits management approach.

Question 8

Which document is created from Programme mandate and works as input for Business Case?

Accepted Answer

C

Explanation: In MSP, the very first “Identify” process turns the initial programme mandate into a Programme Brief. The guide states that the brief is “developed from the information provided in the programme mandate” and that it “provides the foundation for developing the full programme business case in the Define process.” Thus, the Programme Brief is both produced from the mandate and used as the key input to create the Business Case.

Question 9

Which of the following statements is NOT TRUE?

Accepted Answer

A

Explanation: MSP (5th ed.) product-responsibility tables show the Programme Mandate is issued by corporate or strategic management before an SRO is appointed; therefore the SRO cannot be accountable for confirming it. The SRO becomes accountable for the Programme Brief, while the Programme Manager is “Responsible” for both the Vision Statement and the Blueprint (the SRO remains “Accountable” for each).

Question 10

Where in the transformational flow would the Benefits Map normally be created?

Accepted Answer

B

Explanation: MSP states that during ‘Defining a Programme’ the programme team develops the detailed benefits management products, including the Benefits Management Strategy, Benefits Profiles and the Benefits Map. The map is built once the vision and preliminary list of benefits (from ‘Identifying a Programme’) are available, so that cause-and-effect linkages between programme outputs, intermediate outcomes and strategic objectives can be modelled before delivery starts. It is therefore created in ‘Defining a Programme’, not earlier or in later delivery/realization stages.

Question 11

Which of following is not responsibility of Programme Office?

Accepted Answer

D

Explanation: MSP states that a Programme Office supports the programme by (1) maintaining the programme information repository, (2) administering and tracking risks and issues, and (3) collating data to produce regular progress reports for the SRO and other governance bodies. Ensuring that the control and management frameworks are operating effectively is explicitly the role of Programme Assurance, not the Programme Office, therefore option D is not a Programme Office responsibility.

Question 12

Which of the following is a critical organizational element?

Accepted Answer

B

Explanation: MSP 5th-edition states that the Organisation theme “sets out how the programme will establish effective leadership and strong stakeholder engagement. These critical organisational elements ensure the programme has the right direction and support” (AXELOS, 2020, p. 95). Hence, stakeholder engagement is explicitly identified as a critical organisational element, whereas the other options belong to different MSP themes or principles.

Question 13

Which of the following is NOT normally a characteristic of the Vision Statement?

Accepted Answer

D

Explanation: MSP defines a vision statement as a concise, memorable description of the desirable future state that the programme will create. It should inspire, be believable, outcome-focused and implicitly convey the key benefits, but MSP makes no requirement that the vision be time-dependent or contain a specific timeframe. Therefore, option D is NOT normally a characteristic.

Question 14

Which of the following is a KEY attribute for a Programme Manager?

Accepted Answer

C

Explanation: MSP defines a Programme Manager as the individual who plans, monitors and controls the coordinated delivery of projects. A core attribute listed for this role is “good knowledge of programme and project-management approaches (e.g. MSP, PRINCE2).” This competency enables the Programme Manager to advise project teams and integrate their outputs into programme outcomes, therefore it is singled out as a key attribute.

Question 15

Which of the following defines an Emergent programme?

Accepted Answer

A

Explanation: MSP classifies programmes into three generic types: vision-led, emergent and compliance. An emergent programme arises when several related projects already under way are grouped so their collective benefits are coordinated and aligned with corporate strategy. This “evolution from concurrent, individual projects” is the defining characteristic of an emergent programme, distinguishing it from mandatory compliance or proactively vision-driven change initiatives.

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