MSP

Managing Successful Programmes®

WorkBook
© The Knowledge Academy 2021

1
Contents

About MSP® ............................................................................................................................... 2

Introduction to a Programme .................................................................................................... 3
Principles .................................................................................................................................... 9
An Introduction to MSP Themes.............................................................................................. 16
Organisation ............................................................................................................................. 21
Additional Governance Support Offices .................................................................................. 29
Additional Individual Roles ...................................................................................................... 30
Design....................................................................................................................................... 34
Justification .............................................................................................................................. 48
Structure .................................................................................................................................. 54
Knowledge ............................................................................................................................... 65
Assurance ................................................................................................................................. 75
Decisions .................................................................................................................................. 81
Introduction to MSP Processes ................................................................................................ 92
Identify the Programme ........................................................................................................... 94
Design the Outcomes ............................................................................................................... 99
Plan Progressive Delivery ....................................................................................................... 103
Deliver the Capabilities .......................................................................................................... 109
Embed the Outcomes ............................................................................................................ 116
Evaluate New Information ..................................................................................................... 120
Close the Programme ............................................................................................................ 125
Multiple Choice Questions ..................................................................................................... 129
About MSP®

Managing Successful Programmes (MSP®) is a best‐practice framework for

delivering complex programmes by long‐term strategies. MSP® was developed
for and is owned by AXELOS Limited.

Purpose of the workbook

To survive and grow, organisations must persistently improve their ability to
respond to changes which encountered in their environment. Participating in
incremental change programmes to realise tangible benefits is a way of doing
this.
The rate of change experienced by organisations continues to increase. Words
like volatility, uncertainty, complexity, and ambiguity are regularly used to
describe a rapid and changing world where the path from the current state to
the anticipated future state is not linear and cannot be predicted with any
certainty.
Project Management is often used for defining and delivering new capabilities.
Programme management is documented as an approach that brings together
multiple projects and other work associated with delivering outcomes of
benefit across organisational boundaries. The programme management
approach demonstrates how to adopt suitable governance, pace, and
attention to enable them to move ahead.
The purpose of this workbook is to:
o Define an adaptable set of programme management approaches, leading to
the creation of results of benefit in an incremental way.
o Provide a combined framework that guides the work using three lenses:
● Fundamental principles.
● Governance themes.
● Processes across a programme lifecycle.
The workbook is anticipated for those involved in the direction,
management, support, and delivery of programme work. It will also be
valuable for those who sponsor programmes, lead programmes, manage
projects or processes within a programme environment, or support
programmes.
Introduction to a Programme

A programme's primary aim is to understand the results and

advantages of decisive importance. A programme is a temporary,
the adaptable company developed to organise, manage and supervise the
implementation of a collection of similar projects and tasks to fulfil
results and profits related to the strategic objectives of an
organisation.
The programme offers advantages by a change to an organisation, and it is
based on an accepted idea of how a company or an organisation will
go ahead in the future. Programme Management offers a well-organised
process for organising, planning, aligning, handling and
monitoring the tasks involved.
In this context, Business as Usual (BAU) is defined as the things done
to keep the business operating day-to-day. By understanding the demands
on Business as Usual, its lifecycles and critical events, the delivery of change
through programmes and projects can be timed and managed to ensure the
least disruption.

Progressively Achieve Outcomes of Benefit

Programmes are designed to deliver results of benefit to stakeholders
throughout the programme lifecycle by using an incremental approach.
Programme management needs the redesign and design of the progress
towards the desired future state, focusing on accomplishing measurable
benefit as early as feasible. The incremental approach also enables the
intentional alignment with new information as the programme grows. It
allows organisations to be flexible and responsive. Such flexibility and
responsiveness are often referred to as enterprise agility. The fact that
programmes need an inherently incremental approach does not mean that
programme management depends on executing agile working methods.
Projects in the programme may adopt agile working methods where it is
better to deliver outputs iteratively; the schedule is then organised through
time boxes, whereas much scope as possible is delivered with a fixed
collection of resources.
One or More Organisations
An organisation in a programme context may be a different legal entity,
business unit, public-sector department, or a broader legal entity. In all cases,
programmes work across the organisation’s boundaries and are concerned
with assuring that the requirements of stakeholders are understood and
maximised within significant constraints. MSP (Managing Successful
Programmes) uses the term’ investing organisation’ to refer to the body that
takes risks associated with funding the programme and realising its benefit.
Programme management does not replace the requirement for competent
management of the process-based and project-based work grouped in the
programme. Programme management adds value by assuring that work is
optimised and coordinated, i.e. the right work is done at the right time to meet
the priorities of the investing organisation(s).

What is Programme Management?

MSP® defines programme management as ‘the action of carrying out the

coordinated organisation, direction, and implementation of a dossier of
projects and transformation activities to achieve outcomes and realise
benefits of strategic importance to the businesses.’

The MSP® framework is designed to enable the delivery of transformational

change and achieve an organisation’s strategic objectives. Programmes exist in
the tension zone between the organisation’s strategic direction, the delivery of
change capability by projects, and the need to maintain business performance
and stability while realising and exploiting the benefits from the investments.

Why use Programme Management?

The following are the reasons for the scope of the programmes:
I. Innovation and Growth: A response to the chance to build and exploit
new physical or abilities based on knowledge.
II. Organisational Realignment: A response to acquisitions, mergers, or
divestments, or a drive to restructure how resources are deployed.
III. Effective Delivery: A response to demands from regulators, customers,
or other stakeholders to improve performance and compliance.
IV. Efficient Delivery: A response to sharing limited resources requiring
prioritisation to gain the best results for the least cost across various
processes and projects.

Overcoming Common Challenges

MSP is particularly designed to address common challenges that organisations
encounter while leading investments in change. These include:
o Inadequate support from decision‐makers in the investing
organisations.
o Vague decision‐making.
o Unsustained focus on results and benefits.
o Poorly defined, communicated, or maintained the narrative that
supports the vision.
o Lack of clarity about the gap between future and current states.
o Unrealistic expectations about the ability and capacity to change.
o Failure to influence and engage stakeholders.
o Complex dependences unclear an integrated approach.
o Inability to control the prevailing culture.
o Problems in keeping effort focused at the right level of detail.

Programme Environment
A programme is a main undertaking for most organisations, putting important
demands on already busy resources, and requiring substantial change and
funding for the organisations involved. Programmes always exist within the
internal and external context of the organisation. The ecosystem of
stakeholders (e.g. customers, regulators, citizens, pressure groups, competitors
and suppliers) provides threats and opportunities and threats externally—
these form the objectives and their related strategies, policies, investments,
and targets of the organisation. The permanent organisation is designed to
deliver strategy through working embedded in the BAU routines of the
organisation.
Changes to strategy inevitably require embedded means of working to alter,
and it has to be done in the context of the prevailing power and culture
structures. As a result, programmes are often seen as disruptors in an
organisation, and programme management requires establishing the right
balance between leading change and respecting and understanding the
established ways to value. Uncertainty is a feature of most programme
environments leading to a different range of peril kinds that can potentially
influence the objectives of the programme. Also, internal and external contexts
are unstable, so programmes require adapting to emerging information and
focusing on the most achievable and affordable ways forward.
Organisations have choices about how they manage their investments in
change, and adopting the MSP programme management approach is one of
them. A few organisations will review that a project management method, as
defined in PRINCE2, is adequate for the work as the path to achieving the
anticipated outcomes is clear and can be defined at the start. Other
organisations may adopt a portfolio management approach (as defined in
Management of Portfolios or MoP®) as their primary focus to keep their wide
collection of individual investments in change efficient and focused on
strategic objectives. A few organisations may use all three approaches.

How MSP Fits into AXELOS Global Best Practice

MSP is part of a global best-practice portfolio to effectively and continuously
assist individuals and organisations in managing programmes, projects, and
portfolios. MSP can be used in connection with all the other best-practice
products and the organisation's internal and international standards where
proper guidance is supported by a qualification scheme and consultancy
services and accredited training. Every best practice guidance is intended to be
tailored for use by individual organisations.
Multiple Choice Questions 1:
1. What is the full form of MSP?
a. Managing Successful Projects
b. Managing Strong Projects
c. Managing Successful Programmes
d. Managing Strong Programmes

2. Programmes are designed to deliver results of benefit to stakeholders

throughout the programme lifecycle by using a ___________ approach.
a. Visual
b. Incremental
c. Qualitative
d. Quantitative

3. Which of the following may adopt agile working methods in the

programme?
a. Products
b. Projects
c. Portfolio
d. All of these

4. As per the Programme Management, which of the following statement is

correct about Innovation and Growth?
a. A response to acquisitions, mergers, or divestments, or a drive to
restructure how resources are deployed.
b. A response to demands from regulators, customers, or other
stakeholders to improve performance and compliance.
c. A response to the chance to build and exploit new physical or
abilities based on knowledge.
d. A response to sharing limited resources requiring prioritisation to
gain the best results for the least cost across various processes
and projects.
5. MSP uses the term ‘investing organisation’ to refer to the body that takes
risks associated with funding the programme and realising the results of
the benefit.
Is the above statement true or false?
a. True
b. False

6. ___________ is defined as the things done to keep the business operating

day‐to‐day.
a. Governance themes
b. Business as Usual (BAU)
c. Management of Portfolios (MoP)
d. Programme Environment
Principles

Organisations use programme management in a diversity of circumstances and

to pursue the organisation's various objectives: innovation and development;
organisational realignment; and efficient and effective delivery of change. MSP
provides a principles‐based framework that can be applied in all these
different situations. Principles guide the responsibilities that continually apply
from the first identification of the programmes through to their closure.
Principles are built into programme governance by the themes and are
enacted through the processes in the programme's life cycle. A guiding
obligation that is continually needed to attain value from programme
management.
The following principles direct the programmes aligned with MSP:
1. Lead with purpose
Programmes are purposeful endeavour emphasis on planned change in one or
more organisations. The ability of people included in leading programmes to
visualise and communicate the desired outcomes of the benefits and to
strengthen those desired outcomes over the years is critical to success. The
principle of leading with purposes applies to the entire programme team
across the programme lifecycle. Leading with purpose keeps decision‐makers
and stakeholders focused on what is most significant. This principle reinforces
the need for the clarity of programme vision and relationships with other
programmes and projects in the organisational portfolio to be agreed upon
and defined
The lead with purpose principle is attained by providing clarity of purpose for
stakeholders (organisation theme) and planning delivery in the most
appropriate way to achieve the future state and associated outcomes of
benefit (structure theme). Maintaining a compelling design and vision of the
target operating model (design theme). Designing the three lines of defence to
support leadership decision‐making (assurance theme). Justifying and
communicating the financial viability over time in the business case
(justification theme). Supporting the organisation and curation of knowledge
(knowledge theme). Gathering, analysing, and presenting decision‐ready
information and communicating the rationale underpins decisions
(decisions theme).
2. Collaborate across boundaries

Programmes inevitably affect a lot of organisational units. For example, the

organisational units may exist in different legal entities. Many investors come
together to create important new infrastructure, or they may be other parts of
the public sector body working together to change and implement a new
policy. Alternatively, organisational units may be within a single organisation
with multiple business units and functions involved and affected. Successful
programmes collaborate to facilitate effective cross‐organisational governance
across these organisational boundaries where it does not already exist.
They collaborate across boundaries principle is achieved by articulating
benefits and designing a clear target operating model (design theme),
providing everyone in the programme with access to knowledge and
information (knowledge theme) and developing a unified view of assurance for
the programme (assurance theme). Ensuring approaches used to make
decisions in the light of new information can work across multi‐organisational
governance (decisions theme). Implementing governance for financial
decision‐making related to priorities for cash, investments, and the risk profile
of achieving outcomes (justification theme). Maintaining clarity about the
number and types of resources needed and how they will be sourced (structure
theme) maintains mechanisms for stakeholders and organisational units to
interact (organisation theme).

3. Deal with ambiguity

The leading change when using programme management is future‐focused
activity. It is typed by the uncertainty caused by the inability to know for sure
what will happen next. Risks can be related to the inherent uncertainty of
which results will be of the highest value to the organisation and about what
path will deliver those outcomes of benefit.
All are important in shaping the decisions made during the life cycle of the
programme. Dealing with ambiguity is not the principle to lessen risk as much
as possible; instead, it is a principle that embraces the uncertain, complex,
volatile, and vague nature of programmes and focuses attention on the need
to make eyes‐open choices.
The deal with ambiguity principle is attained by providing a clear vision of
current thinking and the risks perceived (design theme), Defining the appetite
for risk and facilitating information‐sharing, transparency, and evidence‐based
decision‐making (organisation theme). Providing manageable tranches of
delivery that contribute to clear intermediate landing points (structure theme).
Reflecting uncertainty of estimates and specific risks in the business case
(justification theme). Explicitly considering the upside and downside impacts of
decisions (decisions theme). Making knowledge as clear and accessible as
possible (knowledge theme). Adopting a risk‐based approach to assurance that
focuses resources on the areas where greater certainty would be valuable
(assurance theme).
4. Align with priorities

The programme environment does not stand still, and it is common for
organisational priorities to change often during the life of any programme.
Successful programmes adapt to work and emerging information to constantly
improve decision-making in a dynamic environment. This makes sure that the
programme aligns with the investing organisation's organisational strategy and
objectives over time and does not evade addressing any conflicting objectives.
Occasionally, new information will eliminate the justification for the
programme. In these circumstances, the programmes are closed in a
controlled manner.
Often, new information results in altered priorities that lead to programme
plans' realignment and the reassignment of the limited resources available to
provide work. The align with priorities principle is attained by revisiting the
benefits, target operating model, and associated risks over time (design
theme). Adapting roles, structures, and responsibilities over time to provide
alignment and oversight with business operations
(organisation theme). Supporting stakeholders to acquire the knowledge and
information they need to understand priorities (knowledge theme). Reporting
both historical performance and emerging trends (decisions theme).
Prioritising assurance observations and action plan to reflect risks (assurance
theme). Adjusting the content of tranches to reflect new information
(structure theme). Reflecting new information in the business (justification
theme).
5. Deploy diverse skills
Work done within a programme spans many disciplines and skills. Internal
knowledge and experience are usually complemented with external skills
provided by consultants and prime and second‐tier contracting staff. The
combination of external and internal skills then shapes and provides the
needed results and benefit outcomes. Different skills are required at different
times, and successful programme management deploys the right combination
of skills and contracting routes to meet the work's changing requirements. It is
important to know when additional organisational capabilities and resource
capacity are needed. Also, balancing the demand for outside experts with
overstretched employees who are learning new ways of working is a crucial
factor in providing change. It is also important not to rely on exterior help,
thereby missing the opportunity for investing organisation in building the
required skills for the future.
The deploy diverse skills principle is attained by clarifying the skills necessary
for the target operating model to work as designed (design theme). Providing
oversight of the development of the required organisational capabilities and
resource capacity (organisation theme). Providing visibility in the budget of
the incremental costs of deploying specialised skills from inside or outside the
organisation (justification theme).
6. Realise measurable benefits
Creating results that lead to measurable and defined financial and non‐
financial benefits is at the heart of programme management. The programme
delivers and designs coherent organisational capabilities. Because programme
management spans organisational units and time, it is positioned to drive the
phasing and overall realisation of measurable benefits. The realise measurable
benefits principle is achieved by:

o Make sure that stakeholders are engaged and that there is two‐way
communication about the outcomes of benefit (organisation theme).
o Designing the benefits map and benefit profiles (design theme).
Make sure benefits are measurable, either with a direct route to cash, through
the use of cash proxies, or by using a non‐financial measure (justification
theme). Focusing assurance on the risks affecting outcomes of benefit over
time (assurance theme). Ensuring that stakeholders can access details of the
benefits and understand how they are measured (knowledge theme). Keeping
the decision‐making focus at the programme level is on realising the
outcomes of benefit (decisions theme).
7. Bring pace and value
An organisation's investment in using the programme management approach
must be justified. The MSP is designed to bring value to the work of the
programme through the coordination and continuous focus between
principles, processes and themes in delivering benefit outcomes. The MSP
brings transparency and structure to the management of investments in
incremental change and applies rigidness to the coordination of constituent
projects and other work. Part of the value of MSP is related to establishing the
appropriate pace of change. Rather than confuse with velocity, pace focuses
on the timing of certain aspects of the work and their alignment to other
important objectives or events. Establishing the right pace will enable the
organisation to attain the desired future results and the BAU activities
required to provide value. The bring pace and value principle is achieved by
focusing on establishing governance that empowers decision‐making as close
to the day‐to‐day work (organisation theme). Expressing the structure and
design of the programme in financial terms to clarify how the phasing of
expenditure and benefits realisation supports the pace of delivery
(justification theme). Keeping the benefits, target, and vision operating model
clear and aligned with priorities (design theme). Planning assurance that is
appropriate and timely (assurance theme). Planning the delivery of
capabilities at the best pace to achieve the outcomes of benefit in line with
the business case (structure theme). Working within clear delegated limits of
authority and only escalating decisions when needed (decisions theme).
Encouraging the learning of lessons and a culture of continual improvement
(knowledge theme).
Multiple Choice Questions 2:

7. Principles guide the _______________ that continually apply from the first
identification of the programmes through to their closure.
a. Authority
b. Assurance
c. Responsibilities
d. Decisions

8. Which of the following principle is attained by providing clarity of purpose

for stakeholders and planning delivery in the most appropriate way to
achieve the future state and associated outcomes of benefit?
a. Lead with purpose
b. Bring pace and value
c. Collaborate across boundaries
d. Realise measurable benefits

9. The deal with ambiguity principle is attained by ________________.

a. Providing clarity on the skills necessary for the target operating
model to work as designed.
b. Providing manageable tranches of delivery that contribute to clear
intermediate landing points.
c. Articulating benefits and designing a clear target operating model.
d. Revisiting the benefits, target operating model, and associated
risks over time.
10. Which of the following statement is not correct regarding “Bring pace and
value” principle?
• It is attained by focusing on establishing governance that empowers
decision-making as close to the day-to-day work as possible.
• Keeping the benefits, target, and vision operating model clear and aligned
with priorities.
• Focusing assurance on the risks affecting outcomes of benefit over time.
• Expressing the structure and design of the programme in financial terms
to make clear how the phasing of expenditure and benefits realisation
supports the pace of delivery.

11.As per Lead with purpose principle, designing the three lines of defence to
support leadership decision‐making is known as design theme.
Is the above statement true or false?
a. True
b. False
An Introduction to MSP Themes

Programme Governance
Like used to a programme, governance is the authority and responsibility
framework that the investing companies apply to control the work and make
sure the production of value. As part of the governance, the programme
requires controls that give transparency and make confident that works will
occur like intended controls, such as procedures, behaviours, tools, and
policies. The themes of MSP of design, structure, organisation, assurance,
decisions, justification, and knowledge define important governance aspects
which are needed to make sure that the programme is arranged with the
principles around the programme lifecycle. The themes application will
establish a programme control environment.
Fit with Corporate Governance
Programme governance doesn't stand alone and required to fit inside the
broader control framework of the company. In most companies, the company's
broader control framework will be required to comply with corporate
governance needs in the appropriate jurisdiction. In public or other sectors
which are non-profit, the concepts underpinning corporate governance also
used, but various terminology can be utilised, like excellent governance for
charities. Programmes often should comply with the company's policies like
related to data privacy, corruption or hiring, anti-bribery, and giving rewards to
contractors and staff. Relying on the particular requirements of the
programme, permission to change from the standards of the company can be
asked from senior leadership. Still, the default condition will be complete
compliance. Where programmes have various companies for investing, the fit
with the company's different control frameworks should be agreed upon, and
any disputes solved.
Plan–Do–Check–Act Cycle
Various control environment aspects need a cycle or process that is structured
to ensure continuous improvement and effective implementation. The (PDCA)
Plan-Do-Check-Act cycle is also named the Deming cycle or Shewhart cycle
used to control programme management's main aspects like conflict
resolution, risk analysis and management, communication management,
stakeholder management, and information management. This model is
described in four phases which produces a circular, repetitive process.
The first phase, 'plan', includes the present situation's knowledge before
progressing. It may involve setting risk tolerances to express appetite or
analysing the programme's present environment. The 'do' phase is utilised
when the particular actions are performed, which are required, like prioritising,
recognising and reacting to risks; capturing, storing and codifying information;
or planning assurance works. The 'check' phase includes confirming the
outcomes through the previous phase, and if they are not as intended,
recognising where additional step can be required. This can involve particular
work to understand the issue resolution's effectiveness or write a review of
whether governance is working like intended. The 'act' phase, while actions
that are validated, are used in practice. Constant improvement occurs when
beginning steps and plans are reviewed and revised to reflect the present
situation and priorities.

Program Strategy

The programme strategy's primary objective is to describe the control

environment and governance for a programme in line with the organisation's
corporate governance needs, which are investing and making sure that
principles of MSP are used during the programme life cycle. MSP suggests that
the programme strategy need to be a particular document that includes
various sections outlining the required steps to set effective governance and
control on the entire theme. Many sections in the programme strategy need to
be obtained from the approach information described in each theme.
The following are involved:
o Governance approach in the theme of the organisation.
o Engagement approach of stakeholder in the theme of the
organisation.
o Design approach in the design theme.
o Funding approach in the justification theme.
o Delivery approach in the structure theme.
o Resourcing approach in the structure theme.
o Knowledge and learning approach in the knowledge theme.
o Information approach in the knowledge theme.
o Assurance approach in the assurance theme.
o Decision-making approach in the decision's theme.
o Conflict resolution approach in the decision's theme.
o Risk response approach in the decision's theme.
The approach information is outlined like a collection of questions that the
programme addresses to set coherent governance and controls for the specific
activity. The program strategy is expected to review the control environment,
make it obvious why a specific control is a must and giving steps' details of
high-level required to comply. When the programme strategy has been evolved
to address every question in the approaches, it makes the baseline of
governance for the programme. It is kept up-to-
date by utilising formal change.

Programme Plans
Oppose to the programme strategy's objective. Programme plans aim is to
describe the particular arrangements for executing the programme strategy
and manage the team. Programme plans react to the more detailed questions
of 'who', 'when' and 'how' to deliver the benefit' results across time.
Companies can select to combine each and every plan for the programme in a
document or have different documents, with independent change control. MSP
doesn't need a plan for each and every approach like in
some situations, the approach will be adequate in order to reach
the requirements of the programme. These are:
• Engagement of stakeholder and communications plan in the
organisation theme.
• Financial plan in the justification theme.
• Delivery plan in the structure theme.
• Profits realisation plan in the structure theme.
• Assurance plan in the assurance theme.
If the plans of programmes have been confirmed, they produce the
management baseline for the programme and are up‐to‐dated by utilising
formal change control.
Multiple Choice Questions 3:
12.As per Programme Governance, for the programme, control environment
will be established by the _____________.
a. Themes application
b. Themes assurance
c. Themes design
d. Themes structure

13.Which phase of the Plan‐Do‐Check‐

Act cycle includes confirming the outcomes through the previous phase?
a. Plan phase
b. Do phase
c. Check phase
d. Act phase

14.Which of the following is not involved in the Program Strategy?

a. Funding approach in the justification theme.
b. Delivery approach in the structure theme.
c. Resourcing approach in the structure theme.
d. Financial plan in the justification theme.

15._______________react to the questions which are more detailed of 'who',

'when' and 'how' to deliver the benefit' results across time.
a. Programme Strategy
b. Programme Plans
c. Programme Governance
d. Programme Environment
 Organisation
The purpose of the organisation theme is to describe:
How to organise the programmes to assure efficient leadership, scrutiny,
sponsorship, and decision‐making, involving transparency around roles,
liabilities, and assigned boundaries of authority. How stakeholders are
recognised and involved and how to planned and delivered communication
effectively.
Key relationships between the MSP Principles and design theme
The organisation theme By … Resulting in …
uses the MSP principle

Lead with objective Giving transparency of Commitment toward the programme and the
objective for stakeholders enthusiasm to reduce difficulties for
stakeholders

Collaborate beyond limits Managing mechanisms for Integrated and coordinated decision‐making
the units of the
organisation and interact
with stakeholders

Deal with uncertainty Describing the appetite Better recognition, analysis, and answer to risks
for risk and information‐ and developing change
sharing, facilitating clarity,
and decision‐making
based on evidence

Align with preferences Adapting roles, and Governance which matches preferences
accountabilities and
structure passing the time
to give oversight and
alignment with operations
of the business

Deploy different skills Giving oversight of the Better risk management related to skills and
progress of the needed resources
organisational abilities
and capacity of resources

Realise accountable Make sure that The commitment of stakeholders during the
benefits stakeholders are involved, lifecycle
and there is two‐way
interaction regarding the
results of benefit
Governance Approach
In the programme strategy, the governance approach response to the
subsequent questions:
o Which programme governance boards and helping offices are needed in
the organisational structure of the programme, and what are their
conditions of reference
o In which way, the programme governance boards and helping offices will
act with another governance board that exist outside the organisational
structure of the programme, involving investing organisation(s) and
partner organisations?
o What are the personal responsibilities and accountabilities for every
personal role in all section of the organisation structure?
o What is the appetite for risk toward the programme, ideally revealed as
tolerances around targets that are measurable?
o What are the assigned boundaries of authority for every personal role in
every section of the organisation structure, joined with risk tolerances?

Risk Appetite
The describing risk appetite of the programme allows assigned boundaries of
authority to be allocated to particular roles into every section of the
organisation structure. It is also a need for the company (and charitable)
governance that executive teams and boards show their appetite for risk in
accomplishing their strategy. Hence, it follows that investments made in
programmes exhibit corporate risk appetite to ensure the alignment of the
programmes with the operational business.
The best method concerns the risk appetite to be revealed as thresholds
surrounding measurable targets instead of narrative statements. Measurable
targets are the programme goals in the programme context that might explain
the costs or gross benefits, or net profits. For programmes, showing appetite as
thresholds vs time targets is also feasible, although the program' objective is to
realise measurable profits and hence to utilise time as a proxy for-profit might
not be perfect.

Risk tolerances might also be established for the programme based on key
goals of the organisation like customer satisfaction or safety performance.
Organisation Structure
The goal of the organisational structure of the programme is to describe the
governance boards and helping offices required to control the description and
delivery of results of benefit in the restrictions related to investing
organisation(s). Several governance boards are usual for the programmes,
involving the programme board and sponsoring group. To meet their roles,
these boards are supported by helping offices that are set for the planning of
governance controls and executing them efficiently.
The programme office is the individual needed governance office. The
survival of other government offices based on the program's nature.
The following is the Usual Organisation Structure for a Programme:
1. Sponsoring Group
It is the governing board with assigned authority to govern the
programme. It involves senior leaders who are responsible to the
administrators of the corresponding investing companies, and it is
accountable for:
o Make sure the alignment of the programme goals with the strategic
direction of the companies or units of the company involved.
o The extent of the programme investment.
o Obtaining the expected results of the investment.
o Establishing overall programme preferences.
o Mitigating conflicts within the priorities of the programme and other
programmes, and with continued operations of the business.
o Giving continued endorsement and commitment in assistance of the
programme goals.
o Assigning authority of decision‐making to the programme board, SRO,
and helping offices.
2. Programme Board
The programme board is a governance board with the assigned authority to
drive the outcomes' delivery of benefit in the described restrictions.
It involves a group concerning senior managers who are responsible for the
sponsoring group.
They are accountable for developing, executing, and managing the strategy
of the programme and responding to the questions in the sections of the
approach of every theme. The programme board's members include the
programme manager, the SRO, the programme office leader, and the
business change manager.
The programme board's other representatives might involve project
sponsors, a lead supplier, delegates from other supporting offices, and
corporate functions' representatives (e.g. risks, HR, or finance).
3. Programme Office

A group of specialists include in the programme office who is responsible fA

group of specialists includes the programme office responsible for the
programme manager and accountable for giving the skills, tools, and
processes that help the programme board and the SRO execute their
liabilities and accomplish their roles.
To accomplish this, the programme office gives services that support the
BCM and programme manager by handling issues, risks, stakeholder
engagement and communication, benefits realisation, and organisational
change management, monitoring and reporting, planning and estimating,
quality, resource planning, assurance, procurement and contracts, change
control, finances, information.

Individual Roles
The governance boards and supporting offices which form the organisational
structure of the programme involve leaders with particular individual roles.
Role definitions are formed while determining the governance approach and
are documented in the strategy of the programme. Their goal is to describe
responsibilities, accountabilities apparently, and assigned boundaries of
authority.
The followings are the individual roles in the organisational structure of
the programmes:
1. Senior Responsible Owner
The Senior Responsible Owner (SRO) is responsible for the sponsoring
group and chairs the programme board. The SRO has entire and
continuous responsibility for the successful outcomes' delivery regarding
the programme.
It involves setting plans and strategy of the programme, monitoring the
programme's performance, making decisions of high-impact programme
risks, and ensuring engagement by the sponsoring group.
2. Programme Manager
The programme manager is responsible for the programme board and has
overall and continuing accountability for the successful everyday leadership
related to the programme in assistance of the SRO. It involves:

o Defining and managing delivery plan of an integrated programme,

observing actual growth to date, and anticipating future tranches
development.
o Describing and managing budget baseline of a programme, observing
actual expenses to date, and anticipating expenses for future
tranches.
o Observing and reporting the entire performance of the programme
involving risk management, stakeholder engagement, and benefits
realisation.
o Recognising and solving issues of programme level.
o Recognising and assigning project level matters to the suitable project
manager.
o Recognising and escalating problems of the organisational level to the
SRO.
3. Business Change Manager
The Business Change Manager (BCM) is responsible for the programme
board and has the entire and continuous responsibility for the successful
everyday adoption of innovative abilities in the investing organisation to
assist the realisation of results of benefit on the side of the SRO. The BCM is
generally a member of the business operations leadership team and will
remain nearby the activities of BAU throughout the
 programme. The BCM assures that programme alterations are valid and
appropriate to the organisation and that the organisation is prepared to
adopt the alterations in collaboration with delegates from the operations of
the organisation

Tailoring Programme Governance

Programme governance necessities to be tailored to its environment. Several
considerations that will inform tailoring contain the programme size, reasons for the
investment and associated risks, and the public profile of the organisations involved

Programme Size or Complexity

The program's governance differs in the form of its size and complexity, such as the
projects' number, people, and organisations comprise with the programme
In programmes that are smaller or less complex, some governance boards, individual
roles, and supporting offices might be warranted because working relations and
lines of reporting are more direct
In programmes that larger or more complex, added programme boards, individual
roles, supporting offices are frequently needed in dealing with the type and number
of working relations or reporting lines which are increased and advantage from
intermediaries
Further expert roles might also be needed in larger programmes such as planning,
technical design, reporting, assurance, quality, finance, benefits realisation,
resourcing, procurement, and communications
The figure shows the potential support roles or offices to deal with specific
investments:

Reason for Investment Potential support roles or offices for dealing

with particular risks

Innovation and growth • Service design office concentrated on

service progress, innovation, and
change control
• Infrastructure design and assurance
office concentrated on the
 procurement, design, and physical
assets' deployment(e.g. railways, roads,
buildings, and airports), and assuring
the safety

Organisational realignment • Business process design office

concentrated on collective corporate
transaction execution, e.g. divestment,
acquisitions, and merger
• Change office concentrated on assisting
individuals in the business by making
them ready for a significant
transformation

Effective delivery • Programme assurance office

concentrated on ensuring administrative
compliance with innovative or updated
rules directing the organisation (e.g.
finance, cyber security, etc.)
• Operational process design office
concentrated on streamlining and
optimising procedures for better fulfil
the requirements of citizens, customers,
or other stakeholders

Efficient delivery • Resource planning office concentrated

on scheduling the usage of equipment,
facilities, and individuals beyond the
organisation
• Asset management office concentrate
on consideration of the whole‐life
expenses of assets.

Public profile of the organisations involved

In programmes, investments are made by public, private, and not‐for‐profit
sectors. Programmes working in the public sector, or in which the programme
affects the public members, will be influenced by their public profile that might
include:
o A higher scrutiny level by public, media, and Parliament
o Extra monitoring and reporting needs to allow public clearness
o Added processes to assure equity and fairness(e.g. while procurement)
Integrating Programme, Project, and Operational Organisation Structures
o Creating the appropriate engagement level within the programme and
its constituent projects and additional work is a vital component of
building an efficient programme organisation.
o There are several forms of the project and operational structure of the
organisation and various methods of combining these in the programme
organisation.
Additional Governance Support Offices

The following are the Additional Governance Support Offices

Programme Design and Change Authority
The programme design and change authority is the governance support office
with main accountability for technical design at the programme level and
change control.
The concentration of change authority and programme design differs
according to what the business operation's aspect is altering and needs
thoughtful design and change control expertness (e.g. capital infrastructure,
technology, service, or business process).
It is responsible for the programme board and accountable for giving the skills,
tools, and processes that help the manager of the programme in accomplishing
their role.

Programme Assurance Office

The programme assurance office is the governance support office with
fundamental liability for evaluating and validating management controls to the
programme.
The programme assurance office gives an objective evaluation of the possibility
that the programme will deliver the anticipated quality and results in the
predicted budget and timelines for management, based on good practice.
Responsible for the sponsoring group and accountable for giving the skills,
tools, and processes that will help the sponsoring programme group perform
their overall responsibilities and accomplish their roles.
Additional Individual Roles

The following are the Additional individual roles linked with programmes
that are observed frequently in practice:
Organisational Change Manager
The organisation in which various programmes and projects deliver much
change, a change manager for the whole portfolio might exist, they are
probable to have direct input in activities like:
o Describing the approach of stakeholder engagement or plan for
stakeholder engagement and conversations.
o Describing the plan of benefits realisation and promoting the change
resourcing and activities of benefits realisation.

Business‐Unit Operations Manager

o The Business-Unit Operations Manager is not likely to have a formal role
in the governance of the programme but might be a member of a
project board's member like a senior user.
o Regardless of formal reporting lines, these managers are crucial
stakeholders who are describing the beneficiaries of the change.
o It includes aligning project and needs of operational resource,
recognising operational issues and risks and solving them where it is
possible, increasing issues and risks to both project management and
operation management when needed.

Stakeholder Engagement
The complexity and scale of change linked with programmes typically form a
stakeholder environment which needs thorough examination and
management. Stakeholder engagement needs planning and constant review to
assure that the influenced groups and people who can affect the programme
are understood and influenced suitably. The stakeholder engagement that is
well‐design decreases the negative thoughts of blockers, holds supporters, and
converts indifference within support. It will concentrate effort at those
stakeholders with the biggest impact on the program's success.
Programmes are possible to have a great number and several kinds of
stakeholders. Few of them will be comparatively more peripheral and others
much critical. It is essential to increase the influence of engagement and
resources of communication by concentrating on the stakeholders who are
most important, without completely overlooking the others. There is a high
socio‐political complexity in several programmes, for instance the stakeholder
environment is extremely affected by politics, alliances, conflicts, and power‐
plays. It is important that the approach of stakeholder engagement identifies
the potential for such kind of complexity and according that makes plans.

Stakeholder Engagement Approach

The stakeholder engagement approach describes the questions which should
be addressed by the programme strategy as a least. Its content will differ
based on the program's nature and the included organisations. In MSP, it is
supposed that the adopted approach will address each of the stakeholders
linked to the environment of the programme
This approach in the programme strategy responds to the subsequent
questions:
o Which elements of the programme can create the environment of
stakeholder hard to maintain?
o What are the fundamental metrics and goals to measure stakeholder
engagement?
o What are the responsibilities of the governance boards, individual roles,
and supporting offices in stakeholder engagement?
o How will governance boards of the programme observe the progress,
success, and risks of stakeholder engagement beyond the lifecycle?
Stakeholder Engagement and Communications Plan
The objective of the stakeholder engagement and communications plan is to
provide details about how stakeholders are recognised, prioritised, and
engaging over the program's life, involving feedback and two‐way
conversation. It assists in gaining commitment from stakeholders to the
modifications being introduced to increase the value and impacts of the
programme results. The plan describes activities of the stakeholder
engagement that are important to the success of the programme and aligns
the level of detail and message content with the requirements of the
stakeholder's priority.

The stakeholder engagement and communications plan addresses:

How stakeholders are examined (recognised, classified, prioritised, and
arranged).
How the examination of a stakeholder’s interest and impact is assessed and
measured in the programme.
How the impact and importance of a stakeholder toward a programme are
evaluated.
What type of media and channels of communications will be utilised and on
what frequency.
How feedback will be inspired, assembled, and maintained when got.
What the essential messages and goals for all group must be.
Measures and metrics for observing communication.
Focus of the Key Roles for the Theme
The following are the Roles for Organisation Theme
Role
Sponsoring Group Members
Senior Responsible Owner
(SRO)
Programme Manager
Business Change Manager (BCM)
Programme Office Lead
Areas of focus
• Assuring the stakeholder
engagement approach and
governance approach is suitable for
the objective.
• Recognising strategic stakeholders.
• Agreeing with the programme risk
appetite.
• The programme board's member
reporting to the SRO.
• Everyday leadership regarding the
programme.
• The programme board's member
reporting to the SRO.
• Everyday leadership regarding the
programme.
• The programme board's member
reporting to the SRO.
• Organisational change.
management in assistance of the
SRO for the programme.
• Assist the programme board by
capacity control and programme
delivery.
Design

Purpose
The following is the main purpose of the design theme:
o The way in which programmes are planned to make sure that the
end‐state is clear and the risks and advantages are understood.
o How to make the objective operating model and how to know the
difference within the present and upcoming states.

Key Relationships with Principles

The design theme adds to the compliance to principles of MSP over the
programme lifecycle. There are various basic relations with the principles,
which are described below:
The design theme By… Resulting in…
applies the MSP
principle

Lead with purpose Managing a convincing A vibrant vision of the

image and design of the upcoming state.
target operating model.

Collaborate over Articulating advantages and Everybody being conscious of

boundaries making a vibrant target and dedicated to the similar
operating model. finish goals.

Deal with ambiguity Giving a clear view of A point of focus and a target in
present thinking and the contrast to which developing
risks supposed. risks and trends can be
assessed.

Align with priorities Revisiting the advantages, The avoidance of unnecessary

target operating model, and work.
the risks which are
associated over the period.

Deploy various skills Giving clearness on the skills The organisation positioning
which are required for the and emerging talent.
target operating model to
work as planned.
Realise measurable Planning the benefits map as Lucidity regarding the drivers
benefits well as benefit profiles. for the programme.

Bring pace and value Keeping the image, benefits, The evasion of misalignment
and target operating model over the period
vibrant and allied with
priorities

Design Approach
The design approach describes the questions which the program strategy need
to address, like a point. The content will change as per the programme's
nature and the organisation which are involved; though, in MSP, it is supposed
that the approach which is adopted will address the needed governance and
controls of every organisation who are investing.
In this programme strategy, the design approach answers the questions which
are the following:
• How will the image for the programme be accepted and approved?
• How will the advantages of the programme be agreed and approved?
• How will the target operating model be described and approved?
• How will the risks to attaining the benefits be captured and prioritised?
Vision Statement
The main aim of the vision statement is to record the vision for the programme
in a way which allows motivation, alignment, and engagement of the
significant stakeholders’ community which are included in the programme,
potentially over various companies. The vision statement defines the intended
future state once the programme ends at a high level, where more detail is
given by the benefits profiles and target operating model. With the vision
statement, those documents should be aligned which are more explained.
The vision statement is recorder like an outward‐facing document which
describes new improvements, services and techniques to work. The vision
statement should be understood by each and every individual, to engage and
earn commitment through various programme stakeholders.
The following are the characteristics of good vision statement:
o It needs to be written like a company’s snapshot in the future, and
articulation of what individuals will experience and view when the
programme has fulfilled successfully.
o It should be written as per the primary stakeholders and their interests,
making a reliable picture of a future which they want to engage with.
o It should be understood easily by various people, refraining jargon as
well as technical language.
o It should be concise: a good vision statement can be in one or two
paragraphs lengthy. The much the statement is long, the more
possibility to include inconsistencies and be less motivating.
o It should be compelling: it needs to draw people in the direction of a
beautiful and desirable upcoming state, engaging their minds and hearts
and giving motivation.
o Address why the status quo is not a choice.
The following are the points which are beneficial when writing a vision
statement:
o A vision statement doesn’t require to involve particular timings until it is
time‐sensitive.
o If the delivery time slip, various programme vision statements stay valid
o Refrain utilising measurable and detailed goals.
o It is beneficial to have a vision that can be measured so that it is obvious
when the company has attained the objective of the programme.
o Though defining objectives can withdraw from the vision statement’s
main purpose; targets are much usefully captured in the target
operating model & business case
o Refrain involving details which withdraw through the vision's compelling
nature
Benefits
Benefits run programmes. Unless the promise of benefits, companies will not
invest in programmes, and resources will be spent in an inaccurate place at the
incorrect time without a concentration on benefits. Programmes should design
and deliver abilities which can be adopted and transitioned so that the results
which are expected are embedded and realised the benefits which are
measurable. Programmes should also understand the problems which are a
consequence of intended negative results, and design the programme in order
to reduce the effect. Many times a benefit to a company, or the company's
part, results in a disadvantage to others. This should be understood and
maintained carefully.
Types of Benefits
Types of Benefit
The following are the types in which benefits fall:
1. Efficiency
It was arising through results which allow the company in order to make
results with fewer resources turns in cost reduction, decreased working
capital, or cost avoidance. Performing much for the similar, or same for less, is
another method to express efficiency, such as processing many enquiries with
similar individuals before.
2. Effectiveness
Arising through results which allow the company to make excellent outcomes
now or maximise the possibility of future effectiveness in the context which is
fast‐moving through enhancing adaptability
Effectiveness benefits for good outcomes now can be in the form of greater
standards or compliance levels; great customer or staff's satisfaction; lower
waste levels or enhanced market share
Effectiveness benefits which are related to enhanced adaptability can be an
improved capability in order to respond to varying environments; faster time
to market disorders instantly; or a workforce which is broader and capable of
changing.
The paths to benefits
The way to advantages for a programme which is displayed visually in the
benefits map. The main aim of the benefits map is to display the relation
among results, abilities, outputs, results, disadvantages, benefits, and results
of the company. A method to make a benefits map is, to begin with, the
objectives of the company on the left, decomposing them to results, abilities,
and project outputs or other work on the right. Operating through objectives
of the company to outputs answers the question ‘how’. Another way to begin
with outputs on the left and aggregate them by results, abilities, and benefits
to of the company’s objective on the right.
Operating through outputs to objectives of the company answers the question
‘why?’ Practically, the works of benefits mapping is a dirty procedure which
tries to adjust the dissolution of objectives of the company with the outputs
aggregation through projects and other activities. The choice is the last format
of the benefits map. Once it is finished, the benefits map creates the reason
for investments in projects and other activity cleared. It gives the ‘why’ and
‘how’ in order to support the vision statement and is an important input in
order to make the business case.

Understanding Benefits
It is beneficial to see at benefits through the view of stakeholder effect and
timing of benefits realisation in order to make sure a higher understanding
1. Stakeholder Impact
Though the investing companies recognise benefits and dis‐benefits, each and
every benefit or di‐benefit will influence several stakeholders differently. It is
beneficial to know the effect of each and every benefits on every stakeholder
group like this can trigger risks or problems for the programme. The expected
effect can be something different from the perception of the stakeholders, and
this is important information which can stop upcoming difficulties. Where
stakeholders see that a programme can affect them in a negative manner, they
tend to show either resistance or indifference. Both are difficult and can make
important non expected impacts for the programme; so they should be
maintained by BCM (Business Continuity Management) carefully
2. Timing
Benefits are realised at different points throughout and after the lifecycle of
the programme. The specific benefits’ timing is recorded in the benefits.
Risk Identification and Prioritisation
Programmes are naturally uncertain and predominantly deal with a special
kind of risk which is linked with a shortage of knowledge: ambiguity. Uncertain
events which will impact the accomplishment of the objectives of the
programme are programme risks. Programme risks can have a negative
influence or a useful impact. Programme objectives can be explained like the
accomplishment of benefit's results, with the size of risk influence which is
measured in the same parts like benefits. Companies can also want to correctly
recognise risks in order to cost targets or other objectives of the company.
The risk desire for those objectives which are 'at risk' is described in the
governance approach in the programme strategy. This work assures that the
programme has influence scales to prioritise those risks which reflect what is
essential to the company which are investing. MSP doesn't define a specific
risk management process other than to require a single process for the
programme which follows a Plan–Do–Check–Act cycle; though, it does need
the usage of a risk register. The goal of the risk register is to register those
uncertain events which will impact one or more than one objectives of the
programme. It also maintains a record of the risk exposure for each and every
event and the management action in order to react to them.

Types of Programme Risk

The risk register tends to involve various types of risk which are wide‐ranging,
including those linked with the following:
o Behaviours of the stakeholder.
o The delivery performance of projects and other activity
o Developing changes in the programme environment
o Ability and capacity of the company to embed changes
Programme‐level risk management doesn’t try to maintain risks to the goals of
different projects and other work inside the programme, but it is the place to:

o Control risks with a straight influence on one or more than one benefit’s
results
o Increase project risks which have a programme‐level influence
o Aggregate project risks which have primary causes or would benefit
through a coordinated programme‐level reply for any other reason
o When a risk is recognised, causes need to be distributed from uncertain
events and effects
o Usually, companies utilise categories of the risk, sometimes relates to
like a risk universe, to inspire risk identification
o It can be beneficial to avoid gaps in the risk register

Risk Prioritisation
Each and every risk in the risk should be prioritised so the programme
leadership can choose where it is essential to spend in further responses in
order to maximise certainty
Prioritisation will, as a least, includes the following:
o An evaluation of the possibility of the risk happening.
o An estimate of the influence on one or more than one objectives of the
programme.
o Calibration of the impact scales used to prioritise risks is a smallest need
which is obtained from the determination of risk appetite; this is part of
the governance approach in the programme strategy.
o When impact scales are calibrated in this manner, it helps the proper
escalation to the sponsoring group of the programme risks which better
programme level‐tolerances.
o Additionally, the risk register, companies can decide to display risks by
utilising a heat map.
 o The probability and the impact of the risks which are displayed,
commonly with the status of the risk responses.

Different techniques are utilised for prioritising risks can also be posted; for
instance, thinking of the relation among risks, the proximity of the risk and the
risk velocity. Techniques like this are becoming common as organisations
acknowledge that risks are likely not to occur individually at a time and that
analysis of the communications among risks is needed. For instance, where
there are basic problems, an analysis of risk connectivity can give important
insight. Additional information on modelling the risk effects which are linked to
determine the entire confidence levels and financial contingency is involved in
the justification theme.

Target Operating Model

The vision statement of the programme paints a picture of the intended
upcoming state. The benefits map describes the way to benefits realisation.
The target operating model is built by using these inputs and growing and
developing them into a comprehensive explanation of what the investing
companies will be like when the programme is performed.
The main aim of the target operating model is to articulate the upcoming
structure of the organisation, its working methods and processes, the
information it needs, and the technology which supports its actions. Its
upcoming state should be able to achieve the benefit’s outcomes which are
desired.
The target operating model is utilised during the programme, managing the
concentrate on the upcoming state. It is essential to record that the target
operating model is not worried about how to reach the upcoming state. In
most cases, there will be various probabilities, passing through many common
operating models and landing points. Design of the detailed target operating
model will need input from a broad range of experts.
Programme managers may require to bring in staff with professional skills
through outer consultancies and contractors.
These can be specialists in the following:
 o Business analysis and architecture
o Organisation design
o Infrastructure, technology, and information
o How the companies included operating currently as per culture,
processes, infrastructure, organisation, technology, information and
data, and knowledge and learning
The following table shows current and upcoming state operating model for
the charity organisational realignment programme:
Current state Future state (two years
hence)
Processes Common procedures in Common processes for
place linked to finances each and every aspect
(salaries, pensions, of the charity’s
accounting, etc.). All fundamental work
other policies and
processes set in regional
operational centres

Culture Strong, shared ethos Common organisational

over the charity. Unified culture made on the
organisational cultures strong, shared ethos.
in each and every
region.
Organisation Regional structure with Centralised centres of
minimal central support excellence for finance,
from finance, customer HR, customer service,
services, HR. and IT, with
transformed reporting
lines for the staff which
are regionally based
serving these functions
A new compliance
directorate with
accountability for risk
and internal controls
Regional structure
concentrated on front‐
line support for service
customers.
Technology Core systems in place to New systems for digital
support current giving and technology
processes. allowed service
provision which is made
with integration to
present systems.

Infrastructure No changes to
buildings, equipment
and machinery are
needed. The working
assumption is that a
small rise in staff
numbers in HQ can be
accommodated without
further investments.

Information and data Information regarding Information and

current processes and performance metrics
operations is available adjusted to display
Performance the programme’s
management framework benefits.
is in place.

Knowledge and learning Knowledge resides Effective sharing of

mostly in regional knowledge and
operations with little execution of lessons
effective sharing which are learned over
Formal training is the charity
organised locally. Formal training
organised centrally but
distributed locally.

Documents to Support the Theme

The following are the documents which are produced like records of
application of the design theme:

1. Programme strategy: design approach

Purpose: In order to describe how the vision, benefits, target operating model,
and risks which are linked will be described and approved by governance
High‐level content
Vision: How the vision for the programme will be approved and agreed.
Benefits: In which way the benefits of the programme will be agreed and
approved.
Target operating model: How the target operating model will be described
and approved.
Risk identification: In which way the risks to the attainment of the benefits
will be recognised and captured.
Risk prioritisation: How the risks to the accomplishment of the benefits will
be arranged.

2. Vision Statement Purpose:

To record the vision for the programme in a method which allows
engagement, motivation, and arrangement of the large stakeholders’
community which are involved in the programme, possibly across various
organisations.
High-level content
Outward‐facing explanation of the upcoming state that is:
o Concise
o Understandable by an extensive range of stakeholders
o Engaging
o Adequately inspiring in order to make upholding the present state
unwanted.

3. Benefits map
Purpose: In order to display the relation among outputs, abilities, results,
benefits (or dis‐benefits), and objectives of the organisation.
High‐level content: Path to benefits: A graphic representation of the path to
benefits which relates to the following:
o Projects’ outputs and other work
o Abilities
o Results of benefit (or dis‐benefit)
o Benefits to be measured
o Organisational purposes of the programme
4. Benefit Profile
Purpose: To give an explanation of the characteristics and interdependencies
of an individual benefit and to detail how it will be realised and measured.
High‐level content
Description of the benefit, including:
● the objec ves of the organisa on to which it relates
● the benefit type
o In which way the benefit will be measured (financial where
possible).
o KPIs in the business operations which will be affected, both
immediately after realisation and in the future.
o Current baseline performance levels and the expected
improvement trajectory.
o Results which should be embedded in order to allow realisation.

o Capabilities which are relevant should be delivered, transitioned,

and adopted.

o The changes in the business which are required (e.g. to processes,

culture, people, and policies).
o The costs of embedding the outcome and realising the benefits
o Linked issues and risks.
o Some dependency on events or other projects/programmes
external of this programme.
o The operational owner of the benefit and the operations which
will get this benefit.
o Is the person liable for realising this benefit (usually the BCM).
o Any related (intended) dis‐benefits and in which way these will be
maintained.

5. Risk Register
Purpose: To record those uncertain events that would impact one or more
than one objectives of the programme.
High‐level content: Description of risk, including:
o Possibility of the risk happening.
o Effect on the programme if the risk does happen.
 o Closeness of the risk.
o Risk owner.
o Risk reactions (ideally with costs).
o Strategic outstanding possibility and effect, supposing responses are
effective.
o Appropriate dates.

6. Target Operating model

Purpose: To articulate the future organisation structure, it’s working
practices and procedures, the information which is required by it, and the
technology which supports its operations

High‐level content:
Future‐state description, which involves:
o Processes
o Culture
o Organisation
o Technology
o Infrastructure
o Information and data
o Knowledge and learning
Focus of Key Roles for the Theme
The following are the areas of focus for important roles which are associated
with the design theme:
Role
Sponsoring group members
Senior Responsible Owner (SRO)
Business Change Manager (BCM)
Programme office lead
Areas of focus
Assuring the design approach is
appropriate for purpose
Approving benefits and their
measures
Recognising risks
Approving the design approach in
order to involve in the programme
strategy
Approving the documents which are
linked with the theme
Giving adequate and proper working
resources in order to support the
design, assuring that:
o the image is vibrant and
adequately motivating for the
programme team plus the
organisation like a whole
o the benefits are realistic for the
organisation in order to
accomplish
o the target operating model is
proper in each and every aspect
o the risks which are linked with
the business change are
completely understood
Giving professional resources which
are required for design theme
actions
Justification

The aim of the justification theme is to define programmes:

Assure that the investment of resources and capital is value for money;
Balance achievability and affordability with the desired benefits of value to
stakeholders; Manage finances over the lifecycle, involving cash flow and
budgeting management.

Key Relationships with Principles

The justification theme contributes to the adherence to MSP principles across
the programme lifecycle.
• Lead with purpose:
o Justifying and communicating the financial viability over time in the
business case.
o Managed stakeholder expectations about the programme’s evolving
purpose (benefits) and challenges (costs and risks).
• Collaborate across boundaries:
o Implementing governance for financial decision making related to
investments, priorities for cash, and/or the risk profile of achieving
outcomes.
o Decision‐makers having clear expectations, even if they are in different
organisations.
• Deal with ambiguity:
o Reflecting uncertainty of estimates and specific risks in the business
case.
o Confidence levels in achieving particular outcomes being understood by
decision‐makers.
• Align with priorities:
o Reflecting new information in the business case (e.g. performance to
date, potential changes in direction, changes to the size and phasing of
costs and benefits, and changes to the risk profile).
o Clear understanding of the current expectations about return on
investment, given changing circumstances, and competition for scarce
resources.
 Deploy diverse skills:
o Providing visibility in the budget of the incremental costs of deploying
specialised skills from inside or outside the organisation
o Decisions about resource deployment that balance costs and pace of
delivery of benefits with individual and organisational learning.
 Realise measurable benefits:
o Ensuring benefits are measurable, either with a direct route to cash,
through the use of cash proxies, or by using a non‐financial measure.
o Stakeholder confidence that the benefits are real and the investment is
justified.

Programme Mandate
The goal of the programme mandate is to begin early thinking about a
programme. It could attain in any format and is given by the executive
management, though the sponsoring group take the data to create a
document which is used to confirm the following:
 Operational or strategic drivers of the programme;
 Information about the external and internal organisations likely to be
involved and their roles;
 Crucial success factors against which the programme will be judged and
justified;
 Any constraints or assumptions
The programme mandate gives first input to the programme brief, that in turn
informs the business case. It also gives important input for crafting the vision
statement. On confirming the programme mandate, the sponsoring group will
also affirm the initial budget for improving the programme and making the
programme brief.

Funding Approach
The funding approach summaries the questions that the strategy of the
programme must address as a minimum. Its content will vary depending on
the
businesses investing in the programme and the extent to which decisions
regarding investment can be made as a part of BAU corporate governance or
whether specific decision making processes or funding instruments required.
The funding approach in the programme strategy answers the following
questions:
 Who are the investors?
 What share of the investment will be accepted by which party?
 What funding tools will be utilised, how debt will be serviced, and what
necessities will essential to be satisfied for the different parties?
 How will the phasing of investments work over time and what are the
implications for cash flows?
 If the programme is proposed to be self‐funding, what controls will be put
in place to release cash based on actual savings or growth?
 What approaches will be used to set budgets and size, and manage financial
contingency? How will programme budgeting be aligned with annual
business planning and budgeting?

Funding Mechanisms
When the investment in a programme is in a single privately owned charity or
organisation, the executive team and its board can decide how to fund the
investment. Investments may be financed by borrowing from the market or
investors as loans in the form of capital, overdraft, or funds from shareholders
through venture capital, rights issues or grants. Single organisations can adjust
the funding mechanisms overtime if required to meet the requirements of the
business.
Investment may be made directly by the government treasury as part of
public‐sector borrowing plans in the public domain, or other funding
arrangements may happen that involve private‐sector capital for the delivery
of public programmes.
For example, in the case of a multi‐organisation investment in the programme,
increasing the funding tools is possible to be more difficult and may include
international investors and grant funding. In these circumstances, the
objectives and agendas of multiple funding stakeholders must to be aligned
and auditable systems put in place to track performance. A main objective in
such circumstances, as is the case with all programmes, is to agree the
delegated limits of authority at the local (programme level) so that the
programme can progress without unreasonable delay while keeping the
confidence of the funding bodies.

Programme Brief
The purpose of the programme brief is to verify and build from the programme
mandate and generate the information that represents evolving thinking about
a number of the programme’s regions, such as;
• Outcomes
• Initial vision
• Costs of building and embedding new capabilities
• Benefits
• Perils to achievement of costs, results, and benefits
• Innovative ideas on financing and cash flows
The programme brief is frequently said to be the ‘first draft’ business case. It
necessity representation any faults in the original mandate. In specific, the
programme brief looks not only at the wanted results of benefit and the (high
level) costs to attain them but represents a realistic view of the organisation’s
competence, capacity, and culture to be successful.
On the basis of the organisation’s approach to determining benefits in financial
terms, some programmes may have costs that are not balanced by direct
financial benefit. For instance, programmes that are essential to fulfil with
changing legislation may be justified, in part, on the basis of avoided fines, or
programmes intended to improve customer satisfaction may be justified
without attributing all new sales to the programme. The programme brief will
make such underpinning assumptions clear so they can be further developed in
the business case.

Business Case
The objective of a business case is to describe the overall costs, the planned
benefits realisation and the risk profile of the programme to appraise its
viability and make suitable decisions for management about its continual
justification. In sanctioning the business case, the sponsoring group authorises
investment for the programme to seek to deliver the organisational objectives
of the investing organisations. It is the one element of programme information
that needs continuous adjustments and review to take into account actual
performance and new information.
Inputs to the business case involve the outputs from work across all the other
themes; for instance, the resourcing approach from the structure theme and
the target operating model from the design theme. The business case looks at
the combined impact of the:
 Costs of delivering abilities
 Value of benefits
 Costs of embedding outcomes of benefits
 Timing of business and investments changes
 Risks to achievement of benefits and size of financial contingency

Financial measures of benefits

Financial measures of benefits may involve:
 Cost savings vs budget, like reduced staff costs
 Future cost avoidance, like the prevention of the requirement to upgrade a
system that is being replaced
 Development, like extra sales that are directly attributable to the
programme

Non‐financial measures of benefits

Non‐Financial measures of benefits may involve:

 Fulfilment rates with a service from customers or citizens

 Staff fulfilment
 Safety performance
 Asset utilisation, like percentage availability or percentage ‘down‐time’.
Financial Planning
Financial management of a programme involves the work to set plan cash flow,
collect and analyse data on actual benefits realisation and expenditure,
facilitate corrective action as required, report on variances and forecast future
financial performance. Financial management is documented in the financial
plan and applies to all elements of the programme, involving projects and
another work.
The objective of the financial plan is to detail how benefits and costs are
monitored, budgeted, and measured over time, as well as the procedure for
handling variations from the plan and the ways of the forecasting performance
of future. The financial plan may be a separate document or be part of the
broader programme plan.
Structure

Purpose
The main aim of the structure theme is to define how:
• Programmes plan the project’s delivery and other work in the most
effective manner, ensure that the best pace of delivery to enable the
organisation to transition to the future state and attain the benefits;
• Resources are allocated, selected, and optimised, including individuals,
facilities, and equipment

Key Relationships with Principles

The structure theme contributes to the adherence to MSP principles across the
programme lifecycle. Key relationship with the principles are given below:

The structure theme By… Resulting in …

applies the MSP
principle
Lead with purpose
Planning delivery in the Continual concentration on
most suitable way to attain attaining the goals of
the future state and programmes in the most
associated results of benefit efficient manner

Collaborate across Maintaining clarity about Efficient and effective

boundaries
Deal with ambiguity
Align with priorities
Deploy diverse skills
Realise measurable benefits
the number and kinds of
resources required and how
they will be sourced
Giving manageable tranches
of delivery which contribute
to clear intermediate
landing points
Adjusting the tranche’s
content to reflect new
information
Planning delivery utilising
the most relevant mix of
resources to attain the
results of benefit
Ensuring results of benefit
are embedded in line with
intermediate landing points
utilisation of programme
resources
Greater clarity in ambiguous
environments, even when
the final ending point may
not be known
Manageable progress
towards the vision with safe
places to readjust and stop
More efficient utilisation of
external skills and
development of permanent
staff
Realisation of benefits
across the lifecycle of

Bring pace and value Planning the delivery of
capabilities at the best pace
to attain the results of
benefit in line with the
business case
programme, not just at the
end
Achievable and managed
progression towards the
future state

Delivery Approach
The delivery approach outlines the questions that the strategy of the
programme should address minimally.
Its content will differ depending on the investing of an organisation in the
programme and the combination of projects and other work that is essential
to achieve the desired results.

Establishing the Appropriate Pace

Definition of Pace
Program delivery time to ensure the proper balance among many factors
The factors involve achievement of needed program results, capabilities of
deliveries, available funds, maintenance of current performance levels, and
Business as usual (BAU) activities.
The objective of a programme is to give maximum improvement to an
organisation with minimum disruption. The programme wants to have enough
funds and essential resources with proper skills for delivery. Affected
organisational units need to have adequate capacity and capability to adapt to
new operations while maintaining the current operation’s performance
The pace is about designing the programme delivery so that the investing
organisation can cope with the change rate.

Balancing Capacity and Ability

o Organisational capacity: The work amount that can be delivered by an

organisation in a given time.
o Organisational ability: The organisation’s overall capacity requires to do the
essential work to deliver beneficial outcomes with its existing people,
practices, and processes.
The programme organisation will have a limited capacity for programme
delivery. Operational units influenced by the change will have limited capacity
to adapt to new abilities and adapt to new functional results. Additionally,
organisations investing in the programme may not have the collective abilities
to perform the necessary work. Delivery requirements to be coordinated to
take into account the limited resources available to the program and to assure
that resources have the accurate skills to deliver and adapt to change.

Balancing Achievability and Affordability

The model of target operating represents the organisations, cultures,
processes, technologies, infrastructure, data, information flow, and knowledge
and learning for current and future organisations and highlights the gap among
them. The delivery of capability fills this gap through the projects and other
work through the programme.
Balancing the affordability and achievability of the programme is an iterative
process accomplished with the advantages of developing the target operating
model and planning the programme’s delivery.
If an acceptable balance among affordability and achievability does not
emerge, it is worth considering:
 Closing the programme former than originally planned
 Negotiating the allocation of improved funding or allocation of other
resources to the programme
 Designing a target operating model in which the gap among the current and
future states is smaller

Delivery Planning
Definitions
Incremental progression: An approach to delivering a programme that
concentrates on giving valuable benefits to stakeholders during the
programme life cycle, adapting as required to align with the latest information.
Tranche: The work required to provide a step‐change in the capabilities and
benefits of realisation. Several related projects and other work can be involved
in a tranche. Work can be delivered incrementally across many tranches.
Landing point: A control point, following delivery of a step‐change in capacity
and benefits realisation (tranche) at which a program can be directed or
stopped.
The purpose of the delivery plan is to schedule constituent projects and other
programme’s work to display their relative timescales, resources, and
dependencies. The plan covers the programme as an entire and the next
tranche in detail. An inherent feature of a programme is that it cannot be
delivered through a linear set of delivery stages. Programmes require to
incremental development to the target operating model to account for
ambiguity and complexity.
The programs are designed to assist the organisation in moving from the
current state to the future state through a series of intermediate operating
models. Each increase in MSP is known as tranche. The intermediate operating
model is gained at the end of each tranche, frequently called the landing point
Landing points shows a set of coherent capabilities that give a safe place to
stop when required or a new baseline from which to prioritise in response to
new information.
All the benefits from the tranche will not be realised by the landing point. At
the landing point, capability is delivered and results are embedded which then
allow benefits to be realised over time. Delivering in tranches allows the
programme to adapt to new information and learning. Early tranches may
deliver core changes with later tranches building on that core, resulting in
rapid wins and the decline in programme risk. Early in a programme, the route
to attaining the vision may also be vague.
 Structuring a programme into tranches can assist in exploring various
approaches and decide on the most relevant mix of time, cost, benefits, and
risk in attaining the vision. In certain cases, tranches may be planned to
overlap where projects or other work require to begin early and at risk. When
deciding whether to have overlapping tranches, consider the following:

• Ongoing commitment to the programme: If there is a confidence that the

programme will continue because progress to date has been to plan, and there
is organisational capability, capacity, and funding to do so, beginning the next
tranche early may be advantageous.

The following figure is an example of a Plan with Tranches and Landing Points:

E n d o f first E n d o f second E n d o f th ir d
tr an c he tr an c he tr an c he
T T T
Project A R R R
A A A
N N N
Project B
S S S
Project F d e p e n d s
I on output from D I I
Project C T T T
I I I
O O O
Project D
No
d e p e n d e n c y, so
Project F unless this is
c o n tin g e n cy,
thi j t

Project E

Starting projects
early m a y increase Project

Be n e fit reviews
Benefits r ea lis ed
a fte r transition Be n e fit reviews

Benefits rea lise d

a f t e r transition Be n e f it reviews

Bene fits realised

a f t e r transition
Multimodal Delivery
Definitions

Multimodal delivery: The project life cycles selection and methods of

delivering work of programme that is suitable for the work, team, individuals
(including clients, stakeholders, leaders, and workers), and the context.
Iterative project lifecycle: A project delivery mode that repeats aspects of
delivery or design to manage any uncertainty of scope by enabling the outputs
to evolve as learning and discovery takes place.
Linear project lifecycle: A project delivery mode aimed at completing the
delivery of outputs within a single pass by a group of different phases,
completed sequentially.
Hybrid project lifecycle: A project delivery mode which associates a linear
lifecycle for various stages or activities with an iterative lifecycle for others.
Continual improvement: A delivery mode utilised for improvement work
which allows an organisation to recognise waste in a system or process and
work to remove this.

The constituent programme parts, namely projects and other tasks, can utilise
various delivery methods within the single programme, and it is necessary to
use the most relevant modes for the situation. Selecting the most suitable
mode of delivery relies on several factors, such as the organisation’s culture,
the type and complexity of the work required to deliver the programme, and
the people included.
Multimodal delivery utilised several methods of working, depending on what is
most appropriate for those delivering the work and on the work itself
A single program can incorporate approaches mixture to its component work,
with projects utilising iterative, linear, or hybrid lifecycles or continual
improvement activities. In such cases, the scope and quality of outputs build
over time but is limited by the defined and costed time box.
In an iterative life cycle, time and cost are fixed in each time box, and scope
and quality emerge.
It is important to note that agile ways of working are not defined simply by
having an iterative life cycle. Achieving the benefits of agile also depends on:
 Customer emphasis (internal or external) and their expectations for
quality
  Empowered teams who have delegated authority to make decisions in
the time box
 A willingness to adapt and inspect to improve processes and outputs

Dependencies
Definition of Dependency: An activity, output, decision, or resource that
is required to attain an aspect of the programme. Planning and control
also involve managing and recognising the programme’s dependencies.
There are three main types of dependency:
 Internal dependencies between projects in the programme
 Intra‐organisational dependencies of the programme on other projects
or programmes within a portfolio
 External dependencies either inside or outside the organisation, such as
strategic decisions and legislation
Program dependency management focus on key dependencies that will
potentially influence the whole programme. Showing these on the dependency
network diagram can assist in illustrating these major interdependencies and
any combined dependencies. Shared resources also show a set of
dependencies and must be carefully managed and used efficiently.

Benefits Realisation Planning

Programmes exist to realise benefits for the investing organisations; it is,
therefore significant that the intended benefits included in the benefits map
and defined in the benefit profile are really realised. The aim of the benefits
realisation plan is to define the scope and schedule of all the benefits
realisation related work. This involves scheduling organisational change
activities, tracking and measuring the realisation of benefits, assurance to
understand any barriers to benefit realisation, and ensure that corrective
actions are adapted where the organisation has failed to embed results and
realising the benefits as planned.
The benefits realisation plan is also utilised to manage any dis‐benefits related
to outcomes. The benefits realisation plan also includes time to measure the
level of baseline performance before the change. It supports the work to
understand and measure the benefits after the capacity is transitioned and
embedded into operations. Benefit realisation planning is conducted to plan
the delivery of the programme, to ensure the alignment across the delivery of
capabilities, manage transition and adoption, the embedding of results, and
benefits are measured and tracked.

Resourcing Approach
The resourcing approach defines the questions that the programme strategy
requires to address as a minimum. Its content will vary depending on the
organisations investing in the programme and the mix of skills, technology,
facilities, and systems required by the programme
The resourcing approach in the programme strategy answers the following
questions:
 What infrastructure will the programme need?
 What equipment and technology will be required for delivery?

Procurement and Supply Chain Management

The acquisition of goods and services for programmes is an important
contributor to success to assure that the programme has the resources it
needs to supplement facilities, staff, equipment, and systems in the investing
organisations. It also assures that the MSP principle of deploy diverse skills is
upheld. Deploying diverse skills requires establishing a balance among the
utilisation of external resources for added capacity or enhancing the combined
capability of the team, and the investment in the skills of staff. The similar
principle applies to other resources; for example, whether to lease equipment,
facilities, and systems for the short term or to buy the asset for long‐term use
of the organisation.
The approach to procurement and supply chain management needs to
consider:
 The benefits of building long‐term partnerships with suppliers instead of
short‐term transactional relationships
 The need to spread risk by working with multiple suppliers

Documents to Support the Theme

The documents produced as records of application of the structure theme are
shown below:
Document Purpose
Programme strategy: To define how the
delivery approach programme will be
structured to deliver the
capabilities needed to
achieve the desired
outcomes of benefit
Delivery plan To schedule the constituent
projects and other work of
the programme to show
their relative timescales,
resources, and
dependencies. The plan
covers the programme as a
whole and the next tranche
in detail
High‐level Content
Structure: How the
programme work will be
structured and delivered,
based on the organisational
environment, programme
complexity, and availability
of skills and resources
Delivery modes: Ways of
working most appropriate
to the task, team,
individuals, and context.
Modes of delivery to be
used Controlling projects
and other work: How
projects and work on
processes will be started,
controlled, and closed to
maintain alignment with the
target operating model
Delivery standards: Delivery
standards that are relevant
to the programme
Dependencies: How
internal, intra‐
organisational, and external
dependencies will be
defined and managed
Tranches: Grouping of
projects and other work into
tranches with clear landing
points and sequencing of
delivery
Next tranche schedule:
Identifying dependencies,
milestones, and key
activities to track at
programme level Resources:
Activities need to acquire
and deploy people,
equipment, and facilities to
support delivery
Transition: Schedules for
transitioning and adopting
capability into operations
Risks and assurance: Timing
of impact of potential risks
 and associated assurance
activities
Benefits realisation plan To detail the scope and Schedule of organisational
schedule for all benefits change activities and other
realisation related work benefit‐related work
Measuring and tracking the
realisation of benefits,
including establishing
baselines Assurance to
understand any barriers to
benefits realisation
Corrective actions where
the organisation is failing to
embed outcomes and
realise benefits as planned
Management of any dis‐
benefits associated with
outcomes
Programme strategy: To define how the Supply chain management:
resourcing approach programme will acquire and Approach to procurement,
manage the resources contract, and supply chain
required to deliver the management
capabilities Infrastructure: What the
programme will need,
including equipment and
technology
Allocating scarce resources:
How scarce resources will
be allocated and shared
between the programme,
its projects, and the wider
organisation. This may
involve complying with
portfolio‐level standards for
resource forecasting and
scheduling
Sourcing specialist
resources: How specialist
resources will be sourced
HR management: How the
HR requirements of the
programme will be
managed: recruitment,
performance management,
grievances, disciplinarians,
the balance between
internal and external

Focus of Key Roles for the Theme
The areas of focus correlated to the structure theme for the roles of sponsoring
group members, SRO, programme manager, BCM, and programme office lead
are shown in below table:
Role
Sponsoring group members
Senior responsible owner (SRO)
Business change manager (BCM)
Programme office lead
resources, learning and
development, and
termination of contracts
Change recipients: How the
programme will work with
people in operational areas
that are the recipients of
change
Areas of focus
Ensuring that the delivery and resourcing
approaches are fit for purpose
Monitoring progress and direction of the
programme at a strategic level Maintaining
sponsoring group support for the
programme Approving the documents
associated with the theme
Designing the benefits realisation plan
(with the programme manager)
Providing sufficient and appropriate
operational resources to the programme
Ensuring that:
● transi on is planned and will align with
the required benefits realisation
● changes are implemented into
operational areas
● required performance levels for BAU
work are maintained
● opera onal func ons are adequately
prepared and ready for change
● changes are embedded and sustained
following transition
Providing support for programme planning
Providing programme and project
resources
Knowledge

Purpose
The objective of the knowledge theme is to define that how programmes:
• Curate, acquire and use knowledge.
• Use experience and knowledge to learn lessons, and to establish a practice
and culture for continuous improvement.
• Manage information to make sure its integrity, controlled access to the
correct versions, and data privacy.

Definition: Knowledge
• An asset embedded tacitly in the minds of people or systematised clearly as
information.
• Most of the knowledge is tacit and only becomes clear when there is an
investment of endeavour to do so.

Key Relationships with Principles

The following table shows the key relationships with the principles:
The knowledge theme By… Resulting in….
applies the MSP principle

Lead with purpose Supporting the organisation Everyone being capable to

and curation of knowledge
access the knowledge that
they require to do their best
work
Improvement and Learning
as the programme
progresses

Collaborate across Giving everyone in the Everyone being capable to

boundaries programme with access to do their work supported by
information and knowledge the information and
knowledge they require
 Align with priorities Supporting stakeholders to Reduced re‐work and waste
acquire the information and as people are working with
knowledge they need to current information
understand priorities

Deploy diverse skills Supporting all team An effective team of

members and stakeholders individuals from multiple
to obtain access to the organisations
information and knowledge
they require to do their
work

Realise measurable benefits Assuring that stakeholders A focus on the primary

can access details of the objective of the programme
benefits and understand
how they are measured

Bring pace and value Encouraging the learning of Demonstrable added value
lessons and a culture of from programme
continuous improvement management

Knowledge and Learning Approach

The knowledge and learning approach outlines the questions that the strategy
of the programme should address as minimal. The approach covers the
management and organisation of knowledge, and how individuals will learn
lessons from experience and enhance as the programme runs. Its content will
differ relying on the complexity of the programme's organisational structure
and programme knowledge.
For instance, accessing relevant knowledge across a programme comprised of
several legal organisations is frequently far more challenging than accessing it
in a single‐organisation programme. The learning and knowledge approach in
the strategy of the programme answers the following questions:
• How will clear knowledge be curated, retrieved, captured, stored, and
shared to support the attainment of objectives
• What past knowledge does the programme require to draw on?
• What new knowledge is likely to be made throughout the programme, both
explicit and tacit?
• How will the programme encourage of knowledge‐sharing culture and
reflection to recognise lessons to be learned?
• How will the programme encourage a continual improvement culture based
on embedding learning into methods of working, so lessons are really
learned?
• How will the programme share learning and knowledge with other parts of
the investing organisation(s)?

Knowledge Management

While dealing with programme knowledge, there will be some clear

knowledge, which is easy to write down and make it accessible to others as
information. On the other hand, tacit knowledge is the kind of knowledge that
is embedded in the experience of people in an organisation and is often
unspoken, unwritten, and sometimes not consciously acknowledged.
Therefore, tacit knowledge is difficult to share with other people in a
straightforward way. In spite of tacit knowledge being less accessible,
programmes depends on both the tacit and explicit knowledge of stakeholders
for success.
The approach to handling various kinds of knowledge varies. Explicit
knowledge can be captured in writing and stored in a well‐designed
programme repository as information. People can access the knowledge
without requiring assistance if the repository is curated well and the data is
easy to find. Unluckily, such repositories are often full of information that
people know is in there but can't find.
To avoid this, it is sensible to design the repository at the start to suit the
requirements of the programme. The programme office takes responsibility
for curating the information in the repository and assuring its accessibility.
Because tacit knowledge is not easy to capture, the best method to pass
knowledge on may well be to connect the person who requires the knowledge
with someone else who has it.
In this case, team collaboration systems are helpful as they allow people to
connect and promote sharing and networking of skills. Building a visual map of
the expertise and people in the programme will make it easier to find
colleagues who can share experiences and assist others. The other beneficial
option is to build up communities of practice related to diverse programme
areas.
Those included in similar areas across projects in the programme, such as
business analysis, might form a group that meets regularly and assists
members to connect. Regular community meetings, which involve sharing
stories of what does and doesn’t work, will nurture learning among diverse
projects, and across the programme and the organisation as a whole. Such
sessions can also be facilitated with team members who are located in diverse
time zones and geographies. Where it is feasible to do so, it is good to consider
the layout of individuals who are co‐located in the same space.
Proximity of key staff to one another in the work environment can make
informal sharing of tacit knowledge more likely. The culture of the organisation
will affect all parts of knowledge management. To get the best value from
knowledge, it is essential to nurture a culture where sharing knowledge is the
accepted way to work. Such a culture of sharing knowledge also assists with
the correctness of status reports.
Where individuals are encouraged to be honest and open, it is more likely that
the sponsoring group and programme board will have the accurate and full
information they require to lead and direct the programme. This prevents
circumstances where optimism regarding the capability to recover leads to the
status being reported as ‘on track’, when in reality there are underlying issues
that could be resolved if they were shared

Ensuring Lessons Are Learned

Definition: Lessons learned
• Forms of new understand or knowledge that arise from experience and
which have been clearly learned by embedding them into ways of working.
An essential part of the knowledge to be learned are the lessons which arise
from doing the actual programme work. Sometimes lessons arise from things
going wrong, when others occur from things going well. These lessons are
valuable when they are captured, communicated to those who would
advantage from implementing them, and then put into practice by alterations
to procedures, systems, or ways of working.
Oftentimes, lessons are unsuitably entitled ‘lessons learned’ when they’re not
learned, though just noted, filed away, and forgotten. When some lessons
learned to appear in the form of the relatively easy‐to‐capture clear
knowledge, others are more nuanced tacit knowledge. One way to share a
broader range of learning is to encourage communities of practice of
individuals facing similar difficulties to be built across the programme.
Programmes require to build in time to permit groups and individuals to
collaborate, reflect, and discuss learning, not just at the end of tranches and
projects, however regularly throughout the programme and project lifecycles
to enable improvement and adjustments. A concentration on collaboration in
agile ways of working is evident by the usage of retrospectives to access
learning and decide what to do with it. This is a particular feature of agile
methods, however is good practice for all work.

Retrospective
Definition of Retrospective:

• It is a regular event that looks at how the procedure of performing work can
be improved.
Retrospectives refer to the sessions where individuals collect and explore what
has worked well and what they wish had been diverse. It is essential to know
that asking ‘what went wrong’ tends to lead to negativity or defensiveness and
decreases the flow of ideas, so it is more efficient to frame conversations in a
positive manner.
The outputs are then utilised to make lessons for the rest of the programme or
project and for the future. They are captured and shared proactively with
those elsewhere in the organisation and programme who can take advantage
of them. Sharing lessons by merely placing them in a repository rarely works
and sharing them creatively and in an engaging way at community sessions.
Storytelling and some game forms are highly being utilised to assist team
members access and share knowledge and to think creatively regarding
improvement.

Information Approach
The information approach outlines the questions that the programme strategy
must address as minimal. It explores how people will be able to access
suitable and up‐to‐date information in a timely way. The information approach
in the strategy of the programme answers the following question:
• What is the information that the programme will create?
• Who will have access to what information?
• How will the status of information integrity be determined and ensured?
• What is the appropriate level of privacy for different types of
information, and how will this be achieved?
• What controls will be used to ensure that people can access the most
appropriate and up‐to‐date information?
• What programme information needs to be retained beyond the life of
the programme, and how will this be managed?
Information Management
Programmes create and use large amounts of information. Information
requires to be stored and managed in a way that enables the right people (and
only the right people) to access the correct version of the information that
they require when they require it.
The following are the three pillars of information security:
• Confidentiality: Only those who require to know can access the information
• Integrity: Information is accurate when it is accessed
As noted in Portfolio, Programme, and Project Offices (P3O), information
management and knowledge management are often confused in
organisations. This is specially the case when only clear forms of knowledge
stored as information are acknowledged, such as peer‐reviewed papers or
findings from audits.
One way of knowing the difference is to consider knowledge management
as an input to efficient learning and to work in a programme, whereas
information management is concerned with the control of the programme
artefacts. Knowledge that can be clearly defined then becomes information.
Information management requires:
• A way of defining the integrity (quality and relevance) of the information
prior to its stored and when it is accessed.
• Version control to assure that individuals are working from the latest
versions of the software, document, drawing, etc.
• Access control, to ensure that merely the right individuals have access to
the information, to safeguard privacy and privileged information.
• Storage, so that information is accessible across time zones, locations and
boundaries of an organisation.
• Archiving, so that past information can be evaluated when needed.
Any storage of personal data must comply with the privacy and data
regulations in force at the time. The policies of information security of the
investing organisation(s) will inform the information approach.
• Availability: It can be evaluated by those who need it, when they need it. If
it is not available when needed, decisions may be made without the
appropriate knowledge.
Information can be in a physical form (books, documents, papers, and
drawings), or it can be held as digital data assets. Programmes need a
controlled way of gathering, storing, organising, distributing, archiving, and
destroying information.

Documents to Support the Theme

The documents made as records of the application of the knowledge
theme are shown in the table:
Document Purpose High‐level content

Programme strategy: To determine how • Past knowledge

knowledge and learning knowledge and learning will What past
approach be managed across the knowledge the
programme programme will
draw on
• New knowledge that
is likely to be created
during the
programme,
• Clear knowledge
How explicit
knowledge will be
captured as
information and
stored, curated,
 retrieved, and
shared to support
the achievement of
objectives
• Knowledge‐sharing
How the programme
will encourage a
culture of
knowledge‐sharing
and reflection to
identify lessons to be
learned, including
across other parts of
the investing
organisation(s)
• Lessons learned How
the programme will
encourage a culture
of continual
improvement based
on embedding
learning into ways of
working so lessons
are actually learned

Programme strategy: To determine how • What information

information approach information will be The information that
managed across the the programme will
programme create
• Access Who will
have access to what
information
• Integrity How the
status of information
integrity will be
determined and
ensured
• Privacy The
appropriate level of
privacy for different
types of information,
and how this will be
achieved
• Version control The
controls to be used
to ensure that
people access the
 most appropriate
and up‐to‐date
information
• Retention What
programme
information will
need to be retained
beyond the life of
the programme, and
how this will be
managed

Focus of Key Roles for the Theme

The region of focus associated with the knowledge theme for the roles of
sponsoring SRO, programme manager, group members, Programme office lead,
and BCM are shown in the table:
Role Areas of focus

Sponsoring group members • Assuring that the knowledge and

learning, and information
approaches are fit for purpose

Senior responsible owner (SRO) • Agreeing the approaches for the

management of knowledge and
learning, and information of the
programme with the sponsoring
group and ensuring that these are
documented in the programme
strategy

Programme manager • Developing the knowledge and

learning, and information sections
of the programme strategy, and
ensuring that they are applied
• With the BCM, fostering a culture of
knowledge‐sharing, learning, and
reflection across the programme
• Ensuring that all statutory and
organisational requirements
regarding information, such as
privacy, are upheld
Business change manager (BCM) • Providing sufficient and appropriate
operational resources to the
programme for knowledge,
learning, and information work
• With the programme manager,
fostering a culture of knowledge‐
sharing, learning, and reflection
across the programme

Programme office lead • Providing support for knowledge,

learning, and information work on
the programme (e.g. facilitation of
learning sessions, training for
communities of practice, and
administration to manage
knowledge and information
systems)
• Curation of organisational lessons
learned, and advice on appropriate
programme knowledge repositories
Assurance

The aim of the assurance theme is to define programmes: Assurance roles and
responsibilities related to the three lines of defence. The assurance approach
and how it supports governance. How assurance activities are planned.

Definition of Assurance: A discipline which gives confidence and transparency

to the sponsoring group that the programme will accomplish its goals by
highlighting activities on the risk aspects of the programme.

Key Relationships with Principles

The assurance theme contributes to the adherence to MSP principles across
the programme lifecycle.
 Lead with purpose:
o Designing the three lines of defence to support leadership decision‐
making
o Increased focus of the leadership on those matters in their sphere of
influence and responsibility
 Collaborate across boundaries:
o Developing a unified view of assurance for the programme
o Common adoption of methods, processes, tools, and techniques to aid
efficiency and understanding
 Deal with ambiguity:
o Adopting a risk‐based approach to assurance that focuses resources on
the areas where greater certainty would be valuable
o Better identification, analysis, and response to risks and emerging
change
 Align with priorities:
o Prioritising assurance observations and action plans to reflect risks
o The ability to prioritise programme work and align it with ongoing
operations
 Deploy diverse skills:
o Allocating the right resources to assurance activities, balancing
independence, specialist knowledge, and cost
 o Cost‐effective and efficient provision of the transparency and confidence
required by the sponsoring group
Assurance Approach
The assurance approach outlines the questions that the programme strategy
must address as a minimum. Its content will differ depending on the nature of
the organisations and the programme involved. In MSP, it is expected that the
approach adopted will address the needed corporate assurance and controls
of all the investing organisations. The assurance approach in the programme
strategy answers the following questions:
o What are the requirements for assurance flowing from the corporate
governance of the investing organisations?
o What are the assurance accountabilities, responsibilities, and delegated
levels of authority for the programme governance boards, supporting
offices, and individual roles?
o How will the programme governance boards and supporting offices work
with assurance providers outside the programme organisation structure
(including, but not limited to, any outsourced internal audit function)?
o What assurance activities will be provided by each line of defence?

Assurance at Multiple Levels

Assurance is needed whenever responsibility or authority is delegated to
another team, individual, or organisation; for example, when:
 Testing is assigned to a team of specialists (team)
 Funding is granted to a programme from the corporate organisation
 A systems integrator is contracted to design and implement an IT system
(organisation)
 A programme sponsoring group delegates responsibilities to a programme
manager via the SRO (individual)
 Lines of defence address the delegation of responsibility and authority from
programme governance boards to other individuals and teams
 There are three levels of delegated authority which define the three
associated lines of defence
First line of defence
The first line of defence owns a project and operation‐level measures, risk
controls, and monitoring. It:
• Monitors the progress and process of projects and other work in the
programme
• Reports finding (via the senior operation manager) to the programme board
• Integrate assurance from operational functions, relevant projects, and
service areas
• Some programme boards set tolerance levels so that reporting is by
exception and is only needed if there is proof that tolerance is being
exceeded or threatened
• Quality management activities performed by projects to validate that
output meets necessities may form a part of the scope for the first line of
defence in some programmes
Second Line of Defence
The second line of defence owns programme‐level measures, risk controls, and
monitoring. It:
 Monitors the effectiveness of programme‐level processes and progress
 Receives inputs from the first line of defence
 Reports findings (via the programme board) to the sponsoring group
 Commissions assurance in the first line of defence
 Integrates assurance from relevant programmes, corporate functions, and
outsourced functions
Third Line of Defence
The third line of defence owns corporate‐level measures, risk controls, and
monitoring. It:
 Provides an assurance emphasis on the business case of the programme
 Receives inputs from the second line of defence
 Monitors and integrates assurance of the programme with assurance
functions and corporate risks
Assurance Planning
Assurance planning assists programme leaders to; Make sure that the risks
facing the programme have been identified and are being managed well,
Ensure that they are receiving quality information regarding the overall risk
level that the programme is facing, Understand the actual or potential impacts
of risks and issues so they can consider these in decision‐making, Identify
whether good programme management practice is being adopted, Understand
which programme controls are working well and which are not.
The purpose of the insurance plan is to provide details of the scope and timing
of assurance activities that will be used to provide confidence and
transparency to the sponsoring group that the programme is on track to
deliver the desired results of benefits. The assurance plan also recognises the
activities that emphasis on the programme risk. The focus may be on a narrow
group of risks or, if the plan is comprehensive, the assurance activities may
consider a broad range or risks.

Documents to Support the Theme

The documents produced as records of application of the assurance theme are
shown below:
Document: Programme strategy: assurance approach
Purpose: To define how assurance will be managed across the programme
High‐level content: Corporate governance requirements: The requirements for
assurance (if any) flowing from corporate governance of the investing
organisations.
Delegated authorities: The assurance accountabilities, responsibilities, and
delegated authorities for programme governance boards, supporting offices,
and individual roles.
Working with partners outside the programme: How the programme
governance boards and supporting offices will work with equivalent structures
that exist outside the programme organisation structure, including partner
organisations and in the permanent organisation.
First line of defence: The assurance activities provided by the first line of
defence.
Second line of defence: The assurance activities provided by the second line of
defence.
Third line of defence: the assurance activities provided by the third line of
defence.
Document: Assurance plan
Purpose: To detail the scope and timing of the assurance activities will be used
to provide transparency and confidence to the sponsoring group that the
programme is on track to deliver the desired outcomes of benefit.
High‐level content: Risk‐based focus: The assurance plan identifies assurance
activities focused on programme risks.
Types of assurance activity: The types of assurance that will be provided.
Timing: When the assurance activities will take place.
Resourcing: The resources that will be used for assurance activities (people
and facilities).
Methods/guidance: Any guidance on how to carry out each assurance activity.

Focus of Key Roles for the Theme

The areas of focus associated with the assurance theme for the roles of
sponsoring group members, SRO, programme manager, BCM, and programme
office lead are shown in the table below:
Role Areas of Focus
Sponsoring group members Ensuring the assurance approach is fit for
purpose Commissioning assurance activities.
Senior responsible owner (SRO) Agreeing the approaches for the
management of assurance of the programme
with the sponsoring group and ensuring
these are documented in the programme
strategy.
Programme manager Developing the assurance approach in the
programme strategy and ensuring it is
applied
Developing the assurance plan
Supporting assurance activities
Ensuring observations and recommendations
are fed into decision‐making processes

Business change manager (BCM)
Programme office lead
Helping to implement assurance
investigation recommendations accepted by
the sponsoring group.
Supporting assurance activities Helping to
implement assurance investigation
recommendations accepted by the
sponsoring group.
Supporting the regular monitoring and
review of progress Establishing the methods
and tools for each assurance activity Securing
assurance specialists for each commissioned
activity Coordinating the planning, execution,
and closure of assurance activities Providing
information to support the assurance
activities Potentially conducting some
assurance activities on behalf of the
programme boar.
Decisions

Purpose
The purpose of the theme of the decision is to describe the following:
 In which way the programmes make decisions at different points over the
programme lifecycle, whether those decisions be linked to the problems
which are resolving, reacting to risks, or any other choice needing a
considered and governed approach.
 The requirements for effective decision‐making inside the programmes.

Key Relationships with Principles

The following are the important relations among the decisions theme and MSP
principles:
The decisions theme By … Resulting in …
applies the MSP
principle:
Lead with purpose Collecting, analysing, and Concentration, purpose,
giving decision‐ready and promise to action.
information, and by
communicating the
rationale which reinforces
decisions.

Collaborate across Assuring approaches which Faster decisions and greater

boundaries are utilised to make arrangement
decisions in the light of new
information can work over
multi‐organisational
governance

Deal with ambiguity Explicitly considering the Keeping the risk profile
positive and negative within defined tolerances
influences of decisions

Align with priorities Reporting both momentous Decisions regarding

performance and significances being made by
developing trends utilising the best possible
information at the time
 Deploy diverse skills Analysing data in order to The requirement for
estimate the effect on the new/different/more
capacity and capability of expertise becoming clear
the company who are
investing in order to deliver
the intended results of
benefit

Realise measurable Keeping the decision‐ Concentration and no

benefits making concentration at disruption through the main
programme level, i.e. on the aim of the investment
realisation of the benefit’s
results

Bring pace and value Working inside clear
delegated restrictions of
authority and only
increasing decisions when
required
Timely decisions which keep
things which are moving
and empower the team

Decision‐making Approach
The decision‐making approach describes the questions which should be
addressed by the programme strategy like a minimum. The content will differ
relying on the programme, and the company's nature included.
The decision‐making approach in the programme strategy explains the
following questions:
 For the programme, what are the decision points, both planned and ad‐
hoc?
 What are the criteria of decision which will be utilised in order to report
data, analyse information, and get suggestions?
 How do the criteria of the decision differ among those at the programme
level and those for the constituent projects and other activity in the
programme?
 What are the criteria for escalation and delegation of information among
boards of the governance?
 What reports are provided to decision‐makers with what content and at
what frequency?
 In which way, the decisions are recorded and interacted?
Issue Resolution Approach
The issue resolution approach describes the questions which should be
addressed by the programme strategy as a minimum. In MSP, though, the
change control process will be involved like the issue resolution approach's
part. In the programme strategy, the issue resolution approach answers the
following questions:

 What is the procedure for allotting problems to owners?

 What is the designated authority to owners of problems?
 How are requests for change logged and processed?
 What is the governance for examining change impact analysis and making
judgments?
 How will the links among the issue resolution approach and risk response
approach be set?
 What reports are given to the makers of decision with which content and at
which frequency?

Risk response approach

The risk response approach describes the questions which should be addressed
by the programme strategy as a minimum. In MSP, though, the approach
which is used will adjusted any difficulties which will have a useful influence on
the objectives of the programme if they happen and those who would have a
harmful influence. The risk response approach in the programme strategy
answers the questions which are the following:

 What is the process for allotting risks to the owners?

 What is the delegated authority to risks owners?
 What supervision is given to risk owners in order to prove any new
investment in proactive responses to the risk which are aligned with risk
appetite?
 What is the governance for examining and supporting risk response plans,
both proactive and contingent response plans?
 How will the links among the issue resolution approach and risk response
approach be set What reports are given to decision‐makers with what
content and frequency?
Generic responses to threats and opportunities
Programme risks are difficulties which will influence one or more than one
outcomes of the benefit of the programme. Some risks will have an exposure
which is satisfactory for the group which are sponsoring, and the risk will be
taken and monitored, maybe with a contingent plan being placed.
Additional risks will have an exposure which would be non‐tolerable for the
group which are sponsoring. They would, therefore, see value in investing
extra time and resources now to maximise certainty, either by making an
opportunity more tends to happen, or a threat less tends to happen. The costs
of executing a risk response need to be verified, i.e. the rise in certainty should
have a value which is higher than the time and money which are required to
achieve the response effectively.
The following are the response options for threats and opportunities:
 Avoid a threat Exploit an opportunity: This option is regarding performing
the uncertain situation certain through eliminating the risk
 Reduce a threat Enhance an opportunity: This option selects specific action
now in order to change the possibility or the influence of the risk
 Transfer the risk: Transfer is an alternative which intends to pass risk
components to a third party
 Accept the risk: The ‘accept’ option refers to that the company ‘took the
chance’ that the risk will happen, with its entire influence if it did
 Prepare contingent plans: This option includes making plans now, but not
taking action

Data‐gathering and reporting

In order to make appropriate and timely decisions as a component of
programme governance, decision‐makers require access to appropriate and
timely data regarding performance to date or things which have happened,
and developing trends regarding the future or things which can occur.

Looking back
The decision‐making approach defines the arrangements for reporting for the
programme. The data which is provided should be correct and perfect as
practicable with clear direction to decision‐makers regarding the opinions
which are made and highlighting any limited confidence in the data which is
reported. Data also should be 'decision‐ready', making it obvious where
decisions are required in order to improve negative trends, resolve issues, or
placed in further risk responses, and the choices and options which have been
considered. There are similar links among the information and assurance
themes and this work. The programme team will build innovative and
refreshed knowledge and will give the information which is based on activities
of assurance. The decision‐making approach will define the content and format
of the required information.
As earlier discussed in the knowledge theme, the company's culture plays a
vital role in giving appropriate and timely information for decision‐makers.
Various cultures have embedded behaviours which makes it difficult in order
to distribute what is seen as 'bad' news, either in the form of negative change
from the plan or the identification of risks which are downside.
Where this is the case, it may create fractional reporting of actual growth or
over‐optimistic evaluations of risk exposure. The number and volume of
problems which arise will be intended to be more generous in cultures where
the early view of risks and realistic reporting allow decision‐makers in order to
predict, drive improvement, and stay on the 'front‐foot ‘. Giving incorrect
information on historic performance damages the value. The SRO and
sponsoring group are liable for making a culture where it doesn't occur.

Looking Forward
Programmes which are expected to deal with ambiguity, adapting and
rearranging in order to assure that the investment in benefit's results is
continuously affordable and attainable. In order to achieve this, decisions
should be made with as many vision as possible. Individuals who are managing
the projects and other work inside the programme will be concentrated on
delivering products into the resource constraints and therefore, keenly aware
of the risks which are associated.
Though, the focus of programme‐level is upwards as well as outwards. The
programme team seems for innovative information on developing risks and
disruptive trends in the programme environment and is informed of weak data
signals and established information. An activity like that is usually related to as
horizon scanning. Effective monitoring of the outside context for the
organisation which are investing allows making timely decisions on risks or
issues which may influence the capacity and capability in order to embed
results to realise benefits.
Various methods which are used by the programme team in order to give
information to decision‐makers. A few will give the information in the risk
register or issue register format as the format is an installed component of
governance, which is understood by the individuals who are involved. Others
may draw from the risk register and issue register formats in order to display
data, so this is the most excellent opportunity of being understood and
considered. Techniques which are established in order to evaluate the
programme environment can be used as a medium of horizon scanning.
A technique like this, PESTLE, economic, sociological, analyses political, legal,
technological, and environmental factors. Though some would, accurately, see
these techniques like a form of risk identification, they can be helpful for
programmes in order to keep a particular focus on trends which are longer‐
term in the programme environment. Other related techniques involve
scenario analysis, where various possible futures are defined. Decision‐makers
are capable of think about the new information, and the potential should
rearrange and prove the programme which is armed with a considered
'forward‐look'.

National Rail network programme

The National Rail network programme is a programme spanning a amount of
years funded primarily by the government with some private‐sector funding
that includes many companies and builds various reports. The risk profile for
the programme is estimated to change over time, and data‐gathering and
reporting are utilised on an ongoing basis to assist the leadership for an
uncertain future.
The programme office recognises and reports possible risks which can affect
the National Rail network programme approach and plans using horizon
scanning, for instance:
 A voting resulting in a change in government which will lead to diverse
funding priorities.
  An increment to the cost of government borrowing leading to enhancing
costs to the programme.
 Development of new rail monitoring technologies and data analysis
techniques leading to various methods to convey the target operating
model.
 Introduction of new government policies, legislation, or regulations
resulting in different mandatory quality needs for the programme.

Options Analysis
‘Decision‐ready’ information carries an options analysis which is available to
the decision‐makers. Various reports to governance are for just information:
reporting on growth and maintaining the programme board and sponsoring
group abreast of status. No decisions are required. Where decisions are
required, though, decision‐makers will have their partial view on the situation;
therefore, the information which is provided should challenge those views in
order to assure those sub‐optimal decisions are not taken on the basis of
biased positions.
It can be beneficial in order to consider the quality of a decision. This cannot be
judged on the results as other things will surely have occurred among the
decision point and those results. The quality of decisions, therefore, depends
on a strong procedure of decision‐making.

The following are the important features of any decision‐making process:

 A simply understood decision’ frame’. What is the problem which should be
solved? What are the circumstances and limits which are joined with the
decision? Which decision’s aspects are ‘givens’ and which are tradable?
 The availability of good ad appropriate information from which to build
options.
 Alternatives underpinned by clear logic, which involves a clear
understanding of what cannot be identified for sure at the decision point.
 Clear motivation and dedication to work through important stakeholders.
 Usually, it is also a part of the culture of the company to behave as if there
is only an accurate option in any situation which is provided.
 Therefore, behaviours are aimed at explaining why the option selected is
the only one which may be correct in the situation.
 If this is the culture, the options which are given may be biased and
misleading.
 Decision‐makers don’t like being shifted into a corner.
 When a programme is on an important decision point, understanding this
‘do nothing differently’ baseline is essential prior to present at least two
more options which are viable.
 It gives decision‐makers with a real choice in order to create or a context
from which other options which are creative can be explored.

Documents to Support the Theme

The following table shows the documents formed as application’s records of
the decisions theme:
Document Purpose High‐level content

Programme strategy: In order to describe the Decision points: The points

decision‐making approach decision points in the of decision for the
programme and the programme, both planned
information which is given and ad‐hoc
to decision‐makers to Decision criteria: The
arrange with new criteria which will be utilised
information as the to report data, analyse
programme developments information, and make
recommendations
How the criteria differ
among various levels
Escalation and delegation:
Criteria for escalation and
delegation of information
among boards of
governance
Reporting: The reports
which are given to decision‐
makers: content and
frequency
Audit trail of decisions:
How decisions made by
governance boards are
communicated and
documented
Programme strategy: issue In order to describe the
resolution approach particular arrangements for
capturing, assessing, and
determining how to act on
change requests or issues
arising
Programme strategy: risk In order to describe the
response approach criteria to be utilised when
selecting whether to accept
risk and placed reactive
(contingent) responses if
risk events happen, or in
order to invest in proactive
responses to threats and
opportunities
Issue owners: The process
for allotting issues to
owners
Delegated authority to
issue owners: The
restrictions of authority
which are delegated to issue
owners
Change requests: In which
way the change requests
are logged and processed
Change impact analysis:
The governance for
reviewing analysis of change
effect and making decisions
Links with risk response
approach: How links among
the issue resolution
approach and risk response
approach work
Reporting: The reports
which are given to decision‐
makers: content and
frequency
Risk owners: The procedure
for allotting risks to owners
Delegated authority to risk
owners: The restrictions of
authority which are
delegated to risk owners
Guidance provided to risk
owners: In order to explain
further investment in
proactive responses to risk
which are aligned with risk
appetite
Governance: For reviewing
and approving risk response
plans, both proactive and
reactive response plans
Links with issue resolution
approach: How links among
the issue resolution
approach and risk response
approach work
 Reporting: The reports
which are given to decision‐
makers: content and
frequency

Decision Register In order to record decisions Decision description

which are made by each and
every governance board,
giving an audit decisions’
trail and their underpinning
rationales
Options considered
Choice made and rationale
Decision owner
Relevant dates

Risk Register In order to record those Risk description

uncertain events which
would impact one or more
than one objectives of the
programme
Possibility of the risk
happening
Effect on the programme if
the risk occurs
Proximity of the risk
Risk owner
Risk responses (ideally with
costs)
Intended outstanding
probability and effect,
assuming responses are
effective
Relevant dates

Focus of key roles for the theme

The following are the areas of focus for key roles which are associated with
the decisions theme:
Role Areas of focus

Sponsoring Group Members Assuring the decision‐making, risk

Senior Responsible Owner (SRO)
response, and issue resolution approaches
are appropriate for purpose
Making decisions at important decision
points which are planned or unplanned
Approving the approach for the
management of decisions (including issue
resolution and risk responses) with the

Programme Manager
Business Change Manager (BCM)
Programme Office Lead
sponsoring group and assuring these are
recorded in the programme strategy
Leading the process of decision‐making at
key decision points which are planned or
unplanned
Emerging the decision‐making, issue
resolution, and risk response approaches in
the programme strategy, and assuring that
they are used
Giving decision‐ready information for the
boards of governance
Supporting the programme manager in
giving information which is decision‐ready
for governance boards
Managing risk registers, issues, and
decisions
Supporting the programme manager in
giving decision‐ready information for
governance boards by the following:
● gathering data from various sources,
which involves new knowledge and
products from assurance works
● Doing analyses and giving back‐up data
Introduction to MSP Processes

Definition of Process: An organised set of activities which define the series of

actions and their inputs and outputs to achieve a particular objective. Investing
in programme management and programmes can be essential and span over
several years. In an MSP programme, the focus is on assuring that the seven
principles are met through the design and application of a tailored governance
and control environment informed by the seven themes.
This control environment should be implemented over time and are MSP
processes that determine how this is done throughout the life of the
programme.

Programme Lifecycle
The life‐cycle of any programme is incremental. Programmes are designed to
deliver valuable advantages to stakeholders during the programme life cycle.
Adjustments are made as new information becomes available. Programme
management should concentrate on learning, designing, and redesigning of
the progression toward the desired future state.
As a result, the processes in the programme's life cycle are designed to support
programme governance, by supervisory to orderly progress with clear decision
standards. They also provide an adaptable and flexible way to make sure that
the programme follows the principles of MSP.
Each process in the programme's life cycle addresses the MSP governance
themes of structure, organisation, justification, design, knowledge, decisions,
and assurance. Lifestyle has a controlled beginning (identify the programme)
and a controlled end (close the programme).
Between these points, the incremental lifecycle assures that:
• The benefits are progressively stabilised and delivered at landing points.
• The target operating model represents the future state that is required to
embed results and realise benefits.
• The programme strategy and plans continue to represent the optimal way
of managing the programme.
MSP Processes
The first (identify the programme) and seventh (close the programme)
processes are the only linear parts of the lifecycle. Processes 2–6 are repeated
by the programme, forming an incremental spiral of progression towards the
defined vision and outcomes of benefit.
At the end of each tranche or landing point, Process 6 specifically addresses
the progress and what has changed in the programme environment to inform
Process 2 in the next cycle. Process 3 emphases on the business case for the
whole programme at a high level and planning the next tranche in detail.
Processes 4 and 5 emphases on programme delivery and embedding the
outcomes to realise benefits within a single tranche. Each process chapter
addresses:
 The objective, purpose, and context of the process.
 The activities incorporated and the information flow to transform inputs to
outputs.
 The mapping of programme roles to the activities included in the process.
Identify the Programme

Purpose
The main purpose of recognising the programme process is to analyse the
drivers and justification for the programme, ensure that it is consistent with
the overall strategy for the investing organisations and is probable to offer a
worthwhile investment, before carrying out the more comprehensive work to
structure and justify the programme and plan its delivery.
The time to implement this process is usually short of work. The aim is to turn
the initial idea into a concrete business concept to decide whether the next
work on the program is worthwhile.

Objectives
The objectives of recognising the programme process are to ensure that:
 High‐level costs, funding, and cash‐flow implications have been
considered.
 The programme has a clear justification of business which warrants
further investigation.
 Key roles have been appointed and recognised.
 The resources, costs and timeframes needed to design the programme
in more detail have been planned.
 Major risks have been recognised.

Context
The programme mandate is triggered to begin this process. Although it may
not primarily exist as a document, the executive management communicates
the drivers and the main purposes of the programme. An important part of this
process is for the sponsoring group to verify the information in the programme
mandate and then grow it into a coherent programme brief that describes the
benefits, high‐level costs, and risks related to the programme.
The following table displays the Activities, Inputs and Outputs for the Process:
Inputs to the process Activities Outputs of the process
Programme mandate Confirm the organisation Programme brief
structure Confirm the SRO Programme strategy (initial)
Confirm the programme Programme plans (initial)
mandate Develop the
programme brief Establish
the initial programme
strategy and plans
Prepare for the next process
Agree to proceed (or close)

Activities
Confirm the Organisation Structure
The sponsorship for the programme and the overall programme governance
structure requires to be confirmed at the earliest opportunity. The sponsoring
group is appointed first, followed by the programme board.
Confirm the SRO
The sponsoring group appoints the SRO, which is the role responsible for the
success of the programme. The SRO needs to be a peer and member of the
sponsoring group to ensure the suitable level of seniority and decision‐making
authority.
Confirm the Programme Mandate
The Programme mandate can be received from the executive management in
any format, or from policy development cycles or strategic planning. It cannot
be received as a single, cohesive document. Before proceeding, the sponsoring
group makes a single document and confirms that the programme mandate
correctly reflects the purposes of the investing organisation and drives for
change.
Develop the Programme Brief
The programme brief builds from the programme mandate and gives a formal
basis for evaluating whether the proposed programme is attainable or viable. It
shows the programme’s particular objectives, costs, benefits, and risks,
together with a view of the organisation’s capability and capacity to be
successful. Consideration of the first options is documented while emerging
the programme brief. After it has been sanctioned, the programme brief
delivers the basis for emerging the full business case of the programme.
Establish the Initial Programme Strategy and Plans
It may be suitable at this point to establish initial governance approaches to
cover certain aspects of the programme; for example, assurance, funding, and
organisation. These are involved in the initial programme strategy, which will
be developed and refined further in the next processes. Initial versions of plans
covering some programme components may also be developed. If possible, the
SRO or the sponsoring group establishes the programme board and appoints
other members of the programme board, containing the BCM and programme
manager, to set up governance and provide prompt input to the business areas
that will be affected.
Prepare for the Next Process
The programme brief may be reviewed independently. This assures that it
reflects the purposes, advantages, high‐level costs, timeframes, and risks of
the programme and the degree to which the organisation has the capability
and capacity to realise and deliver the anticipated benefits. The next process
contains refining the programme vision, analysing the programme benefits,
and developing the target operating model. This can be complex work,
requiring specialist skills or resources, which may require to be formally
planned in detail.
Agree to Proceed (or close)
Formal approval to proceed refers that:
 The SRO confirms that the programme properly reflects the drivers and
objectives.
 The sponsoring group approves the outputs from the process.
 The programme board commits to supporting the following process in
the programme lifecycle.
 If formal approval cannot be provided, the programme will close.
Responsibilities
The following table represents a RACI Chart for the activities in the process,
split among the core MSP Governance Boards, Supporting Offices, and
Individual Roles:
Activity Sponsoring SRO Programme BCM Programme
group manager office
Confirm the A/R I I I I
organisation
structure
Confirm the A/R I I I I
SRO
Confirm the A R C C C
programme
mandate
Develop the A R R C
programme
brief

Establish the A R C C
initial
programme
strategy and
plans

Prepare for A R C C
the next
process
Agree to A R C C C
proceed
Application of the Themes in this Process
The following table shows how the themes apply to identify the programme
process:
Theme Application to the identify the
programme process
Organisation Appoint key programme roles and establish
initial programme structure Identify key
stakeholders
Design Identify an initial set of key programme
risks and issues
Document the current‐state target
operating model
Develop an outline view of the programme
vision, target operating model, and benefits
Justification Develop an outline business case
(programme brief)
Structure Plan the work required for the next process
Develop the initial governance
arrangements Identify existing projects
which may form part of the programme
Knowledge Identify initial lessons to incorporate into
the programme
Assurance Consider initial assurance requirements
Identify the programme’s critical success
factors Conduct independent assurance of
key documentation
Decisions Identify key decision‐making criteria and
initial escalation paths
Design the Outcomes

Purpose
The purpose of the design of the outcomes procedure is to establish solid
foundations for the programme. It means enabling the companies included to
know the programme benefits, vision, risks, and the target operating model,
including the gap amongst the future and current states, before starting to
plan the programme in detail. This process is where the design work and the
detailed definition of the programme is undertaken. It is returned at the start
of each tranche to either validate the outputs or adapt them to new
information.

Objectives
The objectives of the design the outcomes procedure are to make sure that:
• There is a compelling and explicit vision for the programme, set out in the
vision statement.
• The advantages and disadvantages of the programme are understood and
documented.
• The design approach has been decided upon and documented.
• The risks to the programme have been captured in a risk register and
analysed.
• The target operating model is in place for procedures, culture, organisation,
technology, learning and knowledge, infrastructure, and information and
data.
• The gap amongst the target operating model and the current state is
understood and documented.
Context
The design the outcomes procedure improves the first vision statement, which
is in the programme brief, and expands it into two things:
• A set of benefits to be realised and a detailed future state comprising the
target operating model.
Each benefit is described in a detailed profile of benefit. The connections
among benefits and project abilities, outputs, results, and the strategic
objectives of the organisation are shown in benefits maps. At this stage, risks
will be recognised and prioritised in the programme risk register. This is also
the right point in the process for learning from previous programmes, projects,
and other work to be incorporated and acknowledged into the programme.
During this procedure, the strategy and plans of the programme are likely to
be updated. The programme brief is used as input to the business case.

Activities
• Identify Previous Learning: The programme team and manager spend time
recognising learning from previous projects, programmes, and other work
to implement on this programme before proceeding.
• Appoint the Programme Roles: In this process, the programme team will
require to expand beyond the initial team, which created the programme
brief. Expert skills will be needed, such as benefits experts and business
analysts, to help with the construction of the target operating model,
analysis of benefits, and options analysis going forward. Skills which aren’t
available nearby will be brought in utilising temporary experts. It is
significant to set up an infrastructure to support them to work efficiently. It
means organising items, from office accommodation to office equipment
and computers, and from software tools to configuration management
solutions. In this process, the amount of information will grow significantly,
and the documents created will rely on the other's contents. Version
control will assist in keeping everything in sync so that individuals are
working with up‐to date information.
• Develop the Vision Statement: The vision statement establishes from the
initial vision in the programme brief. One method of developing this vision
is to hold a vision workshop for the representatives of diverse stakeholder
 groups to explore the possible end‐state of the programme. The outputs of
this workshop needs to be verified before being involved in the vision
statement.
• Identify and Validate Benefits: The vision statement, with the initial
benefits recognised in the programme brief, guides the team of the
programme to evolve the programme benefits. A benefits map will show
the connections between capability, outputs, benefits, ability, and strategic
objectives so that these relations are clearly understood before the benefits
are validated. Generating a benefit profile for each benefit will develop and
validate the benefit further.
• Identify and Prioritise Skills: The programme team makes and manages a
risk register to capture those uncertain events that would impact one or
more outcomes of benefit. The risk register is also used to keep a record of
the risk exposure of each of those events and the responses planned. Risks
recognised in earlier processes are involved if they are still valid. To
prioritise risks consider, as a minimal, an assessment of the feasibility of the
risk happening and an estimate of the size of the effect on one or more
results of benefit.

• Develop the Targeting Operating Model: This step takes the vision
statement and expands it into a detailed target operating model. This needs
concentration on various diverse aspects: culture, procedures, organisation,
technology, infrastructure, Knowledge and learning, and information and
data. The work is likely to bring in a much wider range of people, from
experts in business analysis and architecture, to process analysts,
organisation designers, technology experts, and data analysts.

• Develop the Programme Strategy: Building on the initial work in the

previous procedure (recognise the programme), here facets of the
programme strategy will be developed, involving the approaches to: Stake
engagement; Governance; Design; Funding; Resourcing; Information;
Knowledge and learning; Assurance; Decision‐making ; Issue resolution.

• Develop the Programme Plan: During this process, the team will have
insight into much more about the programme, involving the vision, the
target operating model, and its risks and benefits. It means that programme
plans
 can start during this procedure, although they will not be completed,
amended, or (re)confirmed until the plan progressive delivery procedure.

• Develop the Business Case: Building from the programme brief, the team
will gather information regarding costs, benefits, and risks, and feasibly
reconsider certain choices explored when developing the programme brief.
All of this information is a significant input to the business case which will
be completed, amended, or (re)confirmed in the next procedure.
• Prepare for the Next Process: The next process is a difficult one where the
overall programme is planned, and the first tranche is planned in detail.
Programme justification also befalls in the next process. For the progressive
delivery process, it makes sense to plan.
• Agree to Proceed (or Close): Formal approval to proceed means that: the
sponsoring group approves the outputs from the process; the sponsoring
group authorises and commits to resource the further process; the SRO
verifies that the vision statement correctly reflects the desired end‐state of
the programme; the sponsoring group commits to supporting the further
process in the programme lifecycle; The programme will close, if formal
approval cannot be provided.
Plan Progressive Delivery

Purpose
The primary purpose of plan progressive delivery process is to make on
programme design. The procedure plans the programme, structuring the
projects and other activity into delivery tranches to achieve the abilities which
are required and understand the benefits. It also confirms the programme's
propriety before selecting whether to move with programme delivery.

Objectives
The objectives of plan progressive delivery process are to ensure the following:
• The projects and other activity involved in order to deliver the
programme which is intended.
• The tranches of delivery and common landing points are defined
• The delivery approach and working methods are defined. The way to
understanding the benefits which are planned.
• The approach to maintaining and getting the resources which are
needed to deliver the programme is defined.
• The delivery pace is arranged with the change rate which may be
supported by operational areas.

Context
Planning progressive delivery is about knowing the way in which the results of
benefit will be achieved by the project's delivery of programme and other
work. This process assures that the programme will deliver capacity at an
appropriate pace, managing a balance which is acceptable among delivery,
benefits' realisation, transition, and affordability.
 Inputs to the process Activities Outputs from the
process
Approval to proceed Validate needed resources Programme strategy
Vision statement Complete the programme (completed and approved)
Target operating model strategy Programme plans
Benefit profiles Continue to develop and (completed and approved)
Benefits map validate the programme Business case (completed
Programme strategy (latest plans: and approved)
version) ● delivery plan Risk register Issue register
Risk register ● benefits realisa on plan Decision register
Issue register ● stakeholder engagement
Decision register and communications plan
Business case (latest ● assurance plan
version) ● financial plan
Programme plans (latest Confirm the business case
versions) Prepare for the next process
Agree to proceed (or close)

Activities

Validate Required Resources

The resources which are required during the process of plan progressive
delivery should be confirmed, earned, and established. As with the design of
the results procedure, resources may include tools, infrastructure, equipment,
and the team to complete the activities which are needed. Professional skills
can be required to plan the programme and finalising the business case. Where
the skills which are suitable are unavailable in‐house, they can be completed
by external professionals.

Complete the Programme Strategy

The programme strategy arranges with the current processes and governance
of the company. It enables effective communication flows and efficient
decision‐making among the programme team members and stakeholders. The
aspects of programme strategy will have been evolved in the earlier
procedures, but this activity confirms, validates, and finalises the whole
programme strategy, which includes the approaches to the following:
  Governance
 Stakeholder Engagement
 Design
 Delivery
 Funding
 Resources
 Information
 Decision‐making
 Assurance
 Knowledge and learning
 Risk response
 Issue resolution
Continue to Develop and Validate the Programme Plans
The benefits profiles, vision statement, target operating model, and benefits
map give the reason for creating the projects and other activity which is
required to deliver new abilities. Several alternatives can be available to
achieve changes which should be explored according to their timing, content,
and risks and benefits which are related. Some projects and other activity can
already be constant, and while others will be new initiatives which the
programme will deliver, those projects and other activity will be utilised in the
programme.

The following are the programme’s aspects which should be planned:

Delivery of New Capabilities
The programme’s projects and other activity should be sequenced into
delivery's tranches, which showing their relative timescales and crucial
dependencies. Plans which are detailed are required for the next tranche.
Benefits Realisation
Timeframes to measure benefits.
Stakeholder Engagement and Communications
Activities in order to recognise, analyse, and engage with stakeholders.
Assurance
Monitoring and control of a programme, and independent activities of
assurance.
Finances
Monitoring, budgeting, and the measurement of cost and benefit.
These plans can be joined in the whole document or managed as separate
stand‐alone items. The programme plans contain the delivery of the complete
programme; though, they tend to include comprehensive information for the
first (or next) delivery's tranche and less detail for subsequent tranches. Plans
for every incremental change will be cleaned every time while this process is
undertaken.
Confirm the Business Case
The business case will have commenced developing in recognising the
programme process and moved further developed in the design of the
resulting process. Here, the business case is attained like the arrangements for
programme management, and delivery is developed. When the information
regarding the benefits, timing, costs, and risks of the programme is understood,
the viability of the programme can be assessed and confirmed.
Prepare for the Next Process
The programme can promptly prepare for the first delivery's tranche. Planning
for the forthcoming procedure may contain making in order to set governance
and describing any physical equipment or requirements of the infrastructure.
Subsequent tranches can require similar preparations.
As per the assurance plan, the programme documentation can be subject to an
assurance review which is independent to get objective confirmation that the
business case is viable, the programme delivery is achievable, and the stated
outcomes and benefits are genuine. This assurance should be done before the
decision is made to proceed with delivery.
Agree to Proceed (or close)
Formal approval in order to move refers to that:
• The programme business case and other documentation are approved
by the SRO approves.
• The group that is sponsoring authorises and commits in order to
resource the first delivery's tranche.
• Programme's delivery can be started.
• The programme will close if formal approval cannot be given.

Responsibilities
The following table represents the RACI chart for plan progressive delivery:
Activity Sponsorin SRO Programm BCM Programme office
g group e manager
Validate A R C C
required
resources
Complete the A R R C C
programme
strategy
Continue to A R C C
develop and
validate the
programme
plans
Confirm the A R C C C
business case

Prepare for the A R C C

next process

Agree to A R C C C
proceed (or
close)
R – Responsible; A – Accountable; C – Consulted; I – Informed.
Application of the Themes in This Process
The following table shows the way in which the themes apply to the plan
progressive delivery process:
Theme Application to plan progressive
delivery process
Organisation Finalise the project and programme’s
structures
Confirm the governance approach
Confirm the stakeholder engagement
approach
Emerge the stakeholder engagement and
interactions plan
Design Modernise the target operating model, if
required
Validate and refine benefits
Justification Finalise the business case
Emerge the financial plan
Structure Confirm the delivery approach
Identify projects and delivery’s tranches
Develop the delivery plan, which involves
the next tranche in detail
Develop the benefits realisation plan

Knowledge Confirm the approach to manage

information and knowledge
Incorporate learnings into programme
plans, and share more broadly inside the
companies
Assurance Confirm the assurance approach
Emerge the assurance plan

Decisions Confirm the approach to decision‐making

and ways of growth
Deliver the Capabilities

Purpose
The main purpose of the process of delivering the capabilities is to supervise
programme delivery, assuring projects and other activity which are completed
in a proper manner. The process displays progress and takes a helpful step in
order to remain programme delivery on track, delivering the capabilities
described in the target operating model.

Objectives
The primary objectives of the process of delivering the capabilities are to make
sure the following:
• The approaches in order to manage various programme’ aspects which are
defined in the programme strategy are implemented.
• Capabilities are being delivered by the projects' achievement and other
work, as specified in the delivery plan.
• Projects are commenced and finished in a controlled way.
• Project outputs are arranged with abilities in the target operating model
• The progress of the programme is observed and reported.
• Risks and issues are managed in control.
• Action which is corrective is taken when required.

Context
The following are the two primary functions of the process of delivering the
capabilities:
 Managing the work which should direct each and every delivery's tranche,
concentrating on executing the governance themes as specified in the
programme strategy.
 Make sure that the projects in the programme are commenced,
maintained, and finished in an appropriate manner and remain aligned with
the target operating model.
The following table shows the inputs, activities, and outputs for deliver the
capabilities:
Inputs to the process Activities Outputs from the
process
 Approval to proceed  Deploy the required  Capabilities delivered
 Programme brief resources  Updated programme
 Programme strategy  Conduct the planned strategy and plans (as
(initial) activities required)
 Programme plans  Manage the tranche  Risk register
(initial)  Validate the adequacy of  Issue register
 Risk register the programme  Decision register
 Issue register  strategy and plans
 Decision register  Prepare the business for
change and plan
 transition
 Prepare for the next
process
 Agree to proceed (or
close)

Activities
Deploy the required resources: Further resources can be needed in order to
support programme delivery. These can involve the following:
 Increasing the programme office in order to perform like the information
hub for the programme or specific projects.
 Establishing the physical environment, which involves buildings, space for
office, and other equipment.
 Obtaining tools like planning, risk management tools or configuration
management.
 Getting further professional resources.

Conduct the planned activities: The programme plans describe the work to be
performed throughout the tranche in order to assure that the projects and
other required activity by the programme are delivered as intended.
I. Delivery Plan: Projects and other work which is required to deliver
capabilities should be managed as per the delivery plan. This describes
 the delivery's tranches and involves the projects, timeframes, critical
dependencies, and resources. The detail in the target operating model
gives input to the needs that need to deliver by the projects.
Delivering capabilities includes the following:
a. Starting projects: Make sure that the important roles of the project
are selected; that there is transparency around the project scope,
critical dependencies, and governance and escalation requirements;
and that the projects arrange with the objectives of the programme
and benefits realisation plan.
b. Controlling the delivery of projects: Make sure that the growth of
the project is observed and controlled at a high level against the
delivery plan; that project risks, issues, and dependencies are
maintained effectively; and that any prediction tolerance's breaches
are escalated as soon as possible.
c. Closing projects: Make sure that the outputs of the project meet
acceptance criteria and arrange with the capabilities which are
specified in the target operating model.
II. Other programme plans: Other activities that should be completed in
this process, as per the programme plans which are relevant, include the
following:
a. Stakeholder engagement and communications: Make sure that the
stakeholders are kept informed and engaged in the programme's
work.
b. Assurance: Performing monitoring and control actions and leading
independent assurance reviews at crucial decision points.
c. Financial management: Controlling and monitoring budgets, financial
benefits, costs, and cash flow of the programme.
d. Benefits realisation: Setting measures of baseline.

Manage the Tranche

The programme needs constant monitoring and control in order to remain on
track. It includes maintaining the various programme’s aspects as per the
appropriate approaches described in the programme strategy. This may cover
the following:
 I. Resource Management: Maintaining people and other resources, which
involves appropriation, supplier and contract management. Maintaining
suppliers and managing the arrangement of their activities with the entire
programme’s direction, which requires particular management attention
and intervention if things are not done according to the plan. Supplier’s
reviews which are scheduled regularly and their performance against
expectation and the contract can become important.
II. Information Management: Tracking and controlling documentation ensures
that it is finished, timely, and accurate, and available to the appropriate
people at the correct time. It is also essential that the information is
appropriate, which is being provided, in order to support programme
control and decision‐making.
III. Reporting: Reporting of the daily progress from the projects should be done
in order to inform monitoring of the growth of the programme and remain
the programme on track. Monitoring progress can recognise difficulty areas
needing management intervention, and these will need to be actioned or
escalated as soon as possible in order to prevent the programme from
leaving the track.
IV. Decision‐making: Dealing with problems, risks, and exceptions, taking
corrective action and increasing where required.

Validate the Adequacy of the Programme Strategy and Plans

While the implementation of the tranche, new information can develop which
needs adjustments to the programme plans. If this is the case, changes will be
made under change control in order to assure that each and every component
of the combined programme plan in order to meet the programme strategy
which is aligned. Where no changes are required, the sufficiency of the
programme plans is confirmed. This activity also includes assuring that changes
in order to programme plans which are shown in the business case.

Prepare the business for change and plan transition

While the programme manager is leading the delivery of new capabilities, the
BCM is preparing the business for change and planning transition. When the
programme leader is managing the delivery of new capabilities, and the BCM
is making the business for change and planning transition.
The programme manager and BCM work together in order to ensure that this
work is organised so that preparation for change and transition is timely and
can be executed as soon as the capabilities are made. Measures of baseline
benefits are taken, and continuous benefits measurement is ready to be
executed.

Prepare for the Next Process

Like each and every project prepares for closure, it gives its outputs to the
programme. The outputs which are combined should deliver the capabilities
which are required and support effective transition so that operational
enhancements can be attained and benefits realised. Preparing for the next
process refers to makes sure that the capabilities have been delivered in an
appropriate manner. Project closure can include various reviews which are
post‐project and other assurance activities in order to evaluate the
effectiveness of the outputs and capabilities delivered.

Agree to Proceed (or Close)

Formal approval in order to move refers to the following:
• The programme manager verifies that the capabilities which are required
have been delivered.
• The BCM confirms that the delivered capabilities are aligned in an
appropriate manner with the target operating model and that the business
is ready to begin transition.
• The transition of capabilities can start in operational areas.
• The programme will close if formal approval can't be provided.

Responsibilities
The following table shows the RACI chart for the activities in the process,
divided among the basic governance boards of MSP, individual roles and
supporting offices:
Activity Sponsoring SRO Programme BCM Programme
group manager office

Deploy the required A R C C

resources

Conduct the planned A R C C

activities

Manage the tranche A R R C

Validate the adequacy A R C C

of the programme
strategy and plans

Prepare the business I A C R C

for change and plan
transition

Prepare for the next A R R C

process

Agree to proceed (or A R C C C

close)

Application of the Themes in This Process

The following are the application of the themes in the deliver the capabilities
process:
Theme Application to deliver the
capabilities process

Organisation Use structures of the organisation in order

to deliver projects and other work
Conduct stakeholder engagement and
interactions works as described in the
stakeholder engagement and
communications plan, with a particular
 concentration on making the business for
change
Design Measure benefits baseline as described in
the benefits realisation plan
Make sure that the projects deliver outputs
which add to the upcoming state target
operating model
Justification Execute financial controls as described in
the financial plan
Structure Deliver projects and conduct activities as
specified in the delivery plan
Plan transition
Knowledge Maintain information to facilitate it is
accurate, timely, and controlled, and
available for monitoring and decision‐
making
Make sure lessons and developments are
combined into the programme, and shared
broadly inside the companies.
Assurance Conduct monitoring, control, and activities
of assurance as described in the assurance
plan
Decisions Use governance structures in order to
manage programme problems, risks, and
decisions, and escalate as required
Embed the Outcomes

Purpose
The purpose of the process of embed the outcomes is to assure that the
investing organisation performs the required modifications to adopt innovative
methods of working and realise the benefits. The process consists of
management and planning of the transition from traditional to modern
methods of operating and the embedding of results. It should be accomplished
while assuring the stability of operations and the performance of activities of
the business are not jeopardised.

Objectives
The followings are the Objectives to Embed the Outcomes:
 Abilities are transitioned efficiently.
 Stakeholders utilise innovative methods of working.
 Benefits begin to be measured and realised.
 Controls are established in place for continuing the benefits realisation in
Business as Usual (BAU).

Context
Embed the outcomes is directed fundamentally by the Business Continuity
Management (BCM), assisted by other particular change‐focused sources in
Business as Usual (BAU). The BCM has directed the function of preparing for
the business change and to agree on the plans of transition with the
programme manager in providing the process of capabilities. In the process of
embed the outcomes, the work is focused on implementing the plans of
transition, assisting stakeholders in the business for adopting the capabilities in
innovative working methods, measuring and realising benefits.

Activities
The following are the Activities to Embed the Outcomes:
• Enact the Transition: Executing the plans of transition can be a sizeable
project in itself, on the basis of the programme and the number of affected
stakeholders. Transition gives a crucial learning opportunity. The individuals
liable for handling the transition required to work jointly with the BCM to
assure that the work is efficiently performed without any damage to the
operational business

• Adopt the Capabilities: The assistance is essential to this activity that

individuals are provided as they acquire innovative capabilities and embed
them into new working methods. Its success will be based on the work
performed for preparing the business to change in the former process.
Continuous attention is needed to make sure that the outcomes of the
benefit start to evolve and build with the passage of time. Withdrawing
access is part of this activity to traditional methods of making things, like
legacy systems.

• Capture Learning: It is undeniable that individuals will gain new knowledge

because they start to adopt innovative capabilities. To assure the greatest
benefit from the investment, individuals must be inspired to share this
innovative knowledge and denote as learning.

• Begin to Realise and Measure Benefits: Reports begin to be given to the

governance boards on the basis of the baseline of benefit measurement and
systems of measurement executed in the former process. It is a crucial time
for every programme, and the measurements should be examined to assure
that they are useful and not inspiring any perverse behaviours beyond the
business. Continuous attention is also required to prevent any erosion of
benefit over the period. The potential for innovative knowledge to be
obtained is important at this time.

• Prepare for the Next Process: The next procedure is concentrated on

looking behind on development to date and looking ahead to assessing
innovative information and decide on preferences for the subsequent
tranche of work. Accordingly, to preparing for the subsequent process,
teams assure that each of the programme and associated project and
operational records is finished by supporting the review of end‐of‐tranche.
 Agree to Proceed (or close): Formal approval to proceed means that the
BCM confirms that benefits realisation has started and that plans are in
place for the other benefits to be realised in full, with assigned owners
recognised. The BCM and programme manager confirm that the transition
has been made successfully. If formal approval cannot be given, the
programme will close.

Responsibilities
The following table shows a RACI Chart for the Activities in the Process, Split
between the Core MSP Governance Boards, Supporting Offices, and Individual
Roles:
Activity Sponsoring SRO Programme BCM Programme
group manager office

Enact the A R C C
transition

Adopt the A C R C
capabilities

Capture A C R C
learning

Begin to A C R C
realise and
measure
benefit

Prepare for A C C R
the next
process

Agree to A R C C C
proceed
Application of the Themes in this Process
The following are the application of themes in the Process of Embed the
Outcomes:
Theme Application to embed the outcomes

Organisation • Continue to utilise the structure of the organisation to

deliver projects and programme
• Continue to conduct communication activities, and
stakeholder engagement as drawn in the communications
plan and stakeholder engagement, especially to assure
benefits are realised
• Make sure that explicit ownership of benefits realisation

Design • Assure the accessibility of the intermediate operating model

and make any alterations that are required to target
operating model

Justification • Implement financial controls as described in the fiscal plan

Structure • Handle the transition, conduct the activities as described in

the delivery plan
• Measure the benefits realisation as described in the plan of
benefits realisation

Knowledge • Maintain the information so that it is accurate, controlled,

timely and accessible for decision‐making and monitoring
• Assure the transparency of the knowledge and that changes
and lessons are incorporated and shared within the
programme or BAU

Assurance • Conduct control, assurance and monitoring of the activities

as described in the plan of assurance

Decisions • Use the structure of governance to maintain programme

risks, decisions and issues, and enhance as required
Evaluate New Information

Purpose
The main aim of the evaluate new information process is to ensure that the
programme boards and sponsoring groups are supported by up‐to‐date, high
quality, and decision‐ready information. Assessing the latest information
assures that every theme and principle is properly considered while making
decisions during the programme.

Objectives
The objectives of the process of evaluating new information are to assure
that new information is:
 Validated to ensure its quality/integrity
 Analysed, taking the themes into account, to give insight into the current
state of the programme and predictions of what is to come in the future
 Utilised to inform the programme design and the next tranche
 Presented to programme boards in a suitable way
 Collected effectively and at pace

Context
During programmes, decision‐makers are continually making decisions about
the strategy, design, and delivery of the programme. In a complex and
changing environment, information is emergent and imperfect. New
information needs to be assessed in a way that:
• Helps to increase understanding and accelerates action‐taking
• Directly supports decision‐makers in the governance structures
• It is unambiguous to those working both directly and indirectly with
the programme
The following table shows Inputs, Activities, and Outputs for Evaluate New
Information:
Inputs to the process Activities Outputs from the process

Landing point achieved Analyse tranche End‐of‐tranche report Risk

Benefits realised to date performance vs plans register
Issue register Analyse current state vs Issue register
Risk register target operating model Decision register
Decision register Review the programme
environment
Prepare for the next process
Agree to proceed (or close)

Activities
Analyse Tranche Performance Vs Plans
This activity is focused on understanding performance to date vs the
programme plans and programme strategy. Information on all aspects of
the strategy and plans need to be merged into the end‐of‐tranche report,
containing:
 Delivery performance
 Cost performance
 Status of stakeholder engagement and communications
 Benefits realisation to date
 Adequacy of governance and team‐working
The programme office is probable to play a lead role in this activity, supported
by formal assurance activities. As the programme progresses, it is important to
understand the present status, variances from plans, and any reasons for the
change that is possible to continue

Analyse Current State vs Target Operating Model

Another specific component of the end‐of‐tranche review and report is to
confirm the operating model in the present state, that is at the present landing
point, comparing it with the intended change for that tranche and identifying
any aspects that are not as planned. This crucial information will recognise any
aspects of the current operating model that are unstable and need attention
before the next tranche of change starts. Change activity is always more
effective when creating from a stable set of organisational routines, so any
areas of instability need to be understood at this point
Prepare for the Next Process
In the early tranches of the programme, the anticipated next step will be the
design the results process, where the information gained from the evaluation
of the new information will be taken forward to re‐plan the next tranche of the
delivery. As the programme approaches the latter tranches, the next step is
more possible to close the program. In both cases, it is important that the end‐
of‐tranche report includes entire information of the progress to date and likely
changes to the programme environment going forward

Agree to Proceed (or close)

Formal approval to proceed means that:
 The SRO and sponsoring group agree to fund the next tranche
 The programme manager confirms that the end‐of‐tranche report is
complete and accurate
 The BCM confirms the status of the change to date and readiness for the
next tranche
 If formal approval cannot be provided, the programme will close
Responsibilities
The following table shows a RACI Chart for the activities in the process, split
between the Core MSP Governance Boards, Supporting Offices, and Individual
Roles:
Activity Sponsoring SRO Programme BCM Programme
group manager office

Analyse C A C C R
tranche
performance
vs plans
Analyse C A C R C
current state
vs target
operating
model
Review the C A R C C
programme
environment

Prepare for A R C C
the next
process
Agree to A R C C C
proceed
Application of the Themes in this Process
The following table shows how the themes apply to the Evaluate New
Information Process:
Theme Application to evaluate new information
process
Organisation Confirm the status of governance and
stakeholder engagement and
communications
Design Refresh risk identification and prioritisation
Evaluate progress to target operating
model
Justification Review progress vs business case (costs,
benefits, and risks)
Verify that funding is sufficient for any
subsequent tranches
Structure Evaluate completeness of tranche in terms
of development of capability, transition,
and benefits realisation Validate
dependencies
Assess performance vs resource plans and
highlight any issues
Knowledge Recognise new knowledge and propose
new lessons to be learned in the next
tranche
Validate compliance with information
approach
Assurance Validate that assurance activities have
added value and propose changes for next
tranche

Decisions Validate that decision‐making processes,

containing issue resolution and risk
responses, have been effective
Propose any changes for the next tranche
Close the Programme

Purpose
The main aim of closing the programme is to end the programme in a
controlled way, extracting as much value from the programme irrespective of
the reason for closing it. It includes ensuring that the investing organisation is
ready to increase the benefits to be realised from the programme work which
are finished by continuing to measure the advantages and taking steps in BAU
to minimise benefit erosion.
Objectives
The objectives of close the programme process are to ensure that:
 Capabilities are fully integrated into BAU.
 Resources are decommissioned (e.g. contractors, staff).
 A final evaluation of the programme is conducted to capture its
attainments relative to those expected and any gaps.
 Other governance structures assume responsibilities for remaining
benefits realisation, risk management, and capability development
activities.
Context
Programmes are closed when the on‐going value is no longer justified by the
sponsoring group because:
 The work has been accomplished as planned.
 Programme resources are considered to be better utilised elsewhere,
leading to the mandate being withdrawn earlier.
 The result expectations are considered to have been adequately
achieved, leading to the mandate being fulfilled.
 Other organisations are considered to be better suited to delivering the
objectives and results of the programme, leading to the mandate being
substantially changed.
The following table shows the Inputs, Activities, and Outputs for the process:
Inputs to this process Activities Outputs from this process

End‐of‐tranche report Risk Prepare for closure Hand Confirmation or closure

register over residual work Updated knowledge
Issue register Finalise programme
Decision register information
Disband the programme
organisation and close

Activities
Prepare for Closure
To prepare for closure, the programme manager:
 It confirms that the programme is about to close.
 Ensure that stakeholders are notified.
 Assesses programme performance to recognise lessons to be learned.
Hand Over Residual Work
The programme manager:
 Evaluates delivery of the target operating model.
 Hands over residual capability delivery to other programmes.
 Hands over responsibility for continuing benefits realisation and related
risks and issues.
Finalise Programme Information
This activity is to ensure that the programme information is stored, up to date
or archived.
Disband the Programme Organisation and Close
Formal closure means that the SRO disbands the programme organisation and
agrees with the sponsoring group to close the programme.
Responsibilities
The following table shows a RACI Chart for the Activities in the process, split
among the Core MSP Governance Boards, Supporting Offices, and Individual
Roles:
Activity Sponsoring SRO Programme BCM Programme
group manager office
Prepare for A R C C
closure
Hand over A R C C
residual work
Finalise A C C R
programme
information
Disband the A R C C C
programme
organisation
and close
Application of the Themes in this Process
The following table shows how the themes apply to the Close the Programme
Process:
Theme Application to close the programme
process

Organisation Disband the programme organisation

Design Confirm the status of the operating model

Justification Confirm the status of a business case

Structure Close all projects and other work that were

part of the programme, and hand over
residual work
Knowledge Make sure that the knowledge gained by
the programme team is captured and
made explicit as far as possible
Recognise particular lessons for the
organisation to learn
Update all programme information

Assurance Give any assurance activities that are

needed by the sponsoring group before
final closure of the programme

Decisions Close issues and risks, and confirm the

status of other decisions
Hand over any residual issues or risks as
applicable
Multiple Choice Questions

16.The trust theme addresses the processes for ___________ the performance
of programmes at various levels.
a. Forecasting
b. Monitoring
c. Planning
d. Reporting

17.Programmes are closed when the continuing value is no longer justified by

the sponsoring group because:
a. The work has been finished as planned
b. Programme resources are considered to be better used
elsewhere, leading to the mandate being withdrawn earlier
c. The outcome expectations are considered to have been
adequately attained, leading to the mandate being fulfilled
d. All of the above

18.The main purpose of the process of delivering the capabilities is to

supervise programme delivery, assuring projects and other activity which
are completed in a proper manner.
Mark the Statement True/False.
a. True
b. False

19.Which of the following approach describes the questions which should be

addressed by the programme strategy as a minimum?
a. Risk Response Approach
b. The issue resolution approach
c. Decision‐making approach
d. Design approach
20.Choose the correct sequence of Activities in Deliver the Capabilities.
a. Deploy the Required Resources‐> Conduct the Planned Activities‐>
Manage the Tranche‐> Validate the Adequacy of the Programme
Strategy and Plans‐> Prepare the Business for Change and Plan
Transition‐> Agree to Proceed (or Close)‐>Prepare for the Next
Process
b. Deploy the Required Resources‐> Conduct the Planned Activities‐>
Manage the Tranche‐> Validate the Adequacy of the Programme
Strategy and Plans‐> Prepare the Business for Change and Plan
Transition‐> Prepare for the Next Process‐> Agree to Proceed (or
Close)
c. Deploy the Required Resources‐> Conduct the Planned Activities‐>
Manage the Tranche‐> Prepare the Business for Change and Plan
Transition
d. Deploy the Required Resources‐> Conduct the Planned Activities‐>
Manage the Tranche‐> Validate the Adequacy of the Programme
Strategy and Plans‐> Prepare the Business for Change and Plan
Transition‐> Prepare for the Next Process‐> Agree to Proceed (or
Close)

21.The plan progressive delivery process's objectives are to make sure the
following:
a. The projects and other activity included in order to deliver the
programme which is intended
b. The delivery' tranches and common landing points are described
c. The delivery pace is arranged with the rate of change which may
be supported by operational areas
d. All of the above

22.The area of focus for the role of Senior responsible owner (SRO) is:
a. Confirming the programme mandate
b. Planning and monitoring all benefits realisation for the programme
c. Producing the programme brief
d. Planning and monitoring all costs in delivering the programme
Ensuring financial analysis is risk‐informed
23.Which of the following processes emphasis on programme delivery and
embedding the results to realise benefits within a single tranche?
a. Processes 4
b. Process 5
c. Both
d. None of the above

24.The purpose of the justification theme is to define how programmes:

a. Assure that the investment of resources and
capital is value for money
b. Balance achievability and affordability with the desired benefits of
value to stakeholders
c. Manage finances over the lifecycle, involving cash flow and
budgeting management
d. All of the above

25.Single organisations can adjust the funding mechanisms overtime if

required to meet the requirements of the business.
Mark the statement True/False.
a. True
b. False

26.Which of the following response option is selected for a specific action now
in order to change the possibility or the influence of the risk?
a. Transfer the risk
b. Reduce a threat enhance an opportunity
c. Accept the risk
d. None of the above

27.An approach to delivering a programme that focuses on providing valuable

benefits to stakeholders throughout the programme life cycle, adapting as
needed to align with the latest information is ______.
a. Tranche
b. Incremental progression
c. Landing point
d. Multimodal delivery
28.Which approach outlines the questions that the strategy of the programme
must address as a minimal?
a. Information approach
b. Knowledge and learning approach
c. Assurance approach
d. Risk‐based approach

29.Which of the following statement DOES NOT belong to the First Line of
Defence?
a. Monitors the progress and process of projects and other work in
the programme
b. Reports finding (via the operation senior manager) to the
programme board
c. Reports findings (via the programme board) to the sponsoring
group
d. Integrate assurance from operational functions, relevant projects,
and service areas

30.For the assurance activity of Gate reviews, Drivers for assurance is:
a. Progress monitoring
b. Key decisions
c. Continuous monitoring
d. Real‐time advice
Sample Foundation Exam

1. Which is an area of focus for the programme manager?

a. Agreeing the programme’s appetite for risk
b. Chairing the programme board to drive delivery of outcomes
c. Providing ongoing effective day‐to‐day leadership to the programme
d. Engaging with strategic stakeholders throughout the programme

2. Which is the best mode of delivery to use when it is important to define

the scope and quality of a project, and vary time and cost as necessary?
a. Linear project lifecycle
b. Hybrid project lifecycle
c. Iterative project lifecycle
d. Continual improvement

3. Which role does assurance provide transparency and confidence to?

a. Change recipients
b. Sponsoring group
c. Business change manager
d. Community of practice

4. How does the application of the ‘lead with purpose’ principle achieve
value?
a. By facilitating effective cross‐organisational governance
b. By enabling the programme to adapt to new information
c. By designing and delivering coherent organizational capabilities
d. By envisioning and communicating the desired outcomes

5. Which statement about programme plans is correct?

a. A plan is needed to implement each approach, regardless of the
approach agreed
b. A plan may not be required, if the approach within the programme
strategy is sufficient
c. A plan focuses on why governance is needed, instead of on who will
deliver the outcomes
d. A plan focuses on what governance is required, instead of who will
provide governance
6. Which document shows the relationship between the capabilities and how
they enable the organisational objectives to be achieved?
a. Benefits profile
b. Target operating model
c. Business case
d. Benefits map

7. Which document schedules the constituent projects and other work of the
programme to show their relative timescales, resources and dependencies?
a. Delivery plan
b. Financial plan
c. Benefits realisation plan
d. Assurance plan

8. What is the purpose of the stakeholder engagement approach?

a. To detail how the programme will be structured to deliver the
capabilities and outcomes
b. To detail two‐way communication activities with stakeholders, and
methods for encouraging feedback
c. To describe the governance structure including limits of authority for
the governance boards
d. To describe the context and the controls required to build
commitment from stakeholders

9. Which describes a common challenge encountered by organisations that

MSP is designed to address?
a. Poor line management of the investing organisation’s operational staff
b. Unrealistic stakeholder expectations about the organisation’s capacity
and ability to change
c. Complex dependencies between the activities to be completed within
a single project
d. Ambiguity about whether the organisation’s change investments are
aligned to its strategic goals
10. Which process ensures as much value is extracted from the programme as
possible?
a. Embed the outcomes
b. Close the programme
c. Deliver the capabilities
d. Evaluate new information

11.Which is a focus of the ‘embed the outcomes’ process?

a. To ensure that the projects in the programme are managed
appropriately
b. To identify when the mandate has been fulfilled
c. To understand how the outcomes of benefit will be achieved through
delivery of the projects
d. To enact the transition

12.What is financial contingency intended to deal with?

a. Issues
b. Changes
c. Risks
d. Costs

13. Which action contributes most to achieving the ‘bring pace and value’
principle?
a. Ensuring that the level of estimate uncertainty is documented in the
business case
b. Ensuring that stakeholders understand how benefits are going to be
measured
c. Enabling the achievement of desired future outcomes alongside
existing activities
d. Offering opportunities for people in different organizational units to
interact

14.Identify the missing word in the following sentence.

A [?] is defined as the work required to deliver a step‐change in
capability and benefits realisation.
a. Programme
b. Tranche
c. Lifecycle
d. Project
15. Which process allows the organisation to understand the threats to the
programme before detailed structuring of the programme is undertaken?
a. Identify the programme
b. Design the outcomes
c. Evaluate new information
d. Plan progressive delivery

16. Which process ensures that operational stability in the business is not
jeopardised as the programme delivers change?
a. Design the outcomes
b. Identify the programme
c. Evaluate new information
d. Embed the outcomes

17. Which two are objectives of the ‘plan progressive delivery’ process?
1. To ensure that the tranches of delivery and intermediate landing
points are defined.
2. To ensure that project outputs are aligned with capabilities in the
target operating model.
3. To ensure that the approaches to managing different aspects of the
programme, defined in the programme strategy, are implemented.
4. To ensure that the approach to acquiring and managing the resources
needed to deliver the programme is defined.
a. 1 and 2
b. 2 and 3
c. 3 and 4
d. 1 and 4

18.Identify the missing word in the following sentence.

Enterprise [?] is a condition of an organization that is able to be flexible and
responsive to drivers in its environment.
a. Agility
b. Value
c. Strategy
d. Governance
19. Which action contributes most to achieving the ‘deploy diverse skills’
principle?
a. Gathering and presenting decision‐ready information, and
communicating the reasons behind the decisions
b. Establishing governance that empowers decision‐making as close to
the day‐to‐day work as possible
c. Adapting roles and responsibilities over time to provide oversight and
alignment with business operations
d. Allocating the right assurance resources to provide independence and
specialist knowledge, at the right cost

20. What should be considered when reviewing the ongoing viability of the
business case?
a. Whether the programme outcomes remain affordable
b. Whether the programme is aligned to project objectives
c. Whether the programme board makes timely decisions
d. Whether the approach to capturing risks is appropriately documented

21.Which is a regular event that looks at how work processes can be improved?
a. Decision point
b. Retrospective
c. Audit
d. Risk assessment

22. Which risk response would involve having a smaller initial committed cost
rather than investing in more proactive approaches?
a. Transfer
b. Prepare contingent plans
c. Exploit
d. Avoid

23. Which part of the programme brief is refined and expanded on in the
‘design the outcomes’ process?
a. The implementation of the governance themes
b. The transition plans
c. The drivers and key objectives
d. The initial vision statement
24.What is a programme?
a. A temporary structure designed to lead a single project to achieve a
corporate target
b. A permanent structure designed to lead business as usual to achieve
beneficial value
c. A permanent structure designed to lead multiple projects to achieve
corporate targets
d. A temporary structure designed to lead multiple projects to achieve
outcomes of benefit

25. Which statement best describes the ‘Act’ phase of the Plan‐Do‐Check‐Act
cycle?
a. It is when validated actions are applied in practice
b. It involves validating the results from the previous phase
c. It is where specific steps are performed, such as identifying and
prioritising issues
d. It involves understanding the programme’s the risk tolerances and
how this will be applied

26.Which is part of the context of the ‘close the programme’ process?

a. Other organisations are deemed to be better suited to delivering the
objectives of the programme
b. Transition plans are being implemented
c. Stakeholders are supported in adopting the new ways of working
d. The governance themes are implemented as defined in the
programme strategy

27.What is the purpose of the ‘decisions’ theme?

a. To describe how decisions will be made about changes to the
programme
b. To describe the programme office’s role in checking the information
provided to decision‐makers
c. To describe how the programme will ensure the use of new expertise
gained to inform decisions
d. To describe how confidential information, used by the decision‐
makers, will be stored
28.Which two are objectives of the ‘design the outcomes’ process?
1. To ensure that the risks have been captured in a risk register and
analysed.
2. To ensure that the approach to defining the target operating model has
been documented.
3. To ensure that the outline vision and high‐level benefits are understood.
4. To ensure that the approach to acquiring and managing the resources is
defined.
a. 1 and 2
b. 2 and 3
c. 3 and 4
d. 1 and 4

29. Identify the missing word in the following sentence.

Programme risk appetite is defined as the amount of risk the investing
organisation is willing to accept in pursuing the [?] of the programme.
a. objectives
b. outcomes
c. benefits
d. capabilities

30.Which is a purpose of the assurance plan?

a. To record decisions made by each governance board to provide an
audit trail
b. To provide confidence to the sponsoring group that the programme
is on track
c. To analyse the justification of the programme in line with corporate
strategy
d. To detail how costs and benefits are budgeted, monitored and
measured
31.Which two are objectives of the ‘close the programme’ process?
1. To ensure that evidence that supports future assurance activities is
retained.
2. To ensure that managers of projects and other work are delivering
capabilities through completion of projects and other work.
3. To ensure that the gap between the current state and the target
operating model is understood and clearly documented.
4. To ensure that other governance structures assume accountabilities for
residual benefits realisation.
a. 1 and 2
b. 2 and 3
c. 3 and 4
d. 1 and 4

32. How does the ‘organisation’ theme apply the ‘deploy diverse skills’
principle?
a. By overseeing the development of the required organizational
capabilities and resource capacity
b. By adapting structures and responsibilities to provide governance
aligned with business operations
c. By providing ways for stakeholders, and for people in different
organisational units, to interact
d. By establishing governance that empowers decision‐making as close
to the day‐to‐day work as possible

33. Which statement about a programme is correct?

a. Programmes remove the need to coordinate and lead interrelated
projects
b. Programmes remain aligned with the original societal expectations
driving the programme
c. Programmes incrementally realize outcomes of benefit through fixed
timeboxes
d. Programmes deliver outcomes of benefit using project outputs and
capabilities
34. Which action contributes most to achieving the ‘align with priorities’
principle?
a. Reviewing new information and assessing whether the content of
tranches should be changed
b. Establishing governance to empower those doing the work to make
the decisions
c. Keeping decision‐making focused on the realization of programme
outcomes of benefit
d. Developing a single view of assurance for the programme across
participating organisations

35.Which role is the programme office accountable to?

a. Business change manager
b. Programme board
c. Programme manager
d. Senior responsible owner

36. Which theme describes how management of the programme information is

essential when supporting a programme?
a. Assurance
b. Decisions
c. Organisation
d. Knowledge

37.How does data‐gathering support good decision‐making?

a. By partially reporting real progress
b. By optimistically assessing the risks
c. By reporting as little data as possible
d. By providing realistic reporting of progress

38.Which two are objectives of the ‘embed the outcomes’ process?

1. To ensure that project outputs are aligned with capabilities in the target
operating model.
2. To ensure that stakeholders adopt new ways of working.
3. To ensure that capabilities are transitioned effectively.
4. To ensure that corrective action is taken where necessary.
a. 1 and 2
b. 2 and 3
c. 3 and 4
d. 1 and 4
39.Which type of management would be used to ensure that people are
working from the latest version of a document?
a. Knowledge management
b. Benefits management
c. Information management
d. Risk management

40.Which theme ensures understanding of the future state being delivered?

a. Design
b. Organisation
c. Justification
d. Structure

41.Which is a purpose of the programme strategy?

a. To identify the culture changes that the programme seeks to deliver
b. To describe the activities required to deliver the programme over
time
c. To summarise the control environment required to govern the
programme
d. To describe when the programme will deliver the outcomes of
benefit

42.What is a purpose of the issue register?

a. To record problems and the possible impact on objectives
b. To provide an audit trail of choices made by the sponsoring group
c. To describe the likelihood of a threat occurring
d. To define how change requests will be captured

43.Which is a purpose of the ‘evaluate new information’ process?

a. To ensure that corrective action is taken to keep the programme on
track as defined in the target operating model
b. To ensure that the investing organization(s) makes the required
changes to adopt new ways of working
c. To ensure that the programme board is supported by high quality
facts
d. To ensure that projects and other work are structured into tranches
44. Which process quickly establishes if the programme is likely to offer a
worthwhile investment?
a. Design the outcomes
b. Plan progressive delivery
c. Identify the programme
d. Embed the outcomes

45. Which question about information is answered by the information

approach to support the ‘knowledge’ theme?
a. What are the criteria for escalation?
b. What is the appetite for risk?
c. How are change requests logged?
d. Who will have access?

46. Which action contributes most to achieving the ‘realize measurable

benefits’ principle?
a. Reflecting uncertainty of estimates and specific risks in the business
case
b. Ensuring that stakeholders are active in discussions about the
required outcomes
c. Encouraging the learning of lessons and a culture of continual
improvement
d. Maintaining a compelling vision and design of the target operating
model

47. Which describes the programme environment?

a. It provides a detailed description of the organisation’s future state
after programme closure
b. It defines control points representing a step‐change in capability, at
which a programme can be closed
c. It includes factors that influence the programme from within the
investing organisation
d. It controls major dependencies between two of the projects within
the programme
48. Which is a type of risk that should be managed at the programme level?
a. A threat that work within current business operations could be
delayed
b. A threat to a project that could directly impact an outcome of benefit
c. A threat that a project could be delayed, but still deliver to agreed
timescales
d. A threat that could result in a small overspend on an individual
project

49. Which principle, when applied by the ‘assurance’ theme, designs the three
lines of defence to support decision‐making?
a. Lead with purpose
b. Collaborate across boundaries
c. Deploy diverse skills
d. Bring pace and value

50. Which process structures the projects and other work into tranches?
a. Identify the programme
b. Design the outcomes
c. Plan progressive delivery
d. Deliver the capabilities

51. Which is the definition of a decision point?

a. An occurrence that triggers the need for programme governance
b. An activity that is required to achieve an aspect of the programme
c. A discipline that provides transparency and confidence
d. An output of the combined impact of risk on the programme
objectives

52. Which action contributes most to achieving the ‘collaborate across

boundaries’ principle?
a. Reporting both historic programme performance and emerging
trends
b. Focusing assurance on risks affecting outcomes of benefit over time
c. Maintaining mechanisms for organizational units and stakeholders to
interact
d. Making knowledge as clear and accessible to stakeholders as possible
53.How does the ‘justification’ theme apply the ‘lead with purpose’ principle?
a. By proving and communicating financial viability through the
business case
b. By recording the level of uncertainty of estimates and risks in the
business case
c. By implementing governance related to the approval of financial
investments
d. By updating the business case with revised phasing of costs and
benefits

54.Which principle, when applied by the ‘structure’ theme, ensures clarity

about how resources will be sourced?
a. Bring pace and value
b. Realise measurable benefits
c. Collaborate across boundaries
d. Align with priorities

55.During which process would a project report a deviation from project

tolerance?
a. Evaluate new information
b. Identify the programme
c. Design the outcomes
d. Deliver the capabilities

56.Which activity should be part of a programme’s first line of defence?

a. Integrating assurance from programmes and corporate functions
b. Integrating assurance from projects and operational areas
c. Providing assurance focus on the business case of the programme
d. Monitoring the effectiveness of programme‐level processes

57.What should the SRO do when justifying the investment in the programme?
a. Set realistic expectations with stakeholders for the estimated return
on investment
b. Estimate the maximum amount of benefits so that the calculated
return on investment is positive
c. Exclude financial contingency so that investment in the programme is
seen to be worthwhile
d. Downplay the risks so that the stakeholders are confident that the
investment is worthwhile
58.Identify the missing word in the following sentence.
The vision is defined as the [?] future state of the investing
organisation(s) after the programme is completed.
a. final
b. detailed
c. visible
d. desired

59. Which action contributes most to achieving the ‘deal with ambiguity’
principle?
a. Defining the risk appetite and facilitating evidence‐based decision‐
making
b. Ensuring two‐way stakeholder communication about the
programme’s benefits
c. Maintaining clarity about the number, types and sources of resources
needed
d. Designing the three lines of defence to support leadership decision‐
making
60. Which document, once confirmed, leads to the budget for the ‘identify the
programme’ process being confirmed?
a. Programme brief
b. Programme mandate
c. Programme strategy: resourcing approach
d. Business case
Sample Practitioner Exam

The Official MSP Accreditor Sample Examination Papers

Scenario Booklet
Examination Duration: 2 hours and 30 minutes
Instructions
1. Read the ‘Programme Scenario’ carefully. You will need this information to
answer the questions in the Question Booklet.
2. For some questions you will also need the ‘Additional Information’.
3. The ‘Programme Scenario’ and ‘Additional Information’ are not based on
actual organisations. Any similarities to known organisations are coincidental.
Programme Scenario – The Merger Programme
PCSafe is a large online retailer of PCs. PCSafe has recently purchased
TechStore, which is a giant in the digital storage market that provides
hardware for data centres and cloud solutions. The newly merged company
will be called PCTech. During a press release, PCTech stated that they expect to
see benefits as a result of the following capabilities:
• The ability to compete with other suppliers in both markets by combining
their strengths and leveraging their customer base.
• The ability to leverage their complementary portfolios and cross‐sell their
products to existing customers.
• The ability to leverage existing sales teams, increasing sales but reducing
costs, while allowing them to capitalise on PCSafe’s strengths with small and
medium‐sized customers as well as on TechStore’s strengths with larger
corporate clients.
• The ability to leverage existing research and development capability,
enabling greater innovation at reduced costs.
 The extract from the benefits map below illustrates the high‐level view of
the benefits, as identified in the ‘design the outcomes’ process.
 This benefits map is intended to be correct, but is not complete, as it is only
an extract.
Extract from the benefits map for the Merger Programme
An initial list of projects and other work has been identified as follows:

Tranche 1 Alignment of Terms & Conditions Project

• Align the terms and conditions of the staff and directors
of the organisations.
• Transfer staff from TechStore across with protected rights
for a specified period in some regions, others will move to
new terms immediately.
Divisional Restructure Project
• Design new corporate board and governance structures.
• Provide a recommendation on the selection of roles and
responsibilities for each director and their divisions. Draft
corporate announcement ready for publication.
• Rationalise staff to reduce overall headcount.
Tranche 2 Process Alignment Project
• Agree processes to cater to both marketplaces and types
of customer.
o PCSafe has traditionally been a low margin
organisation with high volumes; TechStore has been
low volume with high margins.
• Update internal IT network and systems to accommodate
new processes.
Culture Alignment Project
• Create a culture which will enable PCTech to thrive.
o The demands of the different marketplaces have
meant that the organisations have different cultures.
If the merged company is to be successful, it will
need to capitalise on the strengths of both
organisations.
Sales Channel and Processes Project
• Develop new channels that will enable PCTech to leverage
its market share with small to medium‐sized customers as
well as capitalise on the market opportunities available
from the larger corporate clients.
• Develop new processes to sell PCSafe products to former
TechStore clients and vice‐versa.
• Update the existing customer relationship management
software.
Tranche 3 Estates/Buildings Rationalisation Project
 • Document the requirements for the estates/buildings.
• Rationalise estates/buildings in line with reduced
headcount.
Other work Research and Development Work
(ongoing • Identify ways to continue to do research in both
throughout marketplaces and leverage existing knowledge across
the marketplaces.
programme) HR Work
• Move all staff to newly agreed terms and conditions.
• Reduce staff numbers through voluntary and compulsory
redundancy as well as early retirement packages.
• Recruit appropriately skilled and experienced individuals
to occupy newly created roles.

Additional Information
The CEO of PCTech was the former CEO of PCSafe and is now the CEO of the
newly merged organization. They are keen to see the full benefits of the
Merger Programme delivered.
It is not certain what the future holds for the former CEO of TechStore because
it is unclear whether they will accept a role on the PCTech Corporate Board or
whether they will decide to pursue opportunities elsewhere.
The Chief Finance Officer (CFO) is the former CFO of TechStore and has been
appointed as CFO to PCTech. They are a determined individual who strongly
supports the merger and can see how the new organization will benefit from
reduced costs and increased sales. They are heavily involved in developing the
new PCTech strategy.
The Chief Operating Officer (COO) is responsible for the manufacture of
products, product sales and customer service. They have been newly recruited
because neither of the former COOs decided to remain with PCTech. They
were recruited because of their experience in selling to small‐ and medium‐
sized companies, as well as large corporate clients, and will be heavily involved
in determining the direction for PCTech. Their knowledge of the IT sector is
limited.
The Chief Research Officer (CRO) is responsible for research and development
into new products. They have several teams of engineers and other technicians
who carry out the research and innovation. They are keen to ensure that the
research and development function helps to drive the direction of PCTech.
The Human Resources (HR) Director is responsible for ensuring the terms and
conditions and working conditions are appropriate and in line with market
expectations, so that high‐quality staff can be recruited and retained. They are
a key decision‐maker in the new PCTech board of directors.
The Chief Technology Officer (CTO) is responsible for all internal IT matters
including security, networks and applications, and needs to ensure that the
internal IT strategy continues to support the new PCTech business priorities.
The Finance Manager has a team of accountants and analysts working for
them. This team assists in preparing both project and programme business
cases, and the Finance Manager is personally responsible for assuring the
quality of the business cases and ensuring alignment to corporate strategy.
The Sales Manager has been with PCSafe for many years and knows the
processes within the online PC market. They have a team of sales associates
who answer online sales queries from customers and they know how the sales
team operates.
The Production Manager is responsible for ensuring that the manufactured
products meet the required standards. In a previous role with another
employer, they were responsible for overseeing the construction of a new
manufacturing plant and the design of new processes to meet the future
demands of the company.
The Customer Servicing Manager (Commercial) is responsible for answering
queries from large corporate customers and ensuring that their orders are
fulfilled promptly. They need to ensure that the changes delivered will enable
the continued sales of hardware to the large corporate customers.
The Research Manager is responsible for all research in the retail PC market.
Office‐U‐Like are a specialist external company providing expert architectural
and estates services. Office design services have been outsourced to them.
The IT Manager is responsible for the internal IT network and has extensive
experience in creating and delivering a complex series of interrelated IT
projects where significant interdependencies needed to be managed.
The Portfolio Office team develops and maintains the standards and templates
for all projects and programmes to use across PCTech. It includes project and
programme support staff.
Customer First develops and maintains the customer relationship
management software that will need to be updated as part of the Sales
Channel and Process Project.

Instructions
1. You should attempt all 70 questions. Each question is worth one mark.
2. There is only one correct answer per question.
3. You need to answer 42 questions correctly to pass the exam.
4. Mark your answers on the answer sheet provided. Use a pencil (NOT pen).
5. You have 2 hours and 30 minutes to complete this exam.
6. This is an ‘open book’ exam. You can use the Managing Successful
Programmes 5th Edition guidance.
7. No other material is allowed.
8. Read the ‘Programme Scenario’ in the Scenario Booklet.
9. You will also need the ‘Additional Information’ in the Scenario Booklet to
answer some questions.
10. Each question is separate. Do not use information from one question to
answer another question.
PRINCIPLES
1. The programme manager has organized an event to celebrate the success
of Tranche 2. During the event, the SRO is scheduled to present an update
to strategic stakeholders on progress towards achieving increased sales of
existing products and the forecast for Tranche 3. Unfortunately, the SRO
decides not to attend, so the programme manager cancels the event.
Does this demonstrate an appropriate application of the 'lead with purpose'
principle, and why?
a. Yes, because the absence of the SRO means that the event will have
little value
b. Yes, because the programme manager should be empowered to make
decisions about the event
c. No, because the event should be used as an opportunity to reinforce the
desired outcomes
d. No, because the event should be used to provide a clear view of the risks
perceived

2. The directors from PCSafe created the first draft of the funding approach.
The draft funding approach was then sent to the directors of TechStore to
amend into draft 2. This process was repeated 3 more times until the
PCSafe directors agreed the final version was ready for approval.
How well does this apply the ‘collaborate across boundaries’ principle, and
why?
a. It applies it well, because the directors from both organizations actively
shared information to clarify each other’s views with each new draft
b. It applies it well, because the directors from both organizations
represent multiple disciplines necessary to contribute to significant
programme work
c. It applies it poorly, because the directors did not work effectively
together across the organisations to develop the required programme
governance
d. It applies it poorly, because the issuing of multiple drafts showed their
concern over dealing with high levels of uncertainty in this programme
3. A new board of directors has been appointed for PCTech. The directors held
a series of question and answer sessions at offices across both
organisations. The directors answered employees' questions about the
future as thoroughly as permitted by the relevant legislation. Where they
were unable to answer questions immediately, they promised to publish a
timetable for communicating further information.
Which principle is being applied, and why?
a. Collaborate across boundaries, because the board of directors had
worked together to agree the new governance structure
b. Collaborate across boundaries, because the sessions encouraged the
staff to learn about the future, instilling a culture of continual
improvement
c. Deal with ambiguity, because further communications with stakeholders
were scheduled in the stakeholder engagement and communications
plan
d. Deal with ambiguity, because the sessions provided an opportunity for
the directors to share as much information as was possible with
stakeholders

4. The suppliers of PCTech’s customer relationship management software will

soon be removing support for the version used by PCTech. The corporate
board has decided that replacement of the system is now the highest
priority. The sponsoring group has therefore requested the programme
manager to re‐schedule the Sales Channel and Processes Project to run in
parallel with the Divisional Restructure Project. This will therefore affect the
delivery of benefits.
Is the rescheduling of the programme an appropriate application of the ‘align
with priorities’ principle, and why?
a. Yes, because the 'align with priorities' principle may require the
structure of tranches to be changed
b. Yes, because the 'align with priorities' principle may require the business
case to be reviewed
c. No, because the 'align with priorities' principle should be implemented
by the sponsoring group
d. No, because the 'align with priorities' principle should be implemented
at the end of each tranche
5. The programme manager has asked the Research Manager to present to
the programme board. The presentation will identify what skills will be
required to operate the new joint Research and Development function,
once the new ways of working have been established.
Is this an appropriate application of the ‘deploy diverse skills’ principle, and
why?
a. Yes, because the programme board should be clear on the skills needed
to operate business as usual
b. Yes, because the programme board should be clear on the costs of
deploying specialist skills
c. No, because operational skills should be included under 'organization' in
the target operating model
d. No, because staffing the joint Research and Development function is an
operational responsibility

6. There has been an unexpected drop in commercial property prices during

Tranche 2. If this trend continues, the total cost savings expected from
rationalizing the estates and buildings may not be realized. Programme
assurance has suggested that commercial property prices in the area should
be monitored to get early warning of any changes. The programme
manager has asked the Finance Department to establish a process to do
this.

Which principle is being applied MOST by implementing this monitoring

process, and why?
a. Lead with purpose, because appropriate assurance needs to be in place
to support decision‐making across the three lines of defence
b. Lead with purpose, because assurance should verify that the tranches
have been planned to deliver the right benefits at the right time
c. Realise measurable benefits, because focusing assurance activities on
risks to benefits increases the likelihood of the benefits being realised
d. Realise measurable benefits, because assurance should verify that both
identified benefits and dis‐benefits are being managed
7. There were similarities in some cultural aspects between PCSafe and
TechStore prior to the merger. The programme manager is worried that the
Culture Alignment Project has implemented some of these similar cultural
aspects, without considering their suitability for the new, merged,
organization. The programme manager has therefore asked the SRO to
discuss PCTech's desired future culture with the Culture Alignment Project
team and how this should lead to increased sales.
Is this an appropriate application of the ‘bring pace and value’ principle, and
why?
a. Yes, because understanding the vision and the outcomes of benefits will
help to focus on delivery of the required capabilities
b. Yes, because the programme manager should plan the projects at the
best pace to achieve the outcomes of benefit
c. No, because the project team should be working within clear delegated
limits of authority and only escalating where necessary
d. No, because the team should be empowered to make decisions to
enable them to deliver what is required in a timely manner

8. The following statement needs to be recorded:

"Minutes from governance board meetings will be issued to all other
governance boards within two days."
In which section of the programme strategy should this statement be
recorded?
a. Stakeholder engagement approach
b. Delivery approach
c. Governance approach
d. Decision‐making approach
9. The following statement needs to be recorded:
"The use of contingency capital requires approval from the venture capitalist
company, InvestCo."
In which plan should it be recorded?
a. Assurance plan
b. Delivery plan
c. Benefits realisation plan
d. Financial plan
THEMES
Here are three actions related to the 'organisation' theme for the Merger
Programme.
Which role (A‐E) is MOST focused on each action?
Choose only ONE role for each action. Each role can be used once, more than
once, or not at all.
10. Meeting with the Tranche 1 A. Sponsoring group members
project managers at the start to B. Senior responsible owner
discuss and agree a common tone C. Programme manager
and branding on all communications D. Business change manager
11. Agreeing that PCTech will not E. Programme office lead
accept risks that could result in a
significant loss of its revenue base
12. Having a meeting with the heads
of the two R&D groups to consider
the strategic implications involved in
streamlining the research work

13. Which individual should be appointed as the programme manager?

a. Research Manager
b. Production Manager
c. Member of the Portfolio Office
d. Employee of Customer First
14. The Sales Manager has been appointed as the SRO.
Is this an appropriate application of the 'organisation' theme, and why?
a. Yes, because ideally the SRO should have experience in the market and
organisation
b. Yes, because the Sales Manager is in a position to monitor the
programme performance
c. No, because the SRO needs to be in position to solicit feedback from all
stakeholders
d. No, because the Sales Manager is better suited to the role of BCM
15. The COO has been appointed as SRO. The COO has requested that the CFO
also becomes a member of the programme board.
Is this request an appropriate application of the 'organisation' theme, and
why?
a. Yes, because representatives from corporate functions may also become
members of the programme board
b. Yes, because the lead SRO has authority to appoint another SRO, if
considered necessary
c. No, because the programme board should only consist of the SRO,
programme manager and BCM
d. No, because additional programme board members should provide
external support to the programme
As part of the 'design the outcomes' process, a design workshop was held and
the following points were agreed.
In which key document (A‐F) should they be recorded?
Choose only ONE document for each item of information. Each document can
be used once, more than once, or not at all.
16. The increase in registered patents A. Benefits map
will be measured by recording how B. Benefits profile
many have been submitted on a C. Design approach
quarterly and annual basis compared D. Risk register
to pre‐merger statistics. This will E. Target operating model
begin once the two R&D teams have F. Vision statement
been fully integrated.
17. The vision statement will be
approved by the sponsoring group
once the BCM has reviewed the final
draft.
18. The existing rivalry between the
TechStore and PCSafe staff is highly
likely to make combining the sales
teams more difficult.

19. The Divisional Restructure Project has begun. Many long serving members
of both PCSafe and TechStore staff will be made redundant. Many of these
staff have employment contracts that give them enhanced redundancy
compensation packages. This means that 23% more of the experienced staff
than expected will leave the company. The SRO has asked the programme
manager to add this as an item to the benefits map.
In which part of the benefits map should this information be recorded?
a. Outputs of projects and other work
b. Capabilities
c. Outcomes
d. Measurable benefits/dis‐benefits
20. The SRO asked the programme manager to create a draft vision statement
for the programme. It was short, compelling and clearly described the benefits
of merging PCSafe and TechStore. The SRO was so pleased with the draft vision
statement that they approved it immediately.
Was this an appropriate application of the 'design' theme, and why?
a. Yes, because the SRO is responsible for approving the vision statement as
part of the 'design' theme's documents
b. Yes, because the programme manager can begin work on the target
operating model once the vision statement has been approved
c. No, because the vision statement should not be approved until after the
target operating model and benefits map are approved
d. No, because the BCM was not given an opportunity to review the vision
statement before it was approved

21. The programme manager is working closely with the Production Manager,
the Research Manager and the Customer Servicing Manager to create
benefits profiles. They have decided to record each benefit, how it will be
measured, what KPIs in the business operations will be affected and on
which specific dates those KPIs will be measured.
Is this an appropriate application of the 'design' theme, and why?
a. Yes, because the BCM is responsible for providing the content for the
benefits profiles
b. Yes, because the benefits have to be fully understood before they can be
arranged into a benefits map
c. No, because there is too much ambiguity at the start of the programme
for any suggested dates to be accurate
d. No, because dates for recording baseline performance levels will be
recorded in the benefits realisation plan
Here are three actions related to the ‘justification’ theme for the Merger
Programme.
Which role (A‐E) is MOST focused on each action?
Choose only ONE role for each action. Each role can be used once, more than
once, or not at all.

22. Monitoring the effects of the low A. Sponsoring group members

staff morale resulting from the staff B. Senior responsible owner
rationalisation (part of the Divisional C. Programme manager
Restructure Project) D. Business change manager
23. Monitoring monthly outgoings to E. Programme office lead
the employment law firm required
for the Divisional Restructure Project
24. Preparing a statistical analysis of
redundancies made so far against
recuperated losses from the
Divisional Restructure Project

25. What information should the programme manager include in the financial
plan?
a. The amount of seed funding from the corporate board and timing
estimate for becoming self‐funded
b. The necessary arrangements for reviewing and reporting supplier
payments, sales and the cost‐savings
c. The fact that financial contingency of 40% is based on the tech industry's
historical merger benchmark
d. The estimated date when PCTech will recover the investment in time
and resources spent on the merger
26. Due to the extremely high failure rates of mergers and acquisitions, PCTech
has decided to invest in a resource planning office. This office will assist with
the efficient scheduling of facilities, equipment and people across the
programme.
How well does this action apply the ‘justification’ theme, and why?
a. It applies it well, because the added value from optimising the use of
resources should outweigh the additional cost
b. It applies it well, because the office should assist in understanding the
value of assets, such as surplus buildings and equipment
c. It applies it poorly, because a business process design office should be
appointed to support mergers and acquisitions
d. It applies it poorly, because this office will create extra reporting lines,
making this high‐risk programme even less efficient

27. A risk assessment identified that the costs associated with terminating
employment in different regions around the world were unpredictable.
These cost variations could have a major impact on the profitability of the
merger. As a result, the PCTech directors decided to continue with the
merger but agreed that contingency should be set up based on industry
benchmark data.
Is this an appropriate application of the ‘justification’ theme, and why?
a. Yes, because financial contingency should be included in the budget
based on the risks associated with estimates
b. Yes, because the funding approach should identify how financial
contingency will be allocated for the programme
c. No, because the sponsoring group members should approve the
financial contingency for the programme
d. No, because decisions made by governing bodies should be recorded in
the decisions register to provide an audit trail
PCSafe and TechStore have their own procedures relating to project delivery.
The programme manager has produced the ‘delivery approach’ to document a
unified approach to programme delivery. Here are items of information to be
recorded in the ‘delivery approach’.
Under which heading (A‐E) should they be recorded?
Choose only ONE heading for each item of information. Each heading can be
used once, more than once or not at all.
28. The Process Alignment Project A. Structure
will deliver one customer‐centric B. Delivery modes
process first, in a fixed timebox, so C. Controlling projects and other
that feedback can be collected in work
order to improve future process D. Delivery standards
development E. Dependencies
29. The project manager for the
Process Alignment Project will be
advised about the future state
processes that the project needs to
deliver
30. TechStore’s existing agile
development method will be used for
agile style projects, including the
Process Alignment Project
 31. When producing the delivery plan, the programme manager is unable to
schedule delivery of all the outputs within the assigned budget due to a
lack of skilled IT developers to work on the projects.
Which action should the programme manager take?
a. Ask the SRO to request an increase in funding to recruit skilled
developers, if justified by the benefits
b. Produce a delivery plan for the first tranche, with later tranches being
planned at the end of Tranche 1
c. Note the problem on the risk register, monitor the situation and
continue with Tranche 1 as planned
d. Plan for the existing skilled developers to work overtime for the first two
tranches to enable delivery to be on‐time

32. TechStore's corporate procurement department has developed a new

process for buying equipment over £500. At the same time, the Merger
Programme was developing a resourcing approach covering the
acquisition of internal and external staff, but not for buying equipment
as this was already included in the corporate standard.
Is this an appropriate application of the ‘structure’ theme, and why?
a. Yes, because the programme should develop its resourcing approach to
identify how to meet its staffing needs
b. Yes, because there will be separate processes for the programme team
to follow for acquiring staff and equipment
c. No, because the programme should develop a separate approach to
buying equipment to meet the programme's needs
d. No, because the resourcing approach should document the procurement
procedures required by the programme
 33. Customer First is delivering the customer relationship management
(CRM) software as part of the Sales Channel and Process Project. The
project manager has been asked to use a mix of Customer First
resources and some of TechStore's IT staff within the project. In
addition, the project should include the training of TechStore’s staff so
that the CRM software can be maintained by internal staff after the
project has closed.
Is this an appropriate application of the ‘structure’ theme, and why?
a. Yes, because this action supports the application of the ‘deploy diverse
skills’ principle
b. Yes, because this action supports the application of the ‘collaborate
across boundaries’ principle
c. No, because the programme should focus on delivering the original
target operating model
d. No, because personal development for IT staff is not a defined benefit of
this programme

During the programme it is going to be important that all affected members of

staff share their own specific knowledge of current customer processes, but
they are also encouraged to share ideas about possible future ways of working.
Here are three activities which will help staff members to do this.
Which role (A‐F) is MOST LIKELY to be have a focus on each activity?
Choose only ONE role for each activity. Each role can be used once, more than
once, or not at all.
34. Define what information will be A. Sponsoring group members
needed about how existing sales B. Senior responsible owner
processes operate, and ensure that C. Programme manager
everyone involved in the programme D. Business change manager
knows where to find it E. Programme office lead
35. Set up a shared area where F. Project manager for Process
members of staff can look for Alignment Project
information on processes in other
areas of the business, and let people
know how to access it
36. Arrange meetings between sales
team members from both
companies, and the Process
Alignment Project team to identify
the best way to cater for all customer
needs

37. The sales personnel from both PCSafe and TechStore have a lot of very
important knowledge about the two different markets. This has been gathered
over time but has never been formally documented. For the Merger
Programme to be successful, it is vital that this knowledge is shared, so that
the new PCTech organization is better at competing with its competitors.
Which is MOST LIKELY to encourage knowledge sharing?
a. Document current processes in a common format to determine where
there are any points of similarity
b. Hold informal meetings to share stories about what worked well and
what worked did not in the past
c. Instruct the Sales Channel and Processes project manager to hold
regular progress meetings with sales staff
d. Set up a repository on a shared system where sales personnel can log
lessons learned from previous experience
38. Concerns have been raised about the handling of sensitive information
relating to existing customers, such as bank details and payment history. The
project manager of the Sales Channel and Process Project has requested access
to representative customer information in order to test the new functionality
currently being developed. The programme office changed any information
that could identify specific customers to something fictitious. The altered data
has then been made available for testing.
Is this an appropriate application of the 'knowledge' theme for this
programme, and why?
a. Yes, because if information is not available when needed, programme
team members may make decisions without relevant knowledge
b. Yes, because one of the key features of information security is that only
those who need to know have access to confidential information
c. No, because information management includes making sure that the
right people have access to information in order to safeguard privacy
d. No, because providing everyone in the programme with access to
information they need means that everyone is able to do their work

39. The programme manager has suggested a series of interactive role‐play

exercises, so that the sales staff from both companies can explore how the
new sales and administrative processes will work in practice. These
exercises will be held at the beginning of Tranche 2 so that the results can
be used by the project delivery teams. It is hoped that this will also help the
sales staff to understand how their customers will experience any process
changes that will affect them.
Is this an appropriate application of the ‘knowledge’ theme, and why?
a. Yes, because it is good practice to hold meetings to foster collaboration
and to review how delivery of work can be improved
b. Yes, because some forms of games can help to get team members to
share knowledge and to think creatively about improvement
c. No, because there should be culture within the organisation where
sharing knowledge and lessons is the accepted way to work
d. No, because the experience of people within an organisation is often
unwritten, unspoken and sometimes not consciously acknowledged
40. It is PCSafe policy to hire external consultants to carry out audits at key
decision points in a programme. The results of these reviews need to be
sent to the corporate board.
In which part of the assurance approach should this information be
recorded?
a. Corporate governance requirements
b. Delegated authorities
c. Working with partners outside the programme
d. Second line of defence

41. The Divisional Restructure Project is allowed to finish no more than one
month late. If the project is forecast to finish more than one month late
then the project manager must escalate this to the programme manager
immediately.
Which level of assurance does this procedure demonstrate?
a. First line of defence
b. Second line of defence
c. Third line of defence
d. Continuous monitoring

42. Each project has to complete a lengthy weekly health‐check that they
report to the programme board. The project manager for the Process
Alignment Project has escalated a forecasted breach of time tolerance. The
work needed to gather information for the report is slowing down the
delivery of the new processes. If this continues, the project will not finish
on time. The programme manager has escalated this issue to the SRO to
discuss with the sponsoring group.
Is this an appropriate application of the 'assurance' theme, and why?
a. Yes, because the sponsoring group should be consulted regularly on
issues experienced at the project level
b. Yes, because the current assurance approach does not demonstrate the
‘proportionality’ success factor
c. No, because it is the project manager who should take corrective action
to resolve project‐level issues
d. No, because the project teams should work longer hours to give the
auditors the information they need
43. Benefits reviews will be carried out at the end of each tranche and at the
request of the sponsoring group. The programme manager is writing the
assurance strategy. Benefits reviews are included as part of the third line of
defence.
Is this an appropriate application of the 'assurance' theme, and why?
a. Yes, because benefits reviews will help the sponsoring group defend the
business case
b. Yes, because it is important to understand if any barriers to benefits
realization exist
c. No, because the benefits reviewers will report their findings to the
sponsoring group
d. No, because the BCM will write this in the benefits realization plan
Here are three actions related to the 'decisions' theme for Tranche 3 of the
Merger Programme. There is an issue regarding how staff will be
accommodated in the offices which may reduce the forecast programme
benefits below the agreed threshold.
Which role (A‐E) is MOST focused on each action?
Choose only ONE role for each action. Each role can be used once, more than
once, or not at all.
44. Producing the options available A. Sponsoring group members
regarding the density of office staff B. Senior responsible owner
as there is a lot of disagreement on C. Programme manager
staff working arrangements and how D. Business change manager
the office space will be structured to E. Programme office lead
accommodate them
45. Collating the alternative design
plans from Office‐U‐like, options on
staff working terms and conditions
from the Human Resources Director,
and IT options available from the CTO
for presentation to the programme
board
46. Holding a workshop with key staff
to gain honest and constructive
feedback on the different office and
working arrangements for inclusion
in the presentation to the
programme board

47. There is a risk that the commercial property prices may drop in the future
for some locations. As a result, it has been decided that the requirements for
the estates/buildings in Tranche 3 will be addressed in a different order.
Which type of risk response does this decision apply?
a. Avoid a threat
b. Reduce a threat
c. Transfer a threat
d. Prepare contingent plans
48. The programme is currently in Tranche 2. The COO has been appointed as
the SRO and the IT Manager is the programme manager. Due to the SRO’s lack
of IT knowledge, the programme manager has found that it is easier to omit
reporting about the IT issues as it often worried the SRO, who then created
friction with the Process Alignment Project team.
Is this an appropriate application of the 'decisions' theme, and why?
a. Yes, because the programme manager has appropriate skills to ensure
that the issues are managed
b. Yes, because reporting should focus on the areas where decisions from
the SRO are needed
c. No, because the programme office should record and report on the
issues in the issue register
d. No, because the SRO is accountable for ensuring that a culture of
reporting truthfully is established
49. The Culture Alignment Project has submitted an approach based on rolling
workshops that is forecast to exceed the project timescale tolerance. This has
been escalated to the programme manager for approval, with the options of:
1. Retain the existing company cultures.
2. Close all company operations for a week to carry out intensive company
alignment work.
3. Implement the rolling workshop plan over a longer period than originally
specified.
Is this an appropriate application of the 'decisions' theme, and why?
a. Yes, because decisions should always consider the ‘do nothing’ option
b. Yes, because decisions should consider the complete range of possible
actions
c. No, because implausible options should not be included in the choices
presented
d. No, because the preferred option should be presented without a range
of options
PROCESSES
50. The 'identify the programme' process is in progress. Some risks have been
identified. One risk is that there may be disruption to sales while the new
systems and processes are being embedded.
Which role is MOST LIKELY to help the programme manager understand this
risk?
a. Sponsoring group
b. Senior responsible owner
c. Business change manager
d. Programme office lead
51. The 'identify the programme' process has started. The Production Manager
has been asked to share experiences from her previous job with the rest of
the programme board.
Which theme is being applied?
a. Justification
b. Structure
c. Knowledge
d. Decisions

52. The 'identify the programme' process is in progress. The programme

manager is gathering information about the existing processes, staffing and
technology being used in PCSafe and TechStore.
Is this an appropriate application of the 'identify the programme' process, and
why?
a. Yes, because the target operating model should be fully developed as
early as possible
b. Yes, because the current capability needs to be understood when
assessing programme viability
c. No, because the target operating model is approved in the 'design the
outcomes' process
d. No, because this level of detail is not appropriate in the 'identify the
programme' process
53. The programme is in the 'design the outcomes' process. PCTech’s vision for
the Merger Programme is one of a cohesive, one‐team culture. A creative
use of buildings and space is known to promote equality among staff. As a
result, the BCM has specified that PCTech will have an open office
environment, high‐tech conference rooms and spaces to encourage
employee collaboration.
Is this an appropriate application of ‘develop the target operating model’
activity, and why?
a. Yes, because internal and external building specialists need to
collaborate to define the future state infrastructure
b. Yes, because a more detailed picture of the future state of the culture,
technology and infrastructure is needed
c. No, because it should be clear why PCSafe and TechStore need to
change for PCTech to thrive in the future
d. No, because the link between the new buildings and PCTech's strategic
objectives should be shown on the benefits map

54. The results of the Culture Alignment Project will not be known until the end
of Tranche 2. This information is needed to define the cultural aspects of
the target operating model.
Which action should the programme manager take during the 'design the
outcomes' process to apply the 'design' theme?
a. Decide to delay defining the cultural aspects of the target operating
model until the end of Tranche 2, when more will be known
b. Rely on the techniques and methods used during past mergers to
combine their cultures in the target operating model
c. Hold a workshop to understand how the cultural aspects should support
other aspects of the target operating model
d. Request corporate culture specialists to complete the cultural aspects of
the target operating model using their specialist knowledge
55. The SRO has appointed an external expert to act as the programme’s
Cultural Advisor. This additional role will provide guidance and advice on
combining company cultures throughout the programme.
Is this an appropriate action for SRO in the ‘design the outcomes’ process, and
why?
a. Yes, because highly skilled specialists are needed to address the gap in
corporate cultures throughout the merger
b. Yes, because the SRO is accountable for the successful delivery of the
new company culture throughout the programme
c. No, because additional roles should be appointed to meet short‐term
needs rather than for the programme duration
d. No, because it is the programme manager who is responsible for
appointing people to meet special skill requirements

56. The Merger Programme is nearing the start of Tranche 1. In order to

validate the figures used to predict sales to larger companies, external
marketing consultants will be needed.
Which role is responsible for acquiring these experts?
a. Sponsoring group
b. Senior responsible owner
c. Programme manager
d. Business change manager

57. During the ‘plan progressive delivery’ process, it was decided that the new
skills required for the ongoing IT support after the programme need to be
specified.
Which theme is being applied?
a. Organisation
b. Design
c. Decisions
d. Knowledge
58. The programme is in the ‘plan progressive delivery’ process. The
programme team has been unable to produce detailed estimates for the
increased sales of existing and new products. This has led to delays. As a
result, the business case was presented to the sponsoring group with
assumptions about these sales figures. The sponsoring group has
authorized the start of Tranche 1, based on this business case, and has
asked for a forecast of the expected sales to be provided at the end of
Tranche 1.
Is this an appropriate application of the ‘plan progressive delivery’ process, and
why?
a. Yes, because the sponsoring group has accepted the benefits estimates,
timings, and risks
b. Yes, because the business case had already been approved in the ‘design
the outcomes’ processes
c. No, because a complete understanding of the benefits is needed before
the first tranche starts
d. No, because the SRO should authorize the first tranche based on the
business case

59. The Sales Channel and Processes Project is due to deliver the new sales
processes within the next week. The programme manager and the BCM
have been reviewing the new and revised sales processes with the Sales
Manager to make sure that they meet the specified needs of the business
before they are implemented.
In which activity of the 'deliver the capabilities' process should this review be
carried out?
a. Manage the tranche
b. Validate the adequacy of programme plans
c. Prepare the business for change and plan transition
d. Prepare for the next process
60. The programme is in the 'deliver the capabilities' process in Tranche 2. The
Culture Alignment Project is critical to the success of the programme.
Because of this, the programme manager has arranged for a series of
formal reviews by external culture change experts. Drafts of the proposed
culture change action plans and culture surveys will be reviewed at key
points during development, as well as before transition starts.
Which theme is being applied to the 'deliver the capabilities' process?
a. Assurance
b. Design
c. Justification
d. Knowledge

61. Towards the end of Tranche 2, as part of the ‘deliver the capabilities’
process, the programme manager has arranged for a review of the new
functionality delivered by the Sales Channel and Processes Project. The
main purpose of the review is to assess how well the newly delivered sales
processes have met the needs of the business operation.
Which theme is being applied, and why?
a. Design, because this theme includes ensuring projects deliver outputs
which contribute to the future state target operating model
b. Design, because this theme includes analysing the gap between the
current and desired future states to define the target operating model
c. Structure, because this theme includes delivering projects and other
activities as outlined in the delivery plan to deliver benefits
d. Structure, because this theme includes establishing the appropriate pace
of delivery so that the organisation can cope with the rate of change
62. At the end of Tranche 3, the BCM and change team are ready to support
the remaining staff with their office moves into their changed offices.
Which action should the BCM take during the ‘enact the transition’ activity?
a. Resolve an unexpected increase in the number of staff deciding to work
from home
b. Collect feedback during transition to develop a new fast‐track office
move procedure
c. Provide HR team members with an opportunity to get involved and
improve skills
d. Track the cost of disruption by the office moves against the savings
being made

63. As part of the delivery plan to transition Tranche 2, a team of super users
has been established to work with the BCM. They will help staff to
transition on to the new IT system.
How should the 'knowledge' theme be applied to the ‘embed the outcomes’
process?
a. The super users should keep daily journals tracking their personal
journeys of managing the transition
b. The super users should develop a list of Frequently Asked Questions
(FAQs) for new recruits to PCTech
c. The BCM should instruct the super users when to conduct training,
create user guides, and run user workshops
d. The BCM should hold regular town hall meetings to allow users to ask
questions and learn the answers
64. The BCM held a workshop to identify lessons from the transition following
the divisional restructure in Tranche 1. These lessons have been captured in
the form of case studies in a lessons database. Staff doing the HR Work to
reduce staff numbers can now easily access, and apply, this knowledge.
Is this action appropriate for the 'embed the outcomes' process, and why?
a. Yes, because the BCM should ensure that business as usual is
maintained when staff numbers are reduced significantly
b. Yes, because experiences from Tranche 1 transition should be captured
and shared with those doing similar HR work
c. No, because communications with the HR staff should be planned for in
the stakeholder engagement and communications plan
d. No, because assurance activities should report on the culture and
organisational learning reviews conducted by the BCM

65. At the end of Tranche 1, the PCTech CEO informed the programme
manager that two rival companies were considering a similar merger. If this
happens, it may negatively impact the benefits resulting from the Merger
Programme.
In which activity of the ‘evaluate new information’ process would this be
identified?
a. Analyse current state vs. target operating model
b. Review programme environment
c. Prepare for the next process
d. Agree to proceed or close

66. At the end of Tranche 1, it was decided that the possibility of the staff
rejecting the new terms and conditions was now greatly decreased.
Which theme is being applied to the ‘evaluate new information’ process?
a. Design
b. Justification
c. Knowledge
d. Assurance
67. The programme is in the 'evaluate new information' process at the end of
Tranche 1. The Sales Manager reported that sales team originating from
PCSafe still did not understand the vision of the programme. The team were
also not committed to delivering the increased sales of new and existing
products. The programme manager included this information in the end‐of‐
tranche report.
Is this an appropriate application of the 'organization' theme to the ‘evaluate
new information’ process, and why?
a. Yes, because the sales team's failure to understand the vision and
benefits is likely to result from poor stakeholder engagement
b. Yes, because the sales team's failure to understand the vision is likely to
result from poor programme governance
c. No, because by applying the 'knowledge' theme, new lessons are
identified to be learned in the next tranche
d. No, because by applying the 'knowledge' theme, this information should
be shared in compliance with the information approach

68. The programme is now in the ‘close the programme’ process. There are
some activities that need to be completed before the programme can be
formally closed.
Which activity is the responsibility of the programme manager?
a. Ensure that all building layouts from the Estates/Buildings
Rationalisation Project are up‐to‐date and filed in the correct place
b. Confirm that the office layouts from the Estates/Buildings
Rationalization Project are implemented and meet business
requirements
c. Handover the risk that Office‐U‐Like might go into liquidation before the
end of the warranty period to the COO
d. Return all staff members who have been seconded into the programme
team back to their normal business operations duties
69. The Culture Alignment Project took longer than expected, meaning the
Sales Channel and Processes Project was also affected. This delayed the end
of the tranche. Therefore, the Estates/Buildings Rationalisation Project
started late, which delayed the end of Tranche 3. The programme is now in
the ‘close the programme’ process, and the programme team is reviewing
the overall performance of the programme. The programme office is
updating the programme documentation to reflect the final position.
Which theme is MOST relevant to this activity?
a. Assurance
b. Decisions
c. Design
d. Justification

70. During the ‘close the programme’ process, the programme office lead
discovers that the programme files do not contain the latest version of the
building layouts from the Estates/Buildings Rationalisation Project, even
though the work has been completed. These have been requested from the
project delivery team but have not yet been delivered. Instead of keeping
people waiting, the SRO has decided to disband the team and recommend
that the sponsoring group formally close the programme.
Is this an appropriate action for the SRO to take, and why?
a. Yes, because any remaining capability development activities can be
handed over to the business operation
b. Yes, because the rationalisation of the buildings is complete and can be
handed over to business operation
c. No, because the programme needs to be closed in a controlled manner,
to ensure a smooth handover
d. No, because complete and accurate information should be delivered
before closing the final tranche