MSP-FOUNDATION practice question 15 of 25

Which activity contributes MOST to achieving the ‘deal with ambiguity’ principle?

Full set: 117 questions
Answer options
A: Ensuring that stakeholders understand how benefits will be measured
B: Articulating benefits and designing a clear target operating model
C: Reflecting the uncertainty of estimates and specific risks in the business case Correct answer
D: Overseeing the development of the required organizational capabilities
Correct Answer:
C. Reflecting the uncertainty of estimates and specific risks in the business case
Explanation

The MSP principle ‘deal with ambiguity’ acknowledges that programmes operate in volatile, uncertain, complex, and ambiguous (VUCA) environments. It is impossible to have perfect information at the outset. The most direct way to apply this principle is to formally acknowledge and manage this uncertainty. Reflecting the uncertainty of estimates (e.g., using ranges for costs and benefits) and proactively identifying and managing specific risks within the business case is a core activity that embodies this principle. It ensures that decisions are made with an awareness of the unknowns, allowing the programme to adapt as more information becomes available.

Why Incorrect

A. This activity is primarily associated with the ‘realize benefits’ principle, which focuses on ensuring benefits are clearly defined, measured, and achieved.
B. This activity is central to the ‘envision a better future’ principle. It seeks to create clarity and a shared understanding of the end goal, thereby reducing ambiguity about the destination.
D. This is a key part of the ‘lead the change’ principle, focusing on the practical delivery of outcomes and ensuring the organization is ready for the new capabilities.

References

1. AXELOS. (2020). Managing Successful Programmes (MSP) 5th Edition. TSO (The Stationery Office).

Section 4.3.5, ‘Deal with ambiguity’: "The programme’s business case should reflect this uncertainty. For example, financial forecasts may be presented as a range of values... Risk management is a key discipline for dealing with ambiguity." (p. 29). This directly supports option C.

Section 4.3.2, ‘Envision a better future’: Discusses articulating the vision and designing the target operating model, aligning with option B.

Section 4.3.3, ‘Realize benefits’: Covers the need for clear benefit measures and stakeholder understanding, aligning with option A.

Section 4.3.4, ‘Lead the change’: Explains the need to build organizational capability to transition to the future state, aligning with option D.

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