Free and Premium PeopleCert MSP-Practitioner Dumps Questions Answers

A Vision Statement is a succinct and compelling description of the desirable future state that the programme aims to achieve. It serves to inspire and align stakeholders around the intended outcomes and benefits. The MSP Practitioner outlines key characteristics of a Vision Statement, including that it must describe a desirable future and be concise to ensure clarity and focus.

Key benefits are often implicit within the Vision, providing a motivational overview without delving into detailed measurement or timelines.

However, the Vision Statement is NOT normally time-dependent. Time frames and milestones are introduced later in the programme planning stages, such as in the Business Case or Programme Plan. The MSP Practitioner explains:“Vision statement does not include time frames until programme is time bound in nature,”which means the Vision is more about 'what' will be achieved rather than 'when.'

This approach allows the Vision to remain stable even if timeframes or specific project plans evolve. The focus remains on the transformational goal, providing a constant reference point as the programme adapts to challenges and changes.

Therefore, including time-dependence in the Vision Statement could unnecessarily constrain the programme’s strategic focus or create misalignment if schedules shift.

Media is classified as an influencer stakeholder type because it can shape public opinion and stakeholder perceptions, thus affecting programme success indirectly.

The MSP Practitioner notes:“Media can influence other stakeholders as well,”highlighting its role in communication and shaping the narrative around the programme.

Understanding and managing influencer stakeholders like media is critical for reputation management, gaining public support, and mitigating risks associated with negative publicity.

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

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

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

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

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

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

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

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

The Programme Manager is responsible for producing the Business Case. This document outlines the justification for the programme, including costs, benefits, risks, and options. The Programme Manager prepares the Business Case to ensure it is comprehensive, realistic, and aligned with the programme’s objectives.

The MSP Practitioner notes:“Programme manager prepares it as he is responsible for it,”emphasizing the role’s responsibility to articulate the strategic rationale and provide a sound basis for decision-making. The Business Case is then reviewed and approved by the SRO and other governance bodies.

The Programme Manager collaborates with other roles such as the Business Change Manager and SRO to ensure all aspects of the Business Case are valid and supported. This role is pivotal in maintaining the integrity and credibility of the programme justification throughout its lifecycle.

Training, moving, and supporting operational units fall under business change and transition costs. These costs are related to the activities required to move from the current state to the future state, including training staff and supporting new operations. The MSP Practitioner clarifies:“Training and moving an operational unit is related to transition,”distinguishing these from capital costs (assets) and programme management costs.

"Formally Approve" is not one of the MSP-defined levels of stakeholder engagement. MSP outlines levels such as Maintain Interest, Active Consultation, and Keep Informed to categorize the nature and intensity of stakeholder engagement.

The MSP Practitioner indicates:“Fourth option is face to face,”which means formal approval is a governance or decision-making activity rather than an engagement level.

Understanding and applying appropriate engagement levels ensures stakeholders receive relevant information and involvement suited to their influence and interest, facilitating support and minimizing resistance.

This categorization aids programme teams in managing communication and expectations effectively.

A dis-benefit is defined as a measurable decline resulting from an outcome perceived as negative. The MSP Practitioner clearly states:"Measurable decline resulting from outcome perceived as negative defines mis-benefit,"highlighting the need to manage and mitigate dis-benefits as part of benefits management to ensure overall programme success.

The Business Change Manager (BCM) holds the primary responsibility for monitoring the progress of benefits realization against the plan. This role is focused on ensuring that the expected benefits from the programme’s outputs and outcomes are actually realized in the business environment. The BCM works closely with stakeholders, operational managers, and programme teams to track benefit achievement, resolve issues that might impede benefit delivery, and report progress.

According to the MSP Practitioner:“BCM is responsible for monitoring benefits.”This accountability includes validating that the changes introduced by the programme are embedded within business operations and are delivering measurable value as outlined in the Benefits Realization Plan. The BCM must maintain a clear line of sight on benefits, manage dependencies between projects and operational teams, and oversee any transition activities required to sustain benefits.

The Programme Manager and Senior Responsible Owner (SRO) have broader accountability for programme delivery and governance, but it is the BCM who acts as the day-to-day custodian of benefits. They translate strategic benefit objectives into operational terms and ensure the organisation adapts to new ways of working. This ensures that benefits do not remain theoretical but are tangibly realized, measured, and maximized over time.

Effective benefits monitoring by the BCM mitigates the risk of programmes delivering outputs that do not translate into business improvements or strategic value, reinforcing MSP’s emphasis on outcome-focused delivery.

Both the Business Change Manager (BCM) and the Programme Manager share responsibility for aligning projects with benefits realization. The MSP Practitioner highlights that“Both roles are responsible for this task as projects are overseen by programme manager, and benefits are under BCM supervision.”

The Programme Manager ensures that project outputs are delivered on time, within scope, and aligned to programme objectives, while the BCM ensures that these outputs translate into tangible benefits once transitioned into operational use.

This dual responsibility ensures seamless coordination between delivery and realization functions, bridging the gap between project outputs and strategic outcomes. Without this collaboration, there is a risk of projects delivering outputs that fail to produce the intended business improvements.

Together, the Programme Manager and BCM form a critical partnership in MSP’s approach to ensuring benefits are fully realized, tracked, and maximized throughout and beyond the programme lifecycle.

Good budgeting and resource allocation are typically the responsibilities of the Programme Manager or Project Managers, not senior leadership. Senior leadership focuses on strategic and cultural aspects such as vision creation and empowered decision-making. The MSP Practitioner clarifies,"Good budgeting and resource allocation skills ... is done by programme manager/project managers,"distinguishing operational financial management from senior leadership duties.

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

Analysis of the options available isnottypically included in the Programme Brief but is developed during the preparation of the Business Case.

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

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

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

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

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

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

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

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

The critical organizational elements in MSP include Corporate strategy, Delivery mechanisms for change, and the Business as usual environment. Delivery mechanisms for change refer to the structures and processes organizations use to implement and manage changes introduced by programmes. These elements are foundational to effective governance and ensure alignment with strategic objectives. Other options like Leading change and Stakeholder engagement are important but classified differently within MSP's framework.

Basic governance arrangements, including programme controls, are established during the 'Identifying the Programme' phase. These initial controls set the foundation for how the programme will be governed, including accountability structures, reporting lines, and approval mechanisms.

The MSP Practitioner states:“Basic governance arrangements to be used in Defining a programme are prepared in identifying a programme,”emphasizing the importance of establishing governance early to guide subsequent programme phases effectively.

Establishing these controls upfront ensures clarity, reduces ambiguity, and provides a framework within which the programme can operate with discipline and alignment to strategic goals.

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

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

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

Designing the Projects Dossier is a key activity in the 'Defining a Programme' process. The Projects Dossier is a comprehensive document that defines all the projects within the programme, detailing their scope, objectives, interdependencies, and delivery approach.

The MSP Practitioner states:“Only project dossier is created in defining programme from available options,”emphasizing that managing transition, producing the Programme Brief, and aligning projects with benefits realization occur in later programme stages.

Developing a well-structured Projects Dossier is critical for effective programme planning, control, and coordination of project delivery to achieve overall programme benefits.

'Leading change' principle in MSP focuses on driving transformation through the right leadership, engaging stakeholders actively, and fostering innovative solutions. However, getting approval from the sponsoring group is not considered part of this principle but rather a responsibility addressed in programme organization under governance themes. Approval processes are formalized separately from the leadership approach.

A key attribute for a Programme Manager is a good knowledge of project management approaches. This expertise enables the Programme Manager to oversee and coordinate multiple interrelated projects, ensuring they deliver outputs that collectively realize programme objectives.

The MSP Practitioner states:“Programme Manager should have good project management skills,”emphasizing that while strategic leadership and stakeholder engagement are important, the ability to manage the complexities of project delivery is fundamental to the Programme Manager role.

While change management skills and access to key stakeholders are important complementary abilities, the core responsibility of managing project delivery across a dossier of projects necessitates strong project management knowledge. The Programme Manager acts as the bridge between strategic programme objectives and tactical project execution, requiring detailed understanding of project methodologies, risk management, scheduling, resource coordination, and quality assurance.

This knowledge supports effective integration, issue resolution, and benefits delivery, positioning the Programme Manager as a central figure in programme success.

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