MSP-Practitioner Exam Results

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.