Free Practice Questions for PeopleCert MSP-Practitioner Exam

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Knowledge Theme in MSP 5th Edition is not only about the information used during the programme but also about the knowledge and data that must persist after the programme has closed. A key element of this theme is Benefit Realization, which often continues long after the programme's formal closure.

Option B is the correct answer. The situation described involves the long-term monitoring of a benefit (improved service to customers) that resulted from a programme output (the training). According to MSP 5th Edition, when a programme closes, the responsibility for ongoing benefit monitoring and the capture of "lessons learned" must be handed over to the permanent organization. The Knowledge theme ensures that the frameworks for measuring these impacts (the Benefit Realization Plan) are in place and that the "knowledge" of how to measure success is transferred to the Business Change Managers or operational leads. This ensures that the organization continues to track the value of the investment even after the programme team has disbanded. This focus on post-closure data and the persistence of information for future learning is a core pillar of the Knowledge theme within the MSP framework.

Analysis of the options available is not typically 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.

When a viable Business Case does not emerge, seeking further funding is generally not considered a normal or effective response. The MSP Practitioner explicitly states that funding should not be increased without a credible justification, as this risks wasted resources on programmes unlikely to deliver benefits.

Instead, typical responses include redesigning a less ambitious Blueprint to reduce complexity or costs, closing the programme if it is no longer viable, or exploring alternative approaches to delivering the Blueprint that might improve feasibility and value realization.

The Business Case acts as a foundational control and justification mechanism, ensuring programmes only proceed with a clear strategic rationale and realistic benefit realization plan. Continuing to invest without a strong Business Case undermines governance principles and risks programme failure.

Therefore, while redesign or closure are pragmatic approaches, “Further funding is not provided in case of inability to find a viable business case,” reinforcing MSP’s disciplined approach to investment and risk management.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

In MSP 5th Edition, a programme can be formally closed even if all benefits have not yet been fully realized, provided that all planned project work is complete and the capabilities have been handed over. When a programme closes, any "residual" or "ongoing" activities required to secure the remaining benefits must be formally transferred to the permanent business operations.

Option A is the correct answer. The recruitment of the remaining sales roles is a functional business activity. Since the programme's projects are complete, it is no longer efficient to keep the programme infrastructure running just for recruitment. By handing this responsibility to the HR Director, the Programme Manager is ensuring that the Business Change Manager (BCM) or relevant operational leader has the support needed to finish the transformation. This is a standard part of the 'Close the programme' process, where the SRO and Programme Manager ensure that the "ownership" of the future state—and any actions needed to reach it—is firmly embedded back into BAU. This ensures that the realization of the "increased sales" benefit is not lost simply because the programme team has finished its work. It represents a successful transition from a temporary programme structure to permanent organizational accountability.

Action

Role

Provide expertise in UU's programme scheduling software

Programme office lead

Develop the process for procuring external trainers

Programme manager

Approve the process for assigning internal staff to the programme

Senior responsible owner

The Programme Office provides the technical "best practice" and tool expertise (scheduling software). The Programme Manager designs the management processes for delivery (procurement). The SRO approves the overarching governance and resource allocation rules.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The 'Embed the outcomes' process is where the focus shifts from delivering technical capabilities to ensuring that those capabilities are integrated into business-as-usual (BAU). A key activity within this process is 'Adopt the capabilities', which involves supporting the business through the transition and ensuring that old ways of working are retired.

In this scenario, the staff are resisting the change by maintaining a "safety net" (the old system). According to MSP 5th Edition, to successfully embed a change, the programme must often "burn the bridges" to the old state once the new system is proven to be functional. Option D is the correct answer because it addresses both the technical and human aspects of the transition. Removing access to the old system forces the adoption of the new process, while providing support ensures that staff feel capable and confident in the new environment. Simply reporting on benefits (Option A) or encouraging knowledge sharing (Option C) will not resolve the issue if the old system remains an available option for those resistant to change. The Business Change Manager (BCM) must lead this transition, ensuring that the organization moves fully into the future state described in the Target Operating Model, thereby allowing the benefits to be fully realized.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

In MSP 5th Edition, the Programme Strategy is a high-level document that outlines how the programme will be directed and managed. One of its vital components is the Design Approach. This section defines how the programme will design its future state, which includes the development of the Vision Statement and the Target Operating Model (TOM). The design approach specifies the methods, tools, and consultative processes (such as workshops) that will be used to ensure the design is robust and meets the strategic objectives.

The statement regarding the facilitated workshop for developing and testing the vision statement is a procedural detail of the "design" phase of the programme. Option C is correct because the vision statement is the cornerstone of the programme's design; it describes the "post-transformation" world. Therefore, the methodology for creating it—including who is involved (senior officers) and who approves it (CEO)—belongs in the Design Approach. While this involves stakeholders (Option B) and decisions (Option D), those are broader themes. The specific activity of forming the vision is a design activity. The Design Approach ensures that there is a structured way to move from the initial mandate to a clear, agreed-upon vision that guides all subsequent tranches and projects.

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.

A key attribute for the Senior Responsible Owner (SRO) is having access to and credibility with key stakeholders because the SRO plays a pivotal role in stakeholder management and programme accountability. The MSP Practitioner notes, "This attribute is necessary as SRO is also involved in stakeholder management," emphasizing that SRO’s influence and stakeholder credibility are critical to programme success.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The 'Close the programme' process involves the orderly decommissioning of the programme's infrastructure, including its people, assets, and technology. While the SRO is accountable for the closure, the Programme Manager is the role responsible for the practical execution of these activities.

Option C is correct because the Programme Manager’s remit includes the "management of the programme team" and the "decommissioning of the programme's organization." Managing the transfer of internal staff back into Business As Usual (BAU) roles is a management task that requires coordination with HR and functional line managers. The Programme Manager must ensure that staff are released in a way that doesn't leave the programme with "resource gaps" during the final administrative wrap-up, while also ensuring the organization reabsorbs its talent effectively. This falls under the Programme Manager’s responsibility for the Organization Theme, specifically the aspect of managing the programme's human resources throughout the lifecycle, from the initial "Plan progressive delivery" through to final closure. The BCM (Option D) focuses on the embedding of benefits in the business, not the management of the programme's internal delivery team.