Free Practice Questions for PeopleCert MSP-Practitioner Exam

Learning from Experience isnotclassified as a Governance Theme but rather a Programme Management Principle in MSP.

The MSP Practitioner clarifies:“Learning from experience is Programme management principle,”which means it influences how programmes are managed but does not constitute a governance theme.

Governance Themes focus on structural elements such as Leadership and Stakeholder Engagement, Quality Management, and Organization, which provide the framework and controls for programme delivery.

Understanding this distinction aids in correctly applying MSP components to programme design and governance structures.

One key output of the 'Identifying the Programme' process is the appointment of the Programme Board and the Senior Responsible Owner (SRO). This formalizes the governance structure needed to provide leadership and oversight for the programme. The MSP Practitioner clearly states:“Programme board is set up by SRO in this process,”highlighting that governance is established early to ensure accountability and decision-making capability is in place before the programme progresses further.

In MSP, threats are negative risks that could impact the programme adversely. Valid responses to threats include Avoiding, Accepting, or Reducing the risk to mitigate potential harm. However, “Enhance” is not a valid response for a threat because it implies increasing the likelihood or impact, which is contrary to risk management objectives.

The MSP Practitioner states:“Threats should be minimized not enhanced,”reinforcing the principle that risk responses should focus on reducing negative effects or avoiding risks altogether. Accepting a risk might be chosen when mitigation is impractical or cost-prohibitive but still requires monitoring.

Understanding and applying appropriate risk responses is vital to effective programme risk management and maintaining control over uncertainties that could derail delivery.

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.

The Senior Responsible Owner (SRO) approves the Business Case and is accountable for ensuring it remains valid and aligned with strategic objectives.

The MSP Practitioner states:“SRO approves (as he is accountable for it).”This underscores the SRO’s critical role in governing programme justification and ensuring investment decisions remain sound.

While the Sponsoring Group may endorse or sponsor the programme, formal accountability and approval for the Business Case rest with the SRO, ensuring clear responsibility for delivery against agreed benefits.

This accountability helps maintain control and confidence in programme investment and delivery.

All the options listed are correct. Benefits Management in MSP ensures the programme is aligned with strategic goals, understands both positive and negative impacts, and integrates closely with the transformational flow to realize benefits effectively. The MSP Practitioner confirms:"All of the options are correct,"underscoring the comprehensive nature of benefits management across the programme lifecycle.

The Project Brief is a key document that describes the purpose, cost, time, performance requirements, and constraints of a specific project. It acts as the initial detailed definition of a project within the programme context. The MSP Practitioner states:“Project brief describes purpose, cost, time, performance requirements and constraints of a project,”highlighting its role in defining project scope and parameters, which supports effective project delivery aligned to the programme objectives.

Gateway reviews are not part of delivering the capability but are governance checkpoints that occur at specific programme milestones, including the beginning of the programme, key decision points, and closure.

The MSP Practitioner explains:“Gateway reviews happen at beginning of programme, Key decision points of programme and closure of programme.”These reviews are formal assessments to validate readiness, progress, and compliance with governance before major transitions, tranche approvals, or programme closure.

Delivering the capability primarily involves initiating projects, managing their delivery under governance frameworks, and ensuring alignment between project outputs and benefit realization. Governance during delivery includes managing risks, issues, and quality controls to ensure outputs are produced to specification.

Gateway reviews are designed to provide independent assurance and decision points but are external to the ongoing activities of capability delivery. Recognizing this distinction helps maintain clarity of roles and processes within programme management, ensuring focused effort on delivery while maintaining appropriate oversight.

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.

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.