Free Practice Questions for PeopleCert MSP-Practitioner Exam

The POTI (Projects, Operations, Teams, and Infrastructure) model is used to define the high-level scope of the Blueprint. The Blueprint theme encompasses the detailed design and delivery aspects of the programme’s transformation. As per MSP Practitioner,"POTI defines high level scope of blueprint,"situating the model firmly within the Blueprint Design and Delivery governance theme.

Programmes aimed at political and societal change face lower success probability when outcomes are vague or have long-term horizons that are difficult to define and measure. The MSP Practitioner explains:“Vaguely defined outcomes decrease probability of success.”Long-term societal effects are often uncertain and harder to control, thus reducing the clarity needed for successful programme management and delivery.

The Risk Register is the key document where programmes establish the context for risk identification, assessment, and response planning. It captures all identified risks along with their evaluation and mitigation measures. The MSP Practitioner notes,"All the above information is part of Risk register,"indicating that the Risk Register consolidates risk-related data essential for proactive management and decision-making throughout the programme lifecycle.

The probability of success is higher when programme requirements are well-defined and clearly understood. MSP Practitioner states:“Probability is high when requirements are well defined and clearly understood. Clear specifications of output increases the probability of success.”Process changes affecting technology and structures typically have clearer specifications and boundaries, making successful delivery more likely compared to changes driven by complex behaviors or historical practices.

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.

Levels of confidentiality and information security requirements are documented in the Information Management Strategy. This strategy sets out how information will be handled throughout the programme, covering aspects such as access rights, data classification, storage, and dissemination protocols to protect sensitive information.

The MSP Practitioner specifies:“Confidentiality details are defined in Information management strategy,”indicating that this document governs the secure management of programme data and communication. It is essential that confidentiality levels are clear to prevent unauthorized access to sensitive information, which could jeopardize the programme’s success or breach legal and regulatory obligations.

While Quality Management, Resource Management, and Benefits Management Strategies address different governance aspects such as assurance, resource allocation, and benefit realization, they do not primarily deal with confidentiality.

Information management is critical for stakeholder trust, compliance with legislation (e.g., GDPR), and safeguarding intellectual property or competitive advantage. Clear documentation in the Information Management Strategy ensures that all programme participants understand their responsibilities regarding confidentiality, promoting consistent and secure handling of data.

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 Benefits Map is categorized as a Boundary document. Boundary documents define the programme’s scope, constraints, and interfaces with its environment, helping to establish what the programme will deliver and what lies outside its remit.

The MSP Practitioner explains:“Benefits Map is a Boundary document while others such as programme preparation plan, risk register, and stakeholder profiles are management documents.”The Benefits Map visually depicts how outputs connect to outcomes and benefits, defining the boundary between delivery and benefits realization.

Boundary documents provide critical clarity for managing expectations, preventing scope creep, and ensuring alignment with strategic objectives, forming a foundation for programme governance and control.

The process of how issues will be identified, captured, and assessed isnotrecorded in the Issue Register itself but is instead documented in the Issue Management Strategy.

The MSP Practitioner clarifies:“How to deal with issue is identified in issue management strategy,”meaning the register contains actual issues with details such as date raised, description, and categorization but not the procedural approach.

This distinction ensures that the register remains a real-time log of current issues while the management strategy defines policies and processes for consistent issue handling across the programme.

Maintaining this separation improves clarity and operational efficiency in issue management.