Free Practice Questions for PeopleCert MSP-Practitioner Exam

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.

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 encourages innovative and effective ways to facilitate learning and knowledge transfer. The framework recognizes that for complex organizational change to "stick," the people involved must not just receive information but actually engage with it and internalize it. Using interactive elements, such as gamification or collaborative workshops, is a recognized method for stimulating creativity and fostering a learning culture.

Option C is the correct answer. The CEngO’s request to remove the games based on a perception of them being "childish" ignores the psychological benefits of interactive learning. Games and simulations can help even highly experienced staff members explore new processes in a safe environment, share their own tacit knowledge, and identify potential flaws in the proposed future state. According to MSP guidance, the goal of knowledge management is to maximize the organization's capability to change. If the games are designed to help engineers "share ideas and experiences," they are serving a vital role in knowledge sharing. Removing them solely based on an assumption of the staff's reaction—without testing the effectiveness of the training—is contrary to the MSP's focus on evidence-based improvement and effective stakeholder engagement.

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

The Decisions Theme in MSP 5th Edition involves monitoring the impact of the transformation and responding to emerging information. During the 'Embed the outcomes' process, the programme must look for unintended consequences—outcomes of the change that were not part of the original design but have an impact (usually negative) on the organization.

The loss of critical, highly skilled staff during a redundancy process is a classic unintended consequence. While the redundancies themselves were a planned output to reduce costs, the "brain drain" of key talent is a side effect that could damage the long-term health of the business. Option A is the correct answer because MSP 5th Edition guidance states that such consequences should be managed by increasing monitoring and assurance to understand the scale of the impact. This allows the Programme Board to decide if corrective action is needed. While it could be viewed as a dis-benefit (Option C), the "decisions" theme specifically looks at these emerging impacts as things that need to be tracked and evaluated through the governance structure. By treating it as an unintended consequence, the programme can use its assurance mechanisms to provide the SRO with the data needed to make a strategic choice, such as adjusting the retention strategy or the pace of the remaining redundancies.

The Business Change Manager (BCM) reviews the Business Case to confirm that the plans for benefits realization are sound and achievable. The BCM ensures that the expected benefits are realistic, measurable, and aligned with the organization's strategic objectives.

The MSP Practitioner states: “BCMs will review it to confirm that benefit realizations have been handled correctly.” This review helps identify risks or gaps in benefit planning early, enabling corrective actions before programme progression.

While the SRO approves the Business Case and the Programme Manager produces it, the BCM’s critical role is to validate the benefits-related aspects, ensuring the programme can deliver its expected value effectively and sustainably.

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

The Design Theme in MSP 5th Edition is not limited to the technical architecture of the solution; it also encompasses the design of the delivery approach and the path to the future state. According to the MSP 5th Edition guidance, during the 'Design the outcomes' process, the programme must determine the most effective lifecycle for its constituent projects and workstreams. This involves deciding whether a linear, iterative (agile), or hybrid approach is most suitable for the nature of the change.

In this scenario, UU's decision to trial an agile approach is a fundamental design choice. Option D is the correct answer because the Design Theme is responsible for defining how the programme will transition from the current state to the target operating model. By choosing an iterative approach, the programme is "designing" the work to allow for rapid feedback, flexibility, and incremental value delivery. While this decision involves a "choice" (Option B), the MSP framework specifically categorizes the selection of delivery methodologies and lifecycles under the Design Theme because it shapes the entire strategy for how the outcomes will be realized. This alignment ensures that the delivery method matches the complexity and uncertainty of the programme's objectives, which is a key requirement of the Design Theme's focus on creating a viable and effective blueprint for transformation.

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

The 'Deal with ambiguity' principle in MSP 5th Edition recognizes that programmes operate in evolving environments where not all information is known at the outset. This principle requires programme teams to acknowledge uncertainty and proceed with the best available information, rather than waiting for absolute certainty, which may never come. Ambiguity often stems from external factors, such as potential regulatory changes, which are outside the programme’s direct control but can significantly affect its viability.

In this scenario, the potential for a "fair pricing policy" is a classic example of ambiguity during the 'Identify the programme' process. By including this information in the programme brief, the Programme Manager and SRO are surfacing a critical uncertainty early. Option A is the correct answer because the primary purpose of identifying such ambiguity at this stage is to enable the Sponsoring Group to make an informed "invest/no-invest" decision. The programme brief is designed to provide enough information to justify moving to the more detailed 'Design the programme' stage. If the Sponsoring Group is unaware of this potential impact on benefits, they cannot accurately assess the programme's value or risk profile. Ignoring the ambiguity until a formal risk process is established (Option C) would be a failure of this principle, as MSP encourages proactive transparency regarding what is unknown or uncertain from the very beginning of the transformational flow.

Blueprint, Vision, and Quality Management Strategy are core parts of MSP’s Governance Themes. These documents set the strategic direction, define the future state, and establish quality control frameworks, respectively.

The MSP Practitioner notes: “Blueprint, Business Case, Vision, Quality management are governance themes,” though the Business Case and Programme Mandate also play governance roles, the listed group in option A is most directly related to governance themes that provide control and assurance.

These documents form the backbone of programme governance by setting expectations, standards, and guiding principles that ensure the programme remains aligned with corporate strategy and delivers value effectively.

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 statement that “Programme control defines reporting mechanism” is not true. While programme control encompasses refining delivery, managing ambiguity, and justifying programme continuation, defining the reporting mechanism is typically a management or communication function rather than a control function.

The MSP Practitioner clarifies: “Programme control deals with improving delivery, reducing ambiguity & bringing certainty and justifies continuance of programme,” focusing on the governance and decision-making controls rather than specific reporting structures.

Effective programme control ensures programmes remain viable and aligned with strategic objectives through structured oversight and governance processes.