Pass the PeopleCert MSP MSP-Practitioner Questions and answers with CertsForce

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.

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 principle “Envisioning and communicating a better future” specifically addresses the need for creating a clear, compelling Vision. The MSP Practitioner states: “Envisioning and communicating a better future categorically takes the need of creating an effective Vision statement.” This principle ensures that the programme has a forward-looking, inspirational view of the outcomes and benefits, which guides all programme activities and stakeholder engagement efforts. The Vision helps to align everyone involved and drives commitment towards the desired future state.

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 false statement is that “Stakeholder profiles are created under stakeholder maps.” In fact, MSP treats the Stakeholder Map as a component or output of Stakeholder Profiling.

The MSP Practitioner explains: “Stakeholder map is created as part of stakeholder profile,” meaning the profile contains detailed information about individual stakeholders, their attributes, influence, and interests, while the map visually represents stakeholder relationships and influence patterns.

This distinction is important for effective stakeholder analysis and engagement planning, ensuring both granular detail and strategic overview are captured.

An Emergent programme is characterized by its evolution from a set of concurrent, individual projects that arise independently but require coordination to ensure they align with organizational strategy. The MSP Practitioner defines Emergent programmes as: “Programmes evolved from concurrent, individual projects with need to ensure compliance to organization strategy.” This reflects programmes that may not have been planned from the start as a programme but are brought together to align with strategic goals and provide greater control and coherence.

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

The 'Evaluate new information' process occurs at the end of each tranche (and continuously throughout) to assess whether the programme remains viable and aligned with its objectives. This process involves reviewing performance, risks, and external opportunities that could impact the business case or the target operating model.

In MSP 5th Edition, the Programme Manager is responsible for the setup and day-to-day management of the programme, which includes the analysis of factors that might require a change in direction. Option B is correct because the Programme Manager is tasked with evaluating the impact of such new information—in this case, a new supplier offering a faster, cheaper alternative—on the overall programme plan and the project delivery schedule. The Programme Manager performs the detailed analysis and then presents the findings and recommendations to the Senior Responsible Owner (SRO) for a final decision. While the SRO is the ultimate decision-maker, the responsibility for the evaluation of technical and management information resides with the Programme Manager. They must determine how this new "imported" solution affects dependencies, costs, and the realization of benefits before the SRO decides whether to pivot the strategy for Tranche 3.

The Blueprint document defines both the as-is and to-be (future) states of the organization. It provides a detailed description of the current operational environment and the changes required to achieve the programme’s desired outcomes.

The MSP Practitioner explains: “Blueprint defines as-is and future state of organization,” serving as a key governance document to guide design and delivery of the transformation.

By articulating the current state clearly, the Blueprint helps identify gaps, dependencies, and change requirements, ensuring that the programme’s outputs align with the intended future state, thus supporting successful transformational change.

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.