PeopleCert Updated MSP-Practitioner Exam Questions and Answers by damon

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.

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.

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.