PeopleCert Updated MSP-Practitioner Exam Questions and Answers by meredith

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.

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.

The Business Change Manager (BCM) holds the primary responsibility for monitoring the progress of benefits realization against the plan. This role is focused on ensuring that the expected benefits from the programme’s outputs and outcomes are actually realized in the business environment. The BCM works closely with stakeholders, operational managers, and programme teams to track benefit achievement, resolve issues that might impede benefit delivery, and report progress.

According to the MSP Practitioner:“BCM is responsible for monitoring benefits.”This accountability includes validating that the changes introduced by the programme are embedded within business operations and are delivering measurable value as outlined in the Benefits Realization Plan. The BCM must maintain a clear line of sight on benefits, manage dependencies between projects and operational teams, and oversee any transition activities required to sustain benefits.

The Programme Manager and Senior Responsible Owner (SRO) have broader accountability for programme delivery and governance, but it is the BCM who acts as the day-to-day custodian of benefits. They translate strategic benefit objectives into operational terms and ensure the organisation adapts to new ways of working. This ensures that benefits do not remain theoretical but are tangibly realized, measured, and maximized over time.

Effective benefits monitoring by the BCM mitigates the risk of programmes delivering outputs that do not translate into business improvements or strategic value, reinforcing MSP’s emphasis on outcome-focused delivery.