PeopleCert Updated MSP-Practitioner Exam Questions and Answers by ruth

The Programme Manager is responsible for producing the Business Case. This document outlines the justification for the programme, including costs, benefits, risks, and options. The Programme Manager prepares the Business Case to ensure it is comprehensive, realistic, and aligned with the programme’s objectives.

The MSP Practitioner notes:“Programme manager prepares it as he is responsible for it,”emphasizing the role’s responsibility to articulate the strategic rationale and provide a sound basis for decision-making. The Business Case is then reviewed and approved by the SRO and other governance bodies.

The Programme Manager collaborates with other roles such as the Business Change Manager and SRO to ensure all aspects of the Business Case are valid and supported. This role is pivotal in maintaining the integrity and credibility of the programme justification throughout its 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.

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.

The Programme Manager holds responsibility for ensuring that individual projects align with the overarching programme objectives during capability delivery. This role coordinates the interdependencies, monitors progress, and manages risks to ensure projects collectively deliver the intended outcomes.

The MSP Practitioner notes:“Programme manager is responsible for all tasks in delivering the capability. This is a continual activity throughout the programme.”This alignment ensures that outputs contribute directly to the transformational goals and benefit realization plan, avoiding scope creep or misaligned efforts.

While the Senior Responsible Owner (SRO) provides strategic accountability and the Business Change Manager (BCM) focuses on benefits realization, the Programme Manager operationalizes these objectives through effective project oversight and control.

The Programme Office supports through administrative and coordination activities but does not have direct accountability for strategic alignment of projects.

Maintaining this alignment is critical for delivering business value and achieving programme success in complex transformational environments.