PeopleCert MSP-Practitioner Dumps

A Vision Statement is a succinct and compelling description of the desirable future state that the programme aims to achieve. It serves to inspire and align stakeholders around the intended outcomes and benefits. The MSP Practitioner outlines key characteristics of a Vision Statement, including that it must describe a desirable future and be concise to ensure clarity and focus.

Key benefits are often implicit within the Vision, providing a motivational overview without delving into detailed measurement or timelines.

However, the Vision Statement is NOT normally time-dependent. Time frames and milestones are introduced later in the programme planning stages, such as in the Business Case or Programme Plan. The MSP Practitioner explains:“Vision statement does not include time frames until programme is time bound in nature,”which means the Vision is more about 'what' will be achieved rather than 'when.'

This approach allows the Vision to remain stable even if timeframes or specific project plans evolve. The focus remains on the transformational goal, providing a constant reference point as the programme adapts to challenges and changes.

Therefore, including time-dependence in the Vision Statement could unnecessarily constrain the programme’s strategic focus or create misalignment if schedules shift.

The Benefit Realization Plan identifies milestones for benefit reviews. This plan details when and how benefits will be measured, reviewed, and managed to ensure they are achieved as expected.

The MSP Practitioner explains:“Benefits management plan identifies benefit reviews to increase likelihood of success.”Regular benefit reviews help detect issues early, enable corrective actions, and maintain stakeholder confidence.

This plan is crucial for monitoring benefit progress post-delivery, coordinating with business change activities, and ensuring benefits sustain over the long term. It aligns benefit tracking with programme stages and organizational priorities, enhancing accountability and transparency.

One key output of the 'Identifying the Programme' process is the appointment of the Programme Board and the Senior Responsible Owner (SRO). This formalizes the governance structure needed to provide leadership and oversight for the programme. The MSP Practitioner clearly states:“Programme board is set up by SRO in this process,”highlighting that governance is established early to ensure accountability and decision-making capability is in place before the programme progresses further.

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.

Designing the Projects Dossier is a key activity in the 'Defining a Programme' process. The Projects Dossier is a comprehensive document that defines all the projects within the programme, detailing their scope, objectives, interdependencies, and delivery approach.

The MSP Practitioner states:“Only project dossier is created in defining programme from available options,”emphasizing that managing transition, producing the Programme Brief, and aligning projects with benefits realization occur in later programme stages.

Developing a well-structured Projects Dossier is critical for effective programme planning, control, and coordination of project delivery to achieve overall programme benefits.

All the listed groups are valid stakeholders in a city-building programme. MSP recognizes that stakeholders can be diverse, including internal groups like employees, external political leadership, and the wider community such as potential residents.

The MSP Practitioner notes:“All are valid stakeholders in programme,”emphasizing the importance of identifying and engaging a broad spectrum of stakeholders to ensure programme success.

Inclusive stakeholder management supports better decision-making, risk mitigation, and benefits realization by addressing varied needs and expectations across the stakeholder landscape.

Although the Sponsoring Group formally gives the approval to proceed, the accountability for this approval rests with the Senior Responsible Owner (SRO). The MSP Practitioner notes:“Approval to proceed is always given by Sponsoring group on recommendation from SRO. SRO is accountable for it.”This means the SRO takes responsibility for ensuring the programme is ready to move forward and manages the formal approval process through the Sponsoring Group.

A vision-led programme is one that is undertaken to fulfil political ideas and priorities, such as electoral promises. These programmes are driven by a clear vision for change that aligns with political or societal goals rather than just compliance or operational needs. Public programmes started to fulfil electoral promises fit this definition of vision-led programmes as they reflect a vision for future societal outcomes.

The POTI (Projects, Operations, Teams, and Infrastructure) model is part of the Blueprint governance theme. It defines the high-level scope and structure of the blueprint, outlining how projects, operational activities, teams, and infrastructure work together to deliver transformation.

The MSP Practitioner confirms:“POTI model defines scope blueprint,”situating it firmly within the Blueprint theme that describes the future state and the means to achieve it.

Understanding POTI helps in mapping and managing the components necessary for successful delivery of programme benefits within the defined future organizational state.

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.

Capital costs are the costs of fixed assets and other tangible assets that are required for the programme. The MSP Practitioner states:“Cost of fixed assets and other assets that are found under 'Technology' head in blueprint is called Capital cost.”This typically includes equipment, buildings, and infrastructure necessary for the programme outputs.

Approval to proceed at this stage authorizes work on all projects within the first tranche of the programme. The MSP Practitioner explains:"Approval to proceed is for first tranche, at end of that tranche, Go/No Go decision will be taken for next tranche,"meaning that the programme is phased with controlled progression through tranches rather than approval for the entire programme upfront.

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 process of how issues will be identified, captured, and assessed isnotrecorded in the Issue Register itself but is instead documented in the Issue Management Strategy.

The MSP Practitioner clarifies:“How to deal with issue is identified in issue management strategy,”meaning the register contains actual issues with details such as date raised, description, and categorization but not the procedural approach.

This distinction ensures that the register remains a real-time log of current issues while the management strategy defines policies and processes for consistent issue handling across the programme.

Maintaining this separation improves clarity and operational efficiency in issue management.

Gateway reviews are not part of delivering the capability but are governance checkpoints that occur at specific programme milestones, including the beginning of the programme, key decision points, and closure.

The MSP Practitioner explains:“Gateway reviews happen at beginning of programme, Key decision points of programme and closure of programme.”These reviews are formal assessments to validate readiness, progress, and compliance with governance before major transitions, tranche approvals, or programme closure.

Delivering the capability primarily involves initiating projects, managing their delivery under governance frameworks, and ensuring alignment between project outputs and benefit realization. Governance during delivery includes managing risks, issues, and quality controls to ensure outputs are produced to specification.

Gateway reviews are designed to provide independent assurance and decision points but are external to the ongoing activities of capability delivery. Recognizing this distinction helps maintain clarity of roles and processes within programme management, ensuring focused effort on delivery while maintaining appropriate oversight.

The progression of stakeholder engagement levels, as a stakeholder’s influence increases, follows the sequence:“Keep informed, maintain interest, active consultation.”This reflects a growing degree of interaction and involvement.

Initially, stakeholders should be kept informed to maintain awareness. As their influence or importance increases, programmes must maintain their interest by involving them more proactively. Finally, for highly influential stakeholders, active consultation is required to ensure their views are heard, concerns addressed, and their support secured.

The MSP Practitioner explains:“This option signifies increasing interaction with stakeholder,”emphasizing that engagement strategies must be tailored according to stakeholder influence and interest to maximize positive impact and minimize resistance.

This graduated approach ensures resource-effective stakeholder management, helping to build trust and alignment throughout the programme lifecycle.

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.

A key attribute for the Senior Responsible Owner (SRO) is having access to and credibility with key stakeholders because the SRO plays a pivotal role in stakeholder management and programme accountability. The MSP Practitioner notes,"This attribute is necessary as SRO is also involved in stakeholder management,"emphasizing that SRO’s influence and stakeholder credibility are critical to programme success.

Learning from Experience isnotclassified as a Governance Theme but rather a Programme Management Principle in MSP.

The MSP Practitioner clarifies:“Learning from experience is Programme management principle,”which means it influences how programmes are managed but does not constitute a governance theme.

Governance Themes focus on structural elements such as Leadership and Stakeholder Engagement, Quality Management, and Organization, which provide the framework and controls for programme delivery.

Understanding this distinction aids in correctly applying MSP components to programme design and governance structures.

Project outputs are actually theoutputof delivering the capability, not an input. Inputs to delivering the capability include the Project Dossier, Business Case, and Blueprint, which provide the framework, justification, and detailed design for what is to be delivered.

The MSP Practitioner clarifies:“Project outputs are output of delivering the capability,”meaning these are the tangible products or deliverables produced by the projects managed within the programme. In contrast, the Project Dossier contains detailed descriptions and plans for the projects, the Business Case justifies the programme’s existence and value, and the Blueprint defines the future state and capabilities required.

This distinction is important because delivering the capability depends on having a clear, approved vision (Blueprint), a solid business justification (Business Case), and a structured project plan (Project Dossier). Only once these inputs are in place can project outputs be successfully created and integrated to achieve the programme’s objectives.

Understanding this flow ensures that programme teams focus on the correct artefacts at each stage—inputs for planning and delivery, outputs for realization and benefits management—ensuring clarity and control throughout the transformational flow.

Recruitment Policy isnotconsidered a critical organizational element in MSP, whereas Delivery Mechanism for Change, Business as Usual, and Corporate Strategy are recognized as essential elements.

The MSP Practitioner states:“All other are critical organizational elements,”highlighting that MSP focuses on how organizations govern and implement change (delivery mechanisms), maintain ongoing operations (business as usual), and set strategic direction (corporate strategy).

Recruitment policies, while important HR tools, are not part of the critical organizational elements that MSP emphasizes in programme governance and transformational change management.

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.