PeopleCert MSP Practitioner, 5th edition Exam MSP-Practitioner Exam Dumps: Updated Questions & Answers (February 2026)

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.

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.

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.

"Formally Approve" is not one of the MSP-defined levels of stakeholder engagement. MSP outlines levels such as Maintain Interest, Active Consultation, and Keep Informed to categorize the nature and intensity of stakeholder engagement.

The MSP Practitioner indicates: “Fourth option is face to face,” which means formal approval is a governance or decision-making activity rather than an engagement level.

Understanding and applying appropriate engagement levels ensures stakeholders receive relevant information and involvement suited to their influence and interest, facilitating support and minimizing resistance.

This categorization aids programme teams in managing communication and expectations effectively.

Training, moving, and supporting operational units fall under business change and transition costs. These costs are related to the activities required to move from the current state to the future state, including training staff and supporting new operations. The MSP Practitioner clarifies: “Training and moving an operational unit is related to transition,” distinguishing these from capital costs (assets) and programme management costs.

Information

Section

The programme office will maintain master copies of all sections of the TOM. Requests for updates must be approved before being notified to the team

Version Control

All customer information... will be categorized as 'company confidential'. Anyone needing access must sign the standard company NDA

Privacy

At the end of the programme, all financial information will be transferred to the UU archive system... available on request

Retention

Controlling master copies and approving updates is the definition of Version Control. Handling sensitive personal data and NDAs falls under Privacy. Archiving and long-term availability post-programme is the focus of Retention

One of the key outputs of the 'Defining the Programme' process is establishing the Governance Baseline. This baseline sets out the governance framework, including roles, responsibilities, controls, and decision-making structures that will apply throughout the programme lifecycle. Defining the governance baseline early ensures clear accountability and oversight, which is vital for managing complexity and risk in transformational change.

The MSP Practitioner explains that during 'Defining the Programme,' “Governance is baselined” to create a robust foundation for programme control. This process involves formalizing the authority of the Senior Responsible Owner (SRO), the programme board, and other governance roles, ensuring they are empowered to manage and oversee programme activities effectively. It also includes establishing reporting lines, approval mechanisms, and quality assurance controls to maintain programme integrity.

Without a clearly defined governance baseline, programmes risk poor decision-making, ambiguity in responsibility, and inconsistent oversight, which can lead to scope creep, misalignment with strategic goals, and failure to realize benefits. The governance baseline serves as a reference point against which programme performance and compliance can be measured, enabling corrective action when deviations occur.

In summary, the Governance Baseline is a critical control output that defines how the programme will be directed and controlled, safeguarding successful delivery and alignment with corporate strategy throughout the programme’s life.

A dis-benefit is defined as a measurable decline resulting from an outcome perceived as negative. The MSP Practitioner clearly states: "Measurable decline resulting from outcome perceived as negative defines mis-benefit," highlighting the need to manage and mitigate dis-benefits as part of benefits management to ensure overall programme success.

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

In the MSP 5th Edition, the principle of 'Lead with Purpose' is fundamental to ensuring that all stakeholders understand the "why" behind a programme's existence. This principle dictates that a programme must have a clear vision and a consistent direction, which is steered by senior leadership. According to the MSP 5th Edition guidance, leading with purpose means that those in leadership roles must be able to articulate the future state and the justification for the change. It is not merely about managing tasks; it is about providing the strategic narrative that justifies the transformation and the impact it will have on the organization and its people.

In the scenario provided, the CEngO is acting as a visible leader. The reason Option B is the correct application of this principle is that 'Lead with Purpose' focuses on the clarity of the Vision and the Strategic Objectives. By explaining "what changes are being made and why," the CEngO is ensuring that the staff—even those facing redundancy—understand the broader purpose of the programme. This transparency is essential for maintaining integrity and trust during a period of uncertainty. While providing support (Option A) is a critical part of stakeholder engagement and people management, the core of the 'Lead with Purpose' principle is the communication of the programme's intent and the rationale for the journey being undertaken. This principle ensures that the programme remains aligned with its desired outcomes and that leadership remains accountable for the direction of the change.

Learning from Experience is not classified 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.