PeopleCert MSP Practitioner, 5th edition Exam MSP-Practitioner Exam Dumps: Updated Questions & Answers (September 2025)

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.

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.

The four critical tests for benefits validation are Description, Observable outcomes, Attribution, and Measurement. "Attribution" assesses whether the programme is genuinely responsible for the benefit. The MSP Practitioner confirms,"Four tests of business validation are: Description, Observable outcomes, Attribution and Measurement,"emphasizing the importance of validating benefits to ensure they result directly from programme activities.

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.

Providing regular progress updates to the Senior Responsible Owner (SRO) is the responsibility of the Programme Manager, not the Programme Office. The Programme Office supports by maintaining information repositories, tracking risks and issues, and ensuring control frameworks are implemented. The MSP Practitioner clarifies:“Programme manager provides regular updates to SRO,”distinguishing the oversight and reporting role of the Programme Manager from the administrative and support role of the Programme Office.

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.

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.

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.

The POTI (Projects, Operations, Teams, and Infrastructure) model is used to define the high-level scope of the Blueprint. The Blueprint theme encompasses the detailed design and delivery aspects of the programme’s transformation. As per MSP Practitioner,"POTI defines high level scope of blueprint,"situating the model firmly within the Blueprint Design and Delivery governance theme.

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.