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MSP MSP-Practitioner - MSP Practitioner Exam (5thEdition) Certification Exam

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Question #1 (Topic: Demo Questions)

Which of following is output of ' Identifying the programme ' ?

A.

Programme Mandate
B.

Appointment of programme board and SRO
C.

Business Case
D.

Benefit profiles
Correct Answer: B
Explanation:
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.
Question #2 (Topic: Demo Questions)

Which of the following is not correct about 'Leading change'?


A.
Appoint right people at right time
B.
Actively engage stakeholder
C.
Create novel solutions to problems
D.
Get approval from sponsoring group 
Correct Answer: D
Explanation not available for this question.
Question #3 (Topic: Demo Questions)

Who produces Business Case?

A.
Sponsoring Group
B.
SRO
C.
Programme Manager
D.
BCM
Correct Answer: C
Explanation:
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.
Question #4 (Topic: Demo Questions)

Which of the following is a programme management principle? 

A.
Quality and assurance management
B.
Remaining aligned with corporate strategy 
C.
Leadership and stakeholder management 
D.
Realizing the benefits
Correct Answer: B
Explanation not available for this question.
Question #5 (Topic: Demo Questions)

Which of the following statements is FALSE?

A.
The SRO must have enough seniority to take on accountability for the programme delivery.
B.
The SRO is likely to be a peer of the Sponsoring Group.
C.
The SRO is appointed by the Sponsoring Group.
D.
The SRO acts as the Project Executive on all the Project Boards.
Next Question
Correct Answer: D
Explanation:
The false statement here is that the SRO acts as the Project Executive on all the Project Boards. The MSP Practitioner explicitly clarifies that the SRO does not take on this project-level responsibility. Instead, the SRO’s role is to provide overall accountability for the programme and to ensure the programme delivers its intended outcomes and benefits.
The SRO holds a senior position with enough authority to make decisions and secure resources and is typically a peer of the Sponsoring Group to ensure alignment with corporate strategy. The Sponsoring Group appoints the SRO to oversee the programme’s governance and delivery effectively.
Project Executives, in contrast, represent individual projects within the programme and report to the SRO via the programme governance structure. They focus on delivering specific project outputs, while the SRO’s responsibility is to coordinate these efforts to achieve strategic benefits.
This distinction is vital to MSP’s governance architecture: it prevents the SRO from being burdened with operational project detail, allowing focus on strategic oversight, stakeholder engagement, and benefit realization.
The MSP Practitioner states: “SRO doesn’t act as a project representative,” underscoring the clear division between programme and project governance to maintain effective control and leadership throughout the programme lifecycle.
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