MSP®Practitioner

Accredited courseware

Industry expert trainers

14 study hours

Quizzes & workshops

Two practice exams

Exam voucher included

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Overview

Managing Successful Programmes (MSP®) is one of the coveted credentials which testifies to a practitioner’s knowledge and skill in programme management, governance themes, and transformational flow. It comprises a structured framework which acts as flexible map for the programme cycle, thus effectively helping organizations improve practices, services, and preparation for the future.

The MSP®Practitioner certification expands on the knowledge professionals gain while preparing for the MSP®Foundation certification. It empowers them by expanding their expertise on organization and programme office, vision, leadership and stakeholder engagement, benefits management, blueprint design and delivery, planning and control, the business case, risk and issue management, quality and assurance management, and transformational flow.

Learning Objectives

In addition to preparing you for the MSP® Practitioner certification examination, this course will help you achieve the following objectives defined by AXELOS:

  • Identify additional value as a result of managing the described change as an MSP® programme 
  • Explain and apply each of the MSP® principles, the governance themes and the transformational flow processes and their activities 
  • Explain the relationship between the MSP® principles, governance themes, the transformational flow, programme information (documents) and the MSP® defined programme management roles 
  • Produce and evaluate examples of MSP programme information (documents) 

Who Should Attend this Training

  • Project managers 
  • Business change managers (BCMs)
  • Advisors and experts in a Programme Office
  • Senior responsible owners (SROs)

Prerequisites

The MSP®Foundation certification is required for practitioners who wish to pursue the MSP®Practitioner credential.

Examination Format

  • Eight (8) questions per paper, 80 points available in total
  • Objective testing
  • Passing criteria is 50%, i.e. 40 points
  • 150 minutes (2.5 hours) duration
  • Open book exam (only the official printed hard copy of the Managing Successful Programmes Guide allowed)

What’s Next?

The MSP®Practitioner is a pre-requisite for professionals who aim to achieve the MSP® Advanced Practitioner Qualification.

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Syllabus

  • Key attributes of the SRO, Programme manager, and BCMs
  • Transformational flow activities associated with the governance theme organization 
  • Characteristics of effective programme leadership and the principles underpinning it
  • Additional governance roles (defined roles and their purposes)
  • How a programme office can provide services 
  • Select information that should be found in a role description or terms of reference for each of the following roles - The sponsoring group and its members, SRO, the programme board, Programme manager, BCM(s), and Programme office
  • Identify candidates for the roles of sponsoring group, SRO, programme board, Programme manager, BCM(s) and any BCM forum/steering group, required business change team(s), and additional governance roles
  • Identify how and when each of the roles should be appointed during the life of a programme 
  • Identify factors which may influence the design of a programme organization
  • Identify how the programme organization is likely to evolve
  • Identify how the programme should go about achieving appropriate levels of engagement with its constituent projects
  • Determine how Sponsoring group, Programme board, SRO, Programme manager, BCM(s), and Programme office apply the guidance provided by the governance theme ‘organization’ throughout the life of the programme
  • Identify the most appropriate option for providing programme office support
  • Analyze whether role descriptions or terms of references are ‘fit for purpose’
  • Analyze whether a programme organization is appropriate
  • Analyze whether those nominated to fulfill identified roles are appropriate 
  • Analyze whether the required levels of engagement between the programme and its constituent projects are achievable
  • Analyze whether specified activities associated with the governance theme ‘organization’ should be undertaken by identified team members
  • Analyze whether the proposed

  • Reasons why major changes to the vision statement should be avoided
  • Transformational flow activities associated with the governance theme vision
  • Identify appropriate information for the inclusion in the outline vision statement and vision statement 
  • Determine activities and roles involved in the development and maintenance of the outline vision statement and vision statement 
  • Identify activities associated with the development of the vision statement 
  • Analyze whether the vision statement is fit for its purpose
  • Identify situations that could cause changes to the vision to be considered, and whether changes to programme information are appropriate 
  • Analyze whether specified activities associated with the governance theme ‘vision’ should be undertaken by identified members of the programme management team

  • Steps in the stakeholder engagement cycle and the purpose of each
  • Typical contents of stakeholder engagement strategy, programme communications plan, and stakeholder profiles
  • Stakeholder management and stakeholder engagement 
  • Communication and engagement
  • Business change management
  • Factors for implementing a programme’s stakeholder engagement strategy
  • Activities during the steps in the stakeholder engagement cycle
  • Reasons programmes should exercise control over project communications 
  • Transformational flow activities associated the governance theme leadership and stakeholder engagement 
  • Identify appropriate information for inclusion in the stakeholder engagement strategy, stakeholder map, influence/interest matrix, stakeholder profiles, and programme communications plan 
  • Determine activities and roles involved in the development and maintenance of the stakeholder engagement strategy, stakeholder map, influence/interest matrix, stakeholder profiles, and programme communications plan 
  • Determine how a programme should exercise an appropriate level of control over projects’ communications 
  • Determine how each element of the programme stakeholder engagement process should be applied
  • Determine how each role should apply the guidance provided by the governance theme ‘leadership and stakeholder engagement’ throughout the life of the programme
  • Analyze whether the stakeholder engagement strategy, stakeholder map, influence/interest matrix, stakeholder profiles, and programme communications plan are fit for purpose
  • Analyze whether specified activities associated with the governance theme ‘leadership and stakeholder engagement’ should be undertaken by identified members of the programme management team
  • Analyze whether the execution of the stakeholder engagement process is effective

  • The purpose of categorizing benefits and the ways benefits must be categorized
  • Typical contents and/or formats of benefits management strategy, benefits map, benefit profiles, and benefits realization plan
  • Ways benefits management drives other aspects of programme management 
  • Characteristics of KPIs and benefits measures
  • The scope and objectives of benefits reviews, where they should be undertaken in the life of a programme, and the activities and roles involved
  • Transformational flow activities associated with the governance theme benefits management 
  • Identify information for inclusion in the benefits management strategy, benefits map, benefit profiles, and benefits realization plan
  • Identify activities and roles associated with the development and maintenance of the benefits management strategy, benefits map, benefit profiles, and benefits realization plan
  • Identify benefits, capabilities, dis-benefits, outcomes, outputs, corporate objectives, and KPIs
  • Determine the results of the four critical validation tests of a benefit
  • Categorize benefits
  • Determine how each role should apply the guidance provided by the governance theme benefits management
  • Analyze whether the benefits management strategy, benefits map, benefit profiles, and benefits realization plan are fit for purpose
  • Analyze whether entities and correctly identified as benefits, capabilities, dis-benefits, outcomes, outputs, corporate objectives, or KPIs
  • Analyze whether the benefits are correctly categorized 
  • Analyze whether the specified measurement techniques are appropriate 
  • Analyze whether specified activities associated with the governance theme benefits management should be undertaken by identified members of the programme management team

  • Nature of collaboration between ‘blueprint design and delivery’ and the other governance themes
  • The purpose of options analysis and the factors to be considered when arranging solutions into projects
  • Options available if an emerging business case is not viable 
  • Transformational flow activities associated with the governance theme blueprint design and delivery
  • Relationships between a programme’s blueprint and its vision statement, projects dossier, programme plan, benefits map, benefits realization plan, and business case
  • Identify appropriate information for inclusion in the blueprint
  • Identify the activities and roles associated with the development and maintenance of the blueprint 
  • Group projects into tranches and workstreams, and suggest appropriate tranche boundaries 
  • Analyze whether a programme blueprint is fit for its purpose
  • Analyze whether the specified activities associated with the with the governance theme blueprint design and delivery should be undertaken by the programme management team
  • Analyze whether all necessary factors have been considered when arranging solutions into tranches and workstreams, and how appropriate the proposed tranche boundaries are

  • Typical contents of monitoring and control strategy, programme plan, projects dossier, resource management plan, and resource management strategy 
  • Relationships between a programme plan and benefits profiles, benefits realization plan, monitoring and control strategy, project briefs, projects dossier, and project plans
  • Factors which influence the development of a programme plan such as level of detail and resource sharing
  • Characteristics of resources
  • Transformational flow activities associated with the governance theme planning and control
  • Identify appropriate information for inclusion in the programme plan, projects dossier, monitoring and control strategy, resource management plan, and resource management strategy
  • Determine the activities and roles involved in the development and maintenance of the programme plan, projects dossier, monitoring and control strategy, resource management plan, and resource management strategy
  • Determine the types of resources required by the programme and which ones will be shared
  • Determine the specific factors for planning the use of shared resources 
  • Delineating the programme’s projects and factors that should be considered when creating the schedule of project delivery
  • Describe how each role should apply the guidance provided by the governance theme planning and control
  • Analyze whether the programme information for each of the programme plan, projects dossier, monitoring and control strategy, resource management plan, and resource management strategy is fit for purpose 
  • Analyze whether specified activities associated with the governance theme planning and control should be undertaken by the programme management team
  • Analyze whether the programme’s schedule of project delivery is appropriate 
  • Analyze whether the proposed transition activities are appropriate

  • Identify the relationships that exist between a business case and the principles, and what managing a business case is primarily concerned with
  • Identify programme information (documents) that would need to be reviewed as a result of a significant change to a business case
  • Identify the link between a programme’s Business Case and its projects’ business cases, and how they differ
  • Identify the concept and use of the net benefit line
  • Identify transformational flow activities associated with the governance theme business case
  • Identify information for inclusion in the outline business case and business case
  • Determine the activities and roles in the development and maintenance of outline business case and business case
  • Identify sources of information and costs included in the business case
  • Identify specific programme information which would require review due to significant change to the business case
  • Determine how each role applies the guidance provided by the governance theme business case
  • Analyze whether the outline business case and business case are fit for their purpose
  • Analyze whether changes to programme information were appropriate 
  • Analyze whether specified activities associated with the governance theme business case should be undertaken by the programme management team

  • Identify principal areas of risk and issues of each of the four organizational perspectives
  • Identify links between a programme’s approach to managing risks and issues and organizational standards and project standards 
  • Identify the purpose of the principles of programme risk management 
  • Identify the typical contents of issue register, issue management strategy, (Risk and Issue) progress report, risk management strategy, and risk register
  • Identify risk evaluation techniques and how to calculate expected value 
  • Learn the purpose and activities of risk management framework and cycle, issue management framework and cycle, and configuration management steps
  • Learn the steps of change control, and the links between change control and configuration management 
  • Define risk appetite and risk tolerance thresholds 
  • Identify the characteristics of early warning indicators 
  • Identify the transformational flow activities associated with the governance theme risk and issue management 
  • Determine how to adhere to the principles of programme risk management
  • Identify information for inclusion in probability impact grids and summary risk profile, (Risk and Issue) progress report, risk management strategy, and risk register
  • Identify information for inclusion in issue register and issue management strategy 
  • Identify activities and roles associated with the development and maintenance of (Risk and Issue) progress report, risk management strategy, and risk register
  • Identify activities and roles associated with the development and maintenance of issue management strategy and issue register 
  • Distinguish between risks and issues from each perspective 
  • Select suitable early warning indicators 
  • Determine how each role should apply the guidance provided by the governance theme risk and issue management 
  • Identify activities undertaken during each element of risk management framework and cycle, issue management framework and cycle, and configuration management steps
  • Analyze whether the programme is adhering to the principles of programme risk management
  • Analyze whether probability impact grids and summary risk profile, (Risk and Issue) progress report, risk management strategy, and risk register are fit for their purposes
  • Analyze whether issue register and issue management strategy are fit for purpose 
  • Determine whether entities are identified accurately according to type
  • Identify whether early warning indicators are fit for purpose 
  • Analyze whether specified activities associated with the governance theme risk and issue management should be undertaken by the programme management team
  • Analyze whether activities are appropriate for defined elements of risk management cycle, issue management cycle, and configuration management steps 
  • Analyze whether the results of applying the programme management risk management cycle are appropriate and fit for their purpose
  • Analyze whether the results of applying the results of the issue management cycle are appropriate and fit for their purpose

  • Identify the typical contents of an information management plan, information management strategy, quality and assurance plan, and quality and assurance strategy 
  • Identify the characteristics of the techniques that may be used to help assure that the programme is being delivered optimally
  • Ways that each of the programme management principles can be tested to ensure that the programme is being delivered optimally
  • Identify different purposes of Health Checks and maturity assessments
  • Learn the evolution of information baselines 
  • Identify the critical success factors that underpin successful information management systems 
  • Identify the transformational flow activities associated with the governance quality and assurance management
  • Identify quality and assurance activities that should be undertaken throughout the life of the programme
  • Determine the relationships between quality and the programme management principles 
  • Identify information to be included in the information management plan, information management strategy, quality and assurance plan, and quality and assurance strategy 
  • Determine the activities and roles involved in developing and maintaining the information management plan, information management strategy, quality and assurance plan, and quality and assurance strategy
  • Identify the appropriate techniques to ensure the programme is delivered optimally 
  • Determine how each role should apply the guidance provided by the governance theme quality and assurance management 
  • Assess whether the information in the information management plan, information management strategy, quality and assurance plan, and quality and assurance strategy is fit for purpose
  • Analyze if quality, assurance, audit, programme quality management, projects quality management, asset management, and configuration management are correctly identified 
  • Analyze the findings of techniques applied to ensure optimally delivered programmes 
  • Analyze whether specified activities associated with the governance theme quality and assurance management should be undertaken by members of the programme management team

  • Identify inputs, activities, and outputs of identifying a programme 
  • Identify inputs, activities, and outputs of defining a programme 
  • Identify inputs, activities, and outputs of managing a programme 
  • Identify inputs, activities, and outputs of delivering the capability 
  • Identify the factors to be considered while assessing the capacity of the organization to make changes
  • Identify conditions to be satisfied before transition can begin
  • Identify inputs, activities, and outputs of realizing the benefits 
  • Identify inputs, activities, and outputs of closing a programme 
  • Identify the accountabilities and responsibilities for identifying a programme, defining a programme, managing the tranches, delivering the capability, realizing the benefits, and closing a programme 
  • Identify information for programme mandate, programme brief, programme preparation plan, programme definition document, and project briefs
  • Identify tasks to be undertaken to achieve objectives and deliver the outputs of each of the transformational flow processes - identifying a programme, defining a programme, managing the tranches, delivering the capability, realizing the benefits, and closing a programme 
  • Determine the activities and roles involved in the tasks to achieve the objectives and deliver the outputs of transformational flow processes
  • Identify the formal approvals required during the life of a programme 
  • Determine whether programme closure should take place
  • Determine whether the results of tests for determining whether a programme can close
  • Analyze whether the information in programme mandate, programme brief, programme preparation plan, programme definition document, and project briefs is fit for its purpose
  • Analyze whether tasks achieve the objectives and deliver the outputs of each transformational flow process and are appropriate 
  • Analyze whether the roles have been involved in the execution of transformational flow processes
  • Analyze whether the proposed approvals are appropriate and likely to support the achievement of a programme’s objectives 
  • Determine whether a project should be closed

Exam & Certification FAQs

How long is the MSP®Practitioner certification valid for?

The MSP®Practitioner certification is valid for the period of five calendar years. To maintain your Practitioner status, you will have to take the re-registration exam before your certification expires, or maintain your points through CPD points and a digital badge.

 

What does the Practitioner Re-registration exam entail?

By successfully completing the MSP®Practitioner Re-registration exam, you will be able to remain certified for five additional years. The exam comprises three questions, each worth 20 marks. You need to attempt the exam within an hour and secure at least 30 out of a possible 60 (50%) to pass. The re-registration exam in open book, but you can only use the official printed hard copy of the Managing Successful Programmes Guide.

 

Can I add my MSP® certification to my profile?

Yes, you can state that you are a “MSP® Practitioner” on your resume, business cards, and online profiles as long as your certification is valid.

 

How quickly can I receive my results?

Candidates may receive examination results within immediately after the online web-based examination. Final results and the certificate are sent over email within 2 to 3 working days.

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