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Peoplecert MSP-Practitioner Exam Syllabus Topics:
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NEW QUESTION # 21
Which of following documents are parts of governance themes?
- A. Blueprint, Requirement Specification
- B. Blueprint, Vision, Quality management strategy
- C. System and product specification
- D. Business Case, Programme mandate
Answer: B
Explanation:
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.
NEW QUESTION # 22
Programme needs to create a working environment that is both robust and flexible enough to be able to cope with frequent and sometimes radical changes of boundary. Which programme management principle suggests this?
- A. Envisioning and communicating better future
- B. Remaining aligned with corporate strategy
- C. Adding value
- D. Leading change
Answer: B
NEW QUESTION # 23
Which of the following is not an Input to delivering the capability?
- A. Project outputs
- B. Blueprint
- C. Project dossier
- D. Business Case
Answer: A
Explanation:
Project outputs are actually the output of 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.
NEW QUESTION # 24
Which of the following is Not one of MSP defined levels of stakeholder engagement?
- A. Maintain Interest
- B. Keep informed
- C. Active Consultation
- D. Formally Approve
Answer: D
NEW QUESTION # 25
Which of following is correct about Benefits Management?
- A. Ensures programme is aware of positive and negative impact it might generate
- B. Is tightly aligned to transformational flow processes
- C. Ensures programme does right things and is aligned with strategy
- D. All of above
Answer: D
NEW QUESTION # 26
There is a risk that the utilities market is changing, with green energy solutions becoming more attractive to customers. As UU does not currently offer this type of green energy, the benefits gained from cross-selling electricity and gas to current water customers may be overestimated.
Which activity is relevant in the 'plan' phase of the Plan-Do-Check-Act (PDCA) cycle?
- A. Purchasing and selling a small amount of energy from renewable sources to provide an element of environmental credibility
- B. Scheduling daily monitoring of how many current water customers also buy either electricity or gas services
- C. Analysing the market trends for utility companies offering green energy solutions and how many customers they gain
- D. Surveying customers to assess if they are aware of UU's new green tariff introduced in response to this risk
Answer: C
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The Plan-Do-Check-Act (PDCA) cycle is applied throughout MSP to ensure continuous improvement and effective risk management. In the context of risk management, the 'Plan' phase involves identifying and assessing risks, understanding the current environment, and designing the appropriate responses. It is the analytical stage where the programme team gathers data to understand the scale and proximity of a threat to the programme's benefits.
In this scenario, the risk is a shift in market preference toward green energy. Option B is the correct activity for the 'Plan' phase because it involves research and analysis. Before a response can be designed (Do), the programme must understand the market trends and the potential impact on the cross-selling benefits.
Analyzing how many customers competitors are gaining through green energy provides the evidence base needed to adjust the Business Case or the Benefit Profiles. In contrast, Option D represents the 'Do' phase (implementing a response), Option A represents the 'Check' phase (monitoring results), and Option C is also a
'Check' or 'Act' activity to verify the effectiveness of a response already taken. For the 'Plan' phase, the focus remains on understanding the uncertainty to enable informed decision-making.
NEW QUESTION # 27
Here are three actions to be performed during the Smart Meter Programme. Which role has an area of focus associated with each statement?
Answer:
Explanation:
Explanation:
Action
Role
Provide expertise in UU's programme scheduling software
Programme office lead
Develop the process for procuring external trainers
Programme manager
Approve the process for assigning internal staff to the programme
Senior responsible owner
The Programme Office provides the technical "best practice" and tool expertise (scheduling software). The Programme Manager designs the management processes for delivery (procurement). The SRO approves the overarching governance and resource allocation rules.
NEW QUESTION # 28
Which of the following is a critical organizational element?
- A. Quality management and assurance
- B. Stakeholder engagement
- C. Delivery mechanisms for change
- D. Leading change
Answer: C
NEW QUESTION # 29
The Employment Contracts Project in Tranche 1 will identify the skills needed by sales staff. However, the Customer Processes Project in Tranche 2 will define new ways to sell gas and electricity to existing water customers which may result in changes to the previously defined skills requirements. If any rework is required, this would delay increasing the number of electricity and gas customers. The programme manager has set up a process to independently monitor the situation, so they can be warned immediately if this becomes likely to happen.
Which principle is being applied MOST by the programme manager when implementing the independent monitoring, and why?
- A. Align with priorities, because the content of Tranche 2 should be changed to reflect any emerging information
- B. Realize measurable benefits, because outcomes of benefit should be embedded at intermediate landing points at the end of each tranche
- C. Realize measurable benefits, because assuring risks to the benefits should contribute to improved decision-making
- D. Align with priorities, because the business case should be updated as a result of any identified delays to benefits
Answer: C
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The principle 'Realize measurable benefits' is at the heart of MSP. It posits that the only justification for a programme is the delivery of measurable improvements (benefits) that contribute to strategic objectives. This principle is not just about the end state; it involves the continuous management and assurance of benefits throughout the transformational flow. This includes identifying risks to benefits and implementing controls to mitigate those risks.
In this scenario, the potential for rework due to dependencies between tranches represents a significant risk to the timely realization of benefits (the increase in customers). The programme manager's implementation of
"independent monitoring" is a form of Benefit Assurance. Option D is the correct answer because MSP 5th Edition explicitly states that monitoring and assuring risks to benefits are vital for informed decision-making.
By setting up this warning system, the programme manager ensures that the SRO and Programme Board have the data needed to intervene before the delay occurs. This proactive approach ensures that the focus remains on the "realization" aspect of the principle. While "Align with priorities" (Options A and B) is relevant to the programme's overall direction, the specific act of monitoring a dependency that directly impacts the timing and success of benefit delivery is a primary application of the 'Realize measurable benefits' principle.
NEW QUESTION # 30
As a result of the Training Project in Tranche 3, a new onboarding process is being piloted. When new employees join the organization, they will be partnered with an experienced member of staff for their first two weeks. This will enable them to learn their new roles through observation, conversation, and hands-on experience to ensure that the increased number of gas and electricity customers is achieved.
Is this an appropriate application of the 'embed the outcomes' process, and why?
- A. No, because this new onboarding process should have been introduced when the call centres were rationalized
- B. No, because the onboarding process is an output of the Training Project, which is delivered as part of the 'deliver the capabilities' process
- C. Yes, because a key part of this process is to provide ways for staff to explicitly share their knowledge with others
- D. Yes, because training from a peer should ensure that benefit measures motivate the right behaviours from new employees
Answer: C
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Embed the outcomes' process in MSP 5th Edition is where the programme ensures that new capabilities are integrated into the daily operations of the business. A critical success factor for this process is the transition of knowledge. While projects deliver the "capability" (the onboarding process design), the process of embedding it requires ensuring that tacit knowledge (the experience of senior staff) is shared effectively with those who need to operate in the new state.
Option B is the correct answer because MSP 5th Edition highlights that embedding change is not just about following a manual; it is about cultural and behavioral shifts. The use of "observation, conversation, and hands-on experience" is a prime example of facilitating the transfer of tacit knowledge. By partnering new employees with experienced staff, the organization ensures that the "know-how" required to achieve the programme's strategic goals (like increasing customer numbers) is deeply rooted in the workforce. This peer- to-peer sharing helps the business-as-usual (BAU) environment absorb the change more naturally. While the project delivered the structure, the "Embed the outcomes" process focuses on these activities that ensure the capability is actually used and sustained. This alignment between the delivery of a project output and its operational adoption is what allows for the eventual realization of measurable benefits.
NEW QUESTION # 31
Which of the following is a KEY attribute for a Programme Manager?
- A. Have access to key stakeholders
- B. Have ongoing operational responsibilities within their business area
- C. A good knowledge of project management approaches
- D. Change management skills
Answer: C
Explanation:
A key attribute for a Programme Manager is a good knowledge of project management approaches. This expertise enables the Programme Manager to oversee and coordinate multiple interrelated projects, ensuring they deliver outputs that collectively realize programme objectives.
The MSP Practitioner states: "Programme Manager should have good project management skills," emphasizing that while strategic leadership and stakeholder engagement are important, the ability to manage the complexities of project delivery is fundamental to the Programme Manager role.
While change management skills and access to key stakeholders are important complementary abilities, the core responsibility of managing project delivery across a dossier of projects necessitates strong project management knowledge. The Programme Manager acts as the bridge between strategic programme objectives and tactical project execution, requiring detailed understanding of project methodologies, risk management, scheduling, resource coordination, and quality assurance.
This knowledge supports effective integration, issue resolution, and benefits delivery, positioning the Programme Manager as a central figure in programme success.
NEW QUESTION # 32
Who is accountable for approval to proceed?
- A. Sponsoring Group
- B. Programme board
- C. Group of directors
- D. SRO
Answer: D
NEW QUESTION # 33
The programme is in the 'evaluate new information' process at the end of Tranche 2. A new supplier has been identified that may be able to develop the next generation smart meters. This would be an alternative to developing them internally as part of the Research and Development Project and it could be faster and cheaper.
Which role should be responsible for evaluating this new information?
- A. Senior responsible owner
- B. Programme manager
- C. Business change manager
- D. Programme office lead
Answer: B
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Evaluate new information' process occurs at the end of each tranche (and continuously throughout) to assess whether the programme remains viable and aligned with its objectives. This process involves reviewing performance, risks, and external opportunities that could impact the business case or the target operating model.
In MSP 5th Edition, the Programme Manager is responsible for the setup and day-to-day management of the programme, which includes the analysis of factors that might require a change in direction. Option B is correct because the Programme Manager is tasked with evaluating the impact of such new information-in this case, a new supplier offering a faster, cheaper alternative-on the overall programme plan and the project delivery schedule. The Programme Manager performs the detailed analysis and then presents the findings and recommendations to the Senior Responsible Owner (SRO) for a final decision. While the SRO is the ultimate decision-maker, the responsibility for the evaluation of technical and management information resides with the Programme Manager. They must determine how this new "imported" solution affects dependencies, costs, and the realization of benefits before the SRO decides whether to pivot the strategy for Tranche 3.
NEW QUESTION # 34
The programme is in Tranche 2 and has been progressing according to plan. However, there have been difficulties transitioning to the new ways of working at the end of Tranche 1 and UU has had some customer complaints as a result. Therefore, the SRO asked the programme manager to replan the programme so that all remaining capabilities are transitioned at the end of the programme, instead of at the end of the tranche.
Is this an appropriate application of the 'structure' theme, and why?
- A. No, because applying the 'realize measurable benefits' principle requires outcomes of benefit to be embedded at intermediate landing points
- B. Yes, because applying the 'collaborate across boundaries' principle requires effective use of programme resources
- C. No, because applying the 'align with priorities' principle requires the content of the tranches to be changed, rather than delaying transition
- D. Yes, because applying the 'lead with purpose' principle requires delivery to be planned to realize outcomes of benefit
Answer: A
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
In MSP 5th Edition, the Structure Theme is heavily reliant on the principle of 'Realize measurable benefits.' A core tenet of this principle is that benefits should not be "big bang" deliveries at the very end of a programme. Instead, MSP advocates for an incremental approach where the programme is broken down into tranches, each culminating in a landing point. A landing point is a point in time when a set of capabilities is transitioned into the business, allowing for the realization of intermediate benefits and the embedding of new ways of working.
The SRO's request to delay all transitions until the end of the programme directly contradicts this principle.
Option C is correct because MSP 5th Edition mandates that outcomes of benefit should be embedded at these intermediate landing points. By doing so, the programme provides early value to the organization, validates the "pathway to benefits," and reduces the overall risk of failure. Delaying all transitions to the end creates a high-risk environment where the business may be overwhelmed by a massive amount of change at once.
Furthermore, the feedback loop from Tranche 1 (the customer complaints) should be used to improve the transition process for subsequent tranches, not to abandon the incremental delivery model altogether. The structure of a programme is specifically designed to provide these "safe harbors" where progress is assessed and benefits are consolidated before moving forward.
NEW QUESTION # 35
The programme is in the 'deliver the capabilities' process. When the Call Centre Rationalization Project is complete, it will be important to inform all staff and customers. This is because there will be new contact details for the new single call centre with longer opening hours. The programme manager has planned for both internal and external announcements to publicize this.
Which theme is MOST relevant to these planned activities?
- A. Knowledge
- B. Organization
- C. Decisions
- D. Structure
Answer: A
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The Knowledge Theme in MSP 5th Edition covers the management of information, including how it is communicated to stakeholders to support the transformation. A core element of this theme is Stakeholder Engagement, which requires a structured approach to informing, involving, and influencing those affected by the programme's outcomes.
In the scenario described, the activity of making "internal and external announcements" to inform staff and customers about new contact details is a fundamental part of the programme's communication strategy.
Option B is the correct answer because the Knowledge theme ensures that the right information reaches the right people at the right time. In MSP 5th Edition, communication is not just about broadcasting; it is about ensuring that the information provided (the new contact details) enables the successful adoption of the new capability (the rationalized call centre). Without this flow of knowledge, customers would be unable to access the service, and the benefit of "longer opening hours" would not be realized. This activity is a practical application of the theme's focus on information management and stakeholder communication to bridge the gap between delivering a technical capability and achieving a successful business outcome.
NEW QUESTION # 36
Which of the following is a programme management principle?
- A. Quality and assurance management
- B. Realizing the benefits
- C. Remaining aligned with corporate strategy
- D. Leadership and stakeholder management
Answer: C
Explanation:
Among the options, "Remaining aligned with corporate strategy" is identified as a core MSP programme management principle. The principles underpin the mindset and behaviors needed for successful programmes.
Other options, like Quality and assurance management and Leadership and stakeholder management, fall under governance themes or transformational flow rather than principles.
NEW QUESTION # 37
Who is accountable for approval to proceed?
- A. Sponsoring Group
- B. Programme board
- C. Group of directors
- D. SRO
Answer: D
Explanation:
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.
NEW QUESTION # 38
Which of the following is an activity in Defining a Programme?
- A. Design the Projects Dossier
- B. Produce the Programme Brief
- C. Align the projects with benefits realization
- D. Manage transition
Answer: A
NEW QUESTION # 39
In Managing the Tranches, which role is responsible for preparing for the next tranche?
- A. The Programme Board
- B. The Benefits Realization Manager
- C. The Programme Manager
- D. The Programme Office
Answer: C
NEW QUESTION # 40
Which document identifies appropriate milestones for benefit reviews?
- A. Benefit realization plan
- B. Business case
- C. Quality and assurance plan
- D. Information management plan
Answer: A
NEW QUESTION # 41
Which of following is part of critical benefits validation test?
- A. Availability
- B. Accurate
- C. Attribution
- D. Currency
Answer: C
Explanation:
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.
NEW QUESTION # 42
Which of the following is a Boundary document?
- A. Risk register
- B. Benefits Map
- C. Stakeholder profiles
- D. Programme preparation plan
Answer: B
Explanation:
The Benefits Map is categorized as a Boundary document. Boundary documents define the programme's scope, constraints, and interfaces with its environment, helping to establish what the programme will deliver and what lies outside its remit.
The MSP Practitioner explains: "Benefits Map is a Boundary document while others such as programme preparation plan, risk register, and stakeholder profiles are management documents." The Benefits Map visually depicts how outputs connect to outcomes and benefits, defining the boundary between delivery and benefits realization.
Boundary documents provide critical clarity for managing expectations, preventing scope creep, and ensuring alignment with strategic objectives, forming a foundation for programme governance and control.
NEW QUESTION # 43
Which of the following is NOT set out by the Programme Brief?
- A. Estimated cost
- B. Key resources needed
- C. Analysis of the options available
- D. Risks and issues
Answer: C
NEW QUESTION # 44
Which of below sentences describes Project Brief?
- A. Control framework for projects
- B. Control framework for programme
- C. Describes purpose, cost, time, performance requirements and constraints of a project
- D. List of all projects that will be part of programme
Answer: C
Explanation:
The Project Brief is a key document that describes the purpose, cost, time, performance requirements, and constraints of a specific project. It acts as the initial detailed definition of a project within the programme context. The MSP Practitioner states: "Project brief describes purpose, cost, time, performance requirements and constraints of a project," highlighting its role in defining project scope and parameters, which supports effective project delivery aligned to the programme objectives.
NEW QUESTION # 45
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