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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Topic
Details

Topic 1

Benefits Realization: Master techniques for identifying, defining, tracking and realizing the full range of benefits a programme is intended to deliver, with a focus on benefits measurement and realization.

Topic 2

Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.

Topic 3

Tailoring: Learn how to tailor the MSP 5th edition method to suit the specific needs and context of your programme and organization.

Topic 4

Resource Management: Learn how to allocate and optimize resources (human, financial and material) effectively, even in complex and changing environments, to achieve programme objectives.

Topic 5

Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.

Topic 6

Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.

Topic 7

Stakeholder Engagement: Learn how to effectively manage diverse stakeholders, including executives, sponsors, team members, suppliers and customers, with advanced communication and relationship-building skills.

Topic 8

Governance and Control: Gain an in-depth understanding of programme governance, including setting up and maintaining governance structures, accountability mechanisms and assurance processes to deliver programme success.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q62-Q67):

NEW QUESTION # 62
Which of following documents are parts of governance themes?

A. System and product specification
B. Blueprint, Vision, Quality management strategy
C. Business Case, Programme mandate
D. Blueprint, Requirement Specification

Answer: B

NEW QUESTION # 63
The following statement needs to be recorded:
"The vision statement will be developed and tested in a facilitated workshop with the senior officers from each department, before final approval by the CEO." In which section of the programme strategy should this be recorded?

A. Decision-making approach
B. Governance approach
C. Design approach
D. Stakeholder engagement approach

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:
In MSP 5th Edition, the Programme Strategy is a high-level document that outlines how the programme will be directed and managed. One of its vital components is the Design Approach. This section defines how the programme will design its future state, which includes the development of the Vision Statement and the Target Operating Model (TOM). The design approach specifies the methods, tools, and consultative processes (such as workshops) that will be used to ensure the design is robust and meets the strategic objectives.
The statement regarding the facilitated workshop for developing and testing the vision statement is a procedural detail of the "design" phase of the programme. Option C is correct because the vision statement is the cornerstone of the programme's design; it describes the "post-transformation" world. Therefore, the methodology for creating it-including who is involved (senior officers) and who approves it (CEO)- belongs in the Design Approach. While this involves stakeholders (Option B) and decisions (Option D), those are broader themes. The specific activity of forming the vision is a design activity. The Design Approach ensures that there is a structured way to move from the initial mandate to a clear, agreed-upon vision that guides all subsequent tranches and projects.

NEW QUESTION # 64
Who is accountable for confirming programme closure?

A. Sponsoring group
B. SRO
C. BCM
D. Programme Manager

Answer: B

NEW QUESTION # 65
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. Leading change
C. Remaining aligned with corporate strategy
D. Adding value

Answer: C

Explanation:
The principle "Remaining aligned with corporate strategy" requires programmes to be both robust and flexible, enabling them to adapt to frequent and sometimes radical strategic shifts. The MSP Practitioner clarifies that "Programmes need to adjust to strategic changes of organization so they should be robust and flexible to achieve that." This principle ensures programmes remain relevant and aligned throughout their lifecycle despite changes in organizational priorities or external conditions, enabling successful transformation delivery.

NEW QUESTION # 66
The programme manager has produced a rough estimate of costs based on the recently completed roll-out of smart metered services to electricity and gas customers.
Is this an appropriate application of the 'identify the programme' process, and why?

A. No, because the previous roll-out of smart metering services was for electricity and gas, not water, and the costs will be different
B. No, because a detailed financial plan will be developed to understand the costs during the 'plan progressive delivery' process
C. Yes, because time should not be wasted creating detailed costs and budgets during the identify the programme' process
D. Yes, because the programme manager needs to have some understanding of the cost before agreeing to proceed (or close)

Answer: D

Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
In the 'Identify the programme' process, the goal is to establish a high-level justification for the programme.
At this early stage, detailed information is rarely available, and the investment of significant time and resources into precise budgeting is not yet warranted. However, a "rough order of magnitude" estimate is essential for the Sponsoring Group to make an informed decision about whether the programme is worth pursuing.
Option B is the correct answer because the Programme Brief must contain a high-level business case. This includes an initial estimate of costs, benefits, and risks. The use of historical data (the previous electricity and gas rollout) is a common and appropriate technique for "top-down" estimation during this process. This
"understanding of the cost" allows the SRO to determine if the programme aligns with the organization's financial capacity before committing to the more expensive 'Design the outcomes' and 'Plan progressive delivery' processes. While Option A is partially true in that detailed budgets aren't required yet, the reason it is appropriate is specifically to enable the initial "go/no-go" decision. Option C is incorrect because while more detail is added later, some estimation is mandatory now. Option D is a valid risk to the accuracy of the estimate, but it does not make the application of the process inappropriate; adjustments for the different utility types would simply be part of the estimation logic.

NEW QUESTION # 67
......

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