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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Section	Objectives
Topic 1: Governing Themes	- Organization 1. Programme Organization structure 2. Business Change Assistant roles 3. Roles and responsibilities - Business Case 1. Investment decision making 2. Benefits dependency network 3. Realizing and measuring benefits - Vision 1. Linking vision to organizational strategy 2. Defining and communicating the vision - Blueprint 1. Target architecture 2. Maintaining the blueprint 3. Transition architecture
Topic 2: Delivery Teams	- Project-level Delivery 1. Interfaces between projects 2. Project team structures - Business Readiness 1. Transition planning 2. Training and communication - Programme Support 1. Risk and issue management 2. Business Analyst function
Topic 3: Seven Sins Themes of MSP	- Leading and Supporting Change 1. Stakeholder engagement 2. Communication planning - Managing the Business Layer 1. Business as usual integration 2. Portfolio alignment - Defining and Gaining Approval of the Business Case 1. Risk-reward analysis 2. Cost-benefit analysis - Delivering the Capability (Outputs) 1. Quality and readiness 2. Project convergence - Evaluating the Programme's Health 1. Health check activities 2. Exception handling - Delivering the Benefits (Outcomes) 1. Sustained behaviour change 2. Benefits realization tracking - Embedding the Outcomes 1. Organizational learning 2. Capability exploitation

Section

Objectives

Topic 1: Governing Themes

- Organization

1. Programme Organization structure
2. Business Change Assistant roles
3. Roles and responsibilities

- Business Case

1. Investment decision making
2. Benefits dependency network
3. Realizing and measuring benefits

- Vision

1. Linking vision to organizational strategy
2. Defining and communicating the vision

- Blueprint

1. Target architecture
2. Maintaining the blueprint
3. Transition architecture

Topic 2: Delivery Teams

- Project-level Delivery

1. Interfaces between projects
2. Project team structures

- Business Readiness

1. Transition planning
2. Training and communication

- Programme Support

1. Risk and issue management
2. Business Analyst function

Topic 3: Seven Sins Themes of MSP

- Leading and Supporting Change

1. Stakeholder engagement
2. Communication planning

- Managing the Business Layer

1. Business as usual integration
2. Portfolio alignment

- Defining and Gaining Approval of the Business Case

1. Risk-reward analysis
2. Cost-benefit analysis

- Delivering the Capability (Outputs)

1. Quality and readiness
2. Project convergence

- Evaluating the Programme's Health

1. Health check activities
2. Exception handling

- Delivering the Benefits (Outcomes)

1. Sustained behaviour change
2. Benefits realization tracking

- Embedding the Outcomes

1. Organizational learning
2. Capability exploitation

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Peoplecert MSP Practitioner, 5th edition Exam MSP-Practitioner Prüfungsfragen mit Lösungen (Q66-Q71):

66. Frage
Which of the following is NOT normally a characteristic of the Vision Statement?

A. It is short
B. It must be time dependent
C. It must describe a desirable future
D. Key benefits are implicit

Antwort: B

Begründung:
A Vision Statement is a succinct and compelling description of the desirable future state that the programme aims to achieve. It serves to inspire and align stakeholders around the intended outcomes and benefits. The MSP Practitioner outlines key characteristics of a Vision Statement, including that it must describe a desirable future and be concise to ensure clarity and focus.
Key benefits are often implicit within the Vision, providing a motivational overview without delving into detailed measurement or timelines.
However, the Vision Statement is NOT normally time-dependent. Time frames and milestones are introduced later in the programme planning stages, such as in the Business Case or Programme Plan. The MSP Practitioner explains: "Vision statement does not include time frames until programme is time bound in nature," which means the Vision is more about 'what' will be achieved rather than 'when.' This approach allows the Vision to remain stable even if timeframes or specific project plans evolve. The focus remains on the transformational goal, providing a constant reference point as the programme adapts to challenges and changes.
Therefore, including time-dependence in the Vision Statement could unnecessarily constrain the programme's strategic focus or create misalignment if schedules shift.

67. Frage
Which of following documents are parts of governance themes?

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

Antwort: C

68. Frage
Which of the following is an Information Baseline?

A. All of above
B. Boundary
C. Governance
D. Management

Antwort: A

69. Frage
The Training Project has included some interactive games in the training materials. This is to help engineering staff members share ideas and experiences during the training of how to apply the new processes. However, the CEngO thinks that the engineering staff members will find this approach rather childish as they are very experienced and normally work independently. As a result, the CEngO has asked for the games to be removed from the training materials.
Is the CEngO's request an appropriate application of the 'knowledge' theme, and why?

A. Yes, because the training materials should be documented in a clear format so that the engineers can access it
B. Yes, because the engineers should be given time to reflect on the training so they can make improvements
C. No, because games can be used to help the engineers think creatively and improve their learning
D. No, because the objective of training is to ensure that the engineers learn lessons as quickly as possible

Antwort: C

Begründung:
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 encourages innovative and effective ways to facilitate learning and knowledge transfer. The framework recognizes that for complex organizational change to "stick," the people involved must not just receive information but actually engage with it and internalize it. Using interactive elements, such as gamification or collaborative workshops, is a recognized method for stimulating creativity and fostering a learning culture.
Option C is the correct answer. The CEngO's request to remove the games based on a perception of them being "childish" ignores the psychological benefits of interactive learning. Games and simulations can help even highly experienced staff members explore new processes in a safe environment, share their own tacit knowledge, and identify potential flaws in the proposed future state. According to MSP guidance, the goal of knowledge management is to maximize the organization's capability to change. If the games are designed to help engineers "share ideas and experiences," they are serving a vital role in knowledge sharing. Removing them solely based on an assumption of the staff's reaction-without testing the effectiveness of the training- is contrary to the MSP's focus on evidence-based improvement and effective stakeholder engagement.

70. Frage
The Department of Utilities Oversight (DOUO) is the regulating body overseeing utility companies in the region. The regulator has advised UU that they are concerned there will be a lack of competition in the industry, once UU sales are increased. UU has contacted both the DOUO and other water companies in the region to work on identifying solutions that would be practical for everyone.
Is this an appropriate application of the 'collaborate across boundaries' principle, and why?

A. No, because making knowledge as clear and accessible as possible is an application of the 'deal with ambiguity' principle
B. Yes, because this should ensure open and honest two-way communication with key stakeholders about the expected UU sales
C. Yes, because this should ensure that the right stakeholders are involved in creating the right policies for future industry regulation
D. No, because the application of the 'collaborate across boundaries' principle should focus on effective interaction between UU's internal departments

Antwort: C

Begründung:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The principle of 'Collaborate across boundaries' in MSP 5th Edition emphasizes that programmes are often cross-functional and involve a diverse range of stakeholders, both internal and external to the organization.
This principle acknowledges that the outcomes and benefits of a programme are rarely achieved in isolation.
To be successful, a programme must break down silos and engage with the broader ecosystem, which includes partners, suppliers, regulators, and even competitors where appropriate.
In this scenario, UU is proactively engaging with the external regulator (DOUO) and other water companies.
This is a direct application of collaborating across boundaries because it seeks to build a collaborative environment to solve a shared industry challenge-ensuring fair competition. Option B is correct because the essence of this principle is about involving the "right stakeholders" to ensure that the environment in which the programme operates is supportive of its goals. By working with the regulator and other companies, UU is ensuring that the policies and solutions developed are practical and inclusive, rather than being imposed externally. This collaboration reduces the risk of future regulatory intervention that could derail the programme's success. While internal collaboration (Option D) is part of the principle, limiting it to internal departments would be an incorrect and narrow interpretation of the MSP framework, which specifically encourages looking outward to the wider context of the programme.

71. Frage
......

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