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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Topic	Details
Topic 1	Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 2	Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
Topic 3	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 4	Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.
Topic 5	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.
Topic 6	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.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q109-Q114):

NEW QUESTION # 109
Which of below sentences best defines programme management?

A. Management of set of activities with dependencies and deadlines with aim of realizing benefits
B. Executing dependent projects with aim of realizing benefits
C. Coordinating projects under a common umbrella
D. Action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance

Answer: D

Explanation:
Programme management is defined in MSP as "the action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance." This definition underscores the holistic and strategic nature of programme management, integrating multiple projects and transformational efforts to deliver outcomes that align with organizational strategy.
The MSP Practitioner emphasizes the coordinated nature of programme management that differentiates it from project or portfolio management, focusing on realization of benefits through strategic change delivery.
This definition encapsulates the complexity and scope of programme management, ensuring delivery is both controlled and aligned to strategic goals.

NEW QUESTION # 110
Which of the following defines Dis-benefit?

A. Unplanned scenario that has happened and needs management intervention to reduce negative impact
B. A scenario that may bring profit or loss to programme
C. Measurable decline resulting from outcome perceived as negative
D. Measurable improvement resulting from outcome perceived as an advantage

Answer: C

Explanation:
A dis-benefit is defined as a measurable decline resulting from an outcome perceived as negative. The MSP Practitioner clearly states: "Measurable decline resulting from outcome perceived as negative defines mis- benefit," highlighting the need to manage and mitigate dis-benefits as part of benefits management to ensure overall programme success.

NEW QUESTION # 111
Which of the following is a programme management principle?

A. Realizing the benefits
B. Quality and assurance management
C. Leadership and stakeholder management
D. Remaining aligned with corporate strategy

Answer: D

NEW QUESTION # 112
Which of the following is NOT an MSP Governance Theme?

A. Leadership and Stakeholder Engagement
B. Organization
C. Quality Management
D. Learning from Experience

Answer: D

Explanation:
Learning from Experience is not classified as a Governance Theme but rather a Programme Management Principle in MSP.
The MSP Practitioner clarifies: "Learning from experience is Programme management principle," which means it influences how programmes are managed but does not constitute a governance theme.
Governance Themes focus on structural elements such as Leadership and Stakeholder Engagement, Quality Management, and Organization, which provide the framework and controls for programme delivery.
Understanding this distinction aids in correctly applying MSP components to programme design and governance structures.

NEW QUESTION # 113
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 # 114
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