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Peoplecert MSP-Practitioner Exam Syllabus Topics:

TopicDetails
Topic 1
  • Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.
Topic 2
  • Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
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
  • 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 5
  • Risk and Issue Management: Acquire advanced knowledge of identifying, assessing and managing risks and issues that can impact a programme's 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 (Q18-Q23):

NEW QUESTION # 18
Which of following Best defines capital cost?

Answer: B

Explanation:
Capital costs are the costs of fixed assets and other tangible assets that are required for the programme. The MSP Practitioner states: "Cost of fixed assets and other assets that are found under 'Technology' head in blueprint is called Capital cost." This typically includes equipment, buildings, and infrastructure necessary for the programme outputs.


NEW QUESTION # 19
Who produces Business Case?

Answer: C


NEW QUESTION # 20
Which activity from the Smart Meter Programme should be delivered using a continual improvement approach?

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:
MSP 5th Edition advocates for the use of different delivery life cycles depending on the nature of the work.
While some projects are best suited to a "linear" (waterfall) approach, others benefit from incremental or continual improvement (agile) approaches. Continual improvement is particularly effective when the outcome can be delivered in stages, allowing for feedback and refinement at each step.
Option D is the correct answer because the physical rollout of smart meters is a repetitive process that provides numerous opportunities for learning. By "installing new water meters gradually," the programme can apply lessons learned from the first set of installations to the next, improving efficiency, customer communication, and technical reliability as the rollout progresses. This is the essence of the Plan-Do-Check- Act (PDCA) cycle within the transformational flow.
* Option A (legal/contractual) usually requires a discrete, linear completion.
* Option B (IT systems) often requires complex integration that might be incremental but is less about
"continual improvement" of a repetitive rollout.
* Option C is a R&D/product development activity.
Option D represents the best fit for an iterative, learning-based approach where the pace and quality of delivery are refined based on real-world operational feedback.


NEW QUESTION # 21
Which of the following is not an Input to delivering the capability?

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 # 22
The programme is in the 'plan progressive delivery' process. The programme manager has recommended that the funds for the HR Work should come from a different source to the funding for the project work.
During which activity is the SRO responsible for providing formal approval for this recommendation?

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 progressive delivery' process is where the detailed plans for the tranches and projects are finalized, and the financial requirements are clarified. This process bridges the gap between the initial design and the start of actual delivery. One of the final and most critical activities in this process (and indeed in most MSP processes) is 'Agree to proceed (or close)'.
In MSP 5th Edition, the Senior Responsible Owner (SRO) holds the ultimate authority to commit the organization to the investment. While the Programme Manager develops the recommendation for funding sources during the planning activities, the SRO must formally approve the entire package of plans, the budget, and the funding strategy before the programme can move into the delivery tranches. Option D is the correct answer because this specific activity represents the "gate" at the end of the planning process. By "agreeing to proceed," the SRO is providing the final authorization for the financial arrangements and the overall delivery strategy. This ensures that the SRO is fully satisfied with the justification and the resource commitments before any significant expenditure begins in Tranche 1. It is a fundamental governance checkpoint that ensures the SRO remains in control of the programme's viability and strategic alignment.


NEW QUESTION # 23
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