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| Section | Objectives |
|---|
| Governing Themes | - Blueprint
- 1. Target architecture
- 2. Maintaining the blueprint
- 3. Transition architecture
- Organization
- 1. Roles and responsibilities
- 2. Programme Organization structure
- 3. Business Change Assistant roles
- Vision
- 1. Linking vision to organizational strategy
- 2. Defining and communicating the vision
- Business Case
- 1. Realizing and measuring benefits
- 2. Investment decision making
- 3. Benefits dependency network
|
| Seven Sins Themes of MSP | - Leading and Supporting Change
- 1. Communication planning
- 2. Stakeholder engagement
- Evaluating the Programme's Health
- 1. Health check activities
- 2. Exception handling
- Defining and Gaining Approval of the Business Case
- 1. Risk-reward analysis
- 2. Cost-benefit analysis
- Managing the Business Layer
- 1. Business as usual integration
- 2. Portfolio alignment
- Delivering the Benefits (Outcomes)
- 1. Benefits realization tracking
- 2. Sustained behaviour change
- Embedding the Outcomes
- 1. Capability exploitation
- 2. Organizational learning
- Delivering the Capability (Outputs)
- 1. Quality and readiness
- 2. Project convergence
|
| Delivery Teams | - Programme Support
- 1. Business Analyst function
- 2. Risk and issue management
- Business Readiness
- 1. Training and communication
- 2. Transition planning
- Project-level Delivery
- 1. Project team structures
- 2. Interfaces between projects
|
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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q22-Q27):
NEW QUESTION # 22
Which of the following statements is FALSE?
- A. The SRO must have enough seniority to take on accountability for the programme delivery.
- B. The SRO acts as the Project Executive on all the Project Boards.
- C. The SRO is appointed by the Sponsoring Group.
- D. The SRO is likely to be a peer of the Sponsoring Group.
Answer: B
Explanation:
The false statement here is that the SRO acts as the Project Executive on all the Project Boards. The MSP Practitioner explicitly clarifies that the SRO does not take on this project-level responsibility. Instead, the SRO's role is to provide overall accountability for the programme and to ensure the programme delivers its intended outcomes and benefits.
The SRO holds a senior position with enough authority to make decisions and secure resources and is typically a peer of the Sponsoring Group to ensure alignment with corporate strategy. The Sponsoring Group appoints the SRO to oversee the programme's governance and delivery effectively.
Project Executives, in contrast, represent individual projects within the programme and report to the SRO via the programme governance structure. They focus on delivering specific project outputs, while the SRO's responsibility is to coordinate these efforts to achieve strategic benefits.
This distinction is vital to MSP's governance architecture: it prevents the SRO from being burdened with operational project detail, allowing focus on strategic oversight, stakeholder engagement, and benefit realization.
The MSP Practitioner states: "SRO doesn't act as a project representative," underscoring the clear division between programme and project governance to maintain effective control and leadership throughout the programme lifecycle.
NEW QUESTION # 23
Which of following is not expected from senior leadership of programme?
- A. Skilful in active management of cultural and people issues
- B. Good budgeting and resource allocation skills
- C. Empowered decision making
- D. Ability to create a compelling vision portraying a beneficial future
Answer: B
NEW QUESTION # 24
POTI model is part of which governance theme?
- A. Business Case
- B. Blueprint
- C. Vision
- D. Risk and issue management
Answer: B
NEW QUESTION # 25
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. Leading change
- B. Adding value
- C. Envisioning and communicating better future
- D. Remaining aligned with corporate strategy
Answer: D
NEW QUESTION # 26
Who produces Business Case?
- A. SRO
- B. Sponsoring Group
- C. BCM
- D. Programme Manager
Answer: D
Explanation:
The Programme Manager is responsible for producing the Business Case. This document outlines the justification for the programme, including costs, benefits, risks, and options. The Programme Manager prepares the Business Case to ensure it is comprehensive, realistic, and aligned with the programme's objectives.
The MSP Practitioner notes: "Programme manager prepares it as he is responsible for it," emphasizing the role's responsibility to articulate the strategic rationale and provide a sound basis for decision-making. The Business Case is then reviewed and approved by the SRO and other governance bodies.
The Programme Manager collaborates with other roles such as the Business Change Manager and SRO to ensure all aspects of the Business Case are valid and supported. This role is pivotal in maintaining the integrity and credibility of the programme justification throughout its lifecycle.
NEW QUESTION # 27
......
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