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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	Tailoring: Learn how to tailor the MSP 5th edition method to suit the specific needs and context of your programme and organization.
Topic 3	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 4	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 5	Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
Topic 6	Risk and Issue Management: Acquire advanced knowledge of identifying, assessing and managing risks and issues that can impact a programme's success.
Topic 7	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 8	Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q20-Q25):

NEW QUESTION # 20
At which transformational flow basic programme controls are established?

A. Identifying the programme
B. Defining the programme
C. None of above
D. Managing the tranches

Answer: A

Explanation:
Basic governance arrangements, including programme controls, are established during the 'Identifying the Programme' phase. These initial controls set the foundation for how the programme will be governed, including accountability structures, reporting lines, and approval mechanisms.
The MSP Practitioner states: "Basic governance arrangements to be used in Defining a programme are prepared in identifying a programme," emphasizing the importance of establishing governance early to guide subsequent programme phases effectively.
Establishing these controls upfront ensures clarity, reduces ambiguity, and provides a framework within which the programme can operate with discipline and alignment to strategic goals.

NEW QUESTION # 21
Which of the following is not correct about 'Leading change'?

A. Actively engage stakeholder
B. Appoint right people at right time
C. Get approval from sponsoring group
D. Create novel solutions to problems

Answer: C

NEW QUESTION # 22
Which of the following statements best defines 'transformational Flow'?

A. Common factors of success derived from lessons learned in programmes that had both positive and negative results
B. Temporary flexible organization created to coordinate, direct and oversee implementation of set of related projects
C. Provides a route through lifecycle of a programme, from its conception through to delivering new capability
D. Allow organizations to put in place right leadership, delivery team, robust organization structures and controls

Answer: C

Explanation:
Transformational Flow in MSP defines the route a programme follows through its lifecycle-from initial conception, through delivery of new capabilities, transitioning to desired outcomes, realizing benefits, and finally closing the programme. It guides the programme's progression through each phase to ensure the transformation is successful. This concept is central to MSP's approach to managing transformational change and is explicitly described as providing the route through the lifecycle of a programme, from conception to delivering new capability.

NEW QUESTION # 23
Which of the following is an activity in Defining a Programme?

A. Manage transition
B. Align the projects with benefits realization
C. Produce the Programme Brief
D. Design the Projects Dossier

Answer: D

Explanation:
Designing the Projects Dossier is a key activity in the 'Defining a Programme' process. The Projects Dossier is a comprehensive document that defines all the projects within the programme, detailing their scope, objectives, interdependencies, and delivery approach.
The MSP Practitioner states: "Only project dossier is created in defining programme from available options," emphasizing that managing transition, producing the Programme Brief, and aligning projects with benefits realization occur in later programme stages.
Developing a well-structured Projects Dossier is critical for effective programme planning, control, and coordination of project delivery to achieve overall programme benefits.

NEW QUESTION # 24
Which of the following statements is FALSE?

A. The SRO is likely to be a peer of the Sponsoring Group.
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 must have enough seniority to take on accountability for the programme delivery.

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 # 25
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