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| Certification Vendor: | PeopleCert (Axelos) |
|---|---|
| Exam Name: | MSP Practitioner 5th Edition |
| Exam Number: | MSP-Practitioner |
| Certificate Validity Period: | 3-5 years (subject to PeopleCert renewal policy) |
| Exam Price: | USD 450-550 |
| Available Languages: | English |
| Real Exam Qty: | 70 |
| Exam Duration: | 150 minutes |
| Related Certifications: | MSP Foundation 5th Edition |
| Passing Score: | 70% |
| Exam Format: | Scenario-based questions, Objective Test Paper (OTP), Multiple Choice |
| Sample Questions: | Peoplecert MSP-Practitioner Sample Questions |
| Exam Way: | Online proctored exam or at authorized test centers |
| Pre Condition: | Must have passed MSP Foundation 5th Edition exam |
| Official Syllabus URL: | https://www.peoplecert.org |
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NEW QUESTION # 56
Which of following documents are parts of governance themes?
Answer: A
NEW QUESTION # 57
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: A
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 # 58
For a business transformation programme, which of scenarios will lead to high probability of success?
Answer: C
NEW QUESTION # 59
Which of the following is NOT set out by the Programme Brief?
Answer: D
Explanation:
Analysis of the options available is not typically included in the Programme Brief but is developed during the preparation of the Business Case.
The MSP Practitioner clarifies: "Analysis of options starts while preparing business case," meaning the Programme Brief sets out the scope, risks, costs, and key resources but does not contain detailed option appraisal.
This distinction helps ensure the Programme Brief remains a focused and concise document outlining programme intent and governance, while the Business Case undertakes the detailed financial and strategic evaluation required for decision-making.
NEW QUESTION # 60
In delivering the capability, who is responsible for aligning projects with benefits realization?
Answer: A
Explanation:
Both the Business Change Manager (BCM) and the Programme Manager share responsibility for aligning projects with benefits realization. The MSP Practitioner highlights that "Both roles are responsible for this task as projects are overseen by programme manager, and benefits are under BCM supervision." The Programme Manager ensures that project outputs are delivered on time, within scope, and aligned to programme objectives, while the BCM ensures that these outputs translate into tangible benefits once transitioned into operational use.
This dual responsibility ensures seamless coordination between delivery and realization functions, bridging the gap between project outputs and strategic outcomes. Without this collaboration, there is a risk of projects delivering outputs that fail to produce the intended business improvements.
Together, the Programme Manager and BCM form a critical partnership in MSP's approach to ensuring benefits are fully realized, tracked, and maximized throughout and beyond the programme lifecycle.
NEW QUESTION # 61
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