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| Certification Vendor: | PeopleCert |
|---|---|
| Exam Name: | MSP Practitioner, 5th edition Exam |
| Exam Number: | MSP-Practitioner |
| Exam Price: | from US$778.00 |
| Certificate Validity Period: | 3 years |
| Exam Duration: | 150 minutes |
| Passing Score: | 60% (42/70 marks) |
| Exam Format: | Open book, Matching questions, Multiple choice, Scenario-based, Objective testing |
| Related Certifications: | MSP Practitioner, 4th edition MSP Foundation, 5th edition |
| Available Languages: | Chinese, English |
| Real Exam Qty: | 58 questions with sub-questions (70 marks total) |
| Recommended Training: | PeopleCert Official Training |
| Exam Registration: | PeopleCert Official Registration |
| Sample Questions: | Peoplecert MSP-Practitioner Sample Questions |
| Exam Way: | Online proctored exam, available 24/7 |
| Pre Condition: | Must hold MSP Foundation 5th edition or MSP Practitioner 4th edition certification |
| Official Syllabus URL: | https://www.peoplecert.org/en/browse-certifications/project-programme-and-portfolio-management/msp-6/msp-practitioner-5th-edition-2932/ |
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NEW QUESTION # 63
Which of the following is an Information Baseline?
Answer: C
NEW QUESTION # 64
The 'identify the programme' process has started. The programme manager organized a meeting to discuss the work being planned for the 'design the outcomes' process. It was agreed that the Call Centre Manager and the CEngO should be included in future planning meetings.
Which theme is being applied?
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 Organization Theme in MSP 5th Edition is concerned with defining the governance structure, roles, and responsibilities necessary for the programme to succeed. This includes not just the core programme team (SRO, Programme Manager, BCM), but also how the programme interacts with functional departments and operational managers who will be affected by the change.
In this scenario, the decision to include the Call Centre Manager and the CEngO in future planning meetings is a direct application of the Organization theme. Option A is correct because this action identifies the key individuals needed to provide leadership and operational insight within the programme's governance framework. By including these roles early in the 'Identify the programme' and 'Design the outcomes' phases, the programme manager ensures that the "right people" are involved in shaping the future state. This facilitates better stakeholder engagement and ensures that the design is grounded in operational reality. While their input will certainly affect the "Design" (Option B), the act of defining who is involved in the meetings and clarifying their role in the programme's decision-making structure is an organizational activity. Proper organization ensures that there is clear accountability and that the necessary expertise is embedded within the programme's management team from the outset.
NEW QUESTION # 65
The programme is in the 'design the outcomes' process. One risk to the programme is that new and improved meter technology may be developed during implementation. This risk has been assessed as high probability and high impact and is therefore a high priority. The initial delivery approach proposes a phased roll-out of the meters so that the programme can exploit any new technology that emerges. The CTO has been appointed as the owner of this risk.
Is this appointment an appropriate application of the identify and prioritize risks' activity, and why?
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 Risk Theme in MSP 5th Edition requires that all identified risks (both threats and opportunities) are assigned to an appropriate owner. A Risk Owner is someone who has the authority and resources to manage the risk and who is accountable for ensuring that the chosen response is implemented effectively. The seniority of the risk owner should be proportional to the level of risk exposure.
In this scenario, the risk-potential technological obsolescence or the opportunity for better technology-is categorized as high probability and high impact. This represents a significant exposure for the programme.
Option A is the correct answer because MSP guidance states that high-priority risks that could fundamentally affect the programme's technical strategy or benefit realization should be owned by senior leaders. The Chief Technology Officer (CTO) is the ideal owner because they have the strategic oversight and technical authority to manage a risk related to "next-generation" smart meters. Appointing a senior executive ensures that the risk receives the necessary attention at the Programme Board level and that the phased roll-out strategy is technically sound and aligned with the organization's long-term technology roadmap. This demonstrates a mature application of risk management where accountability is placed at the level where the most impact can be made.
NEW QUESTION # 66
Three items of information have been recorded in the documents to support the 'decisions' theme. In which document should they be recorded?
Answer:
Explanation:
Explanation:
Decision Item
Document
Each project will have a change control authority... up to £5,000. Above this level... referred to a programme authority... over £10,000 to the CEO/CFO Programme strategy: Decision-making approach There is a low likelihood that legislation may be passed that allows customers to immediately switch utility providers without penalty Risk register
'Return on investment' will be used at the programme level as the basis for calculating the profit or loss generated in relation to money invested Decision register Setting monetary thresholds for escalation and delegation is a "Decision-making approach" activity.
Legislative uncertainty with a probability and impact is a Risk. Documenting the specific criteria or "basis" used for previous or current decisions belongs in the Decision Register.
NEW QUESTION # 67
Who has the responsibility for monitoring the progress of benefits realization against the plan?
Answer: C
Explanation:
The Business Change Manager (BCM) holds the primary responsibility for monitoring the progress of benefits realization against the plan. This role is focused on ensuring that the expected benefits from the programme's outputs and outcomes are actually realized in the business environment. The BCM works closely with stakeholders, operational managers, and programme teams to track benefit achievement, resolve issues that might impede benefit delivery, and report progress.
According to the MSP Practitioner: "BCM is responsible for monitoring benefits." This accountability includes validating that the changes introduced by the programme are embedded within business operations and are delivering measurable value as outlined in the Benefits Realization Plan. The BCM must maintain a clear line of sight on benefits, manage dependencies between projects and operational teams, and oversee any transition activities required to sustain benefits.
The Programme Manager and Senior Responsible Owner (SRO) have broader accountability for programme delivery and governance, but it is the BCM who acts as the day-to-day custodian of benefits. They translate strategic benefit objectives into operational terms and ensure the organisation adapts to new ways of working.
This ensures that benefits do not remain theoretical but are tangibly realized, measured, and maximized over time.
Effective benefits monitoring by the BCM mitigates the risk of programmes delivering outputs that do not translate into business improvements or strategic value, reinforcing MSP's emphasis on outcome-focused delivery.
NEW QUESTION # 68
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