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Peoplecert MSP-Practitioner Exam Syllabus Topics:

TopicDetails
Topic 1
  • 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 2
  • Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 3
  • Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
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.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q60-Q65):

NEW QUESTION # 60
Which of the following is kind of a vision led programme?

Answer: A


NEW QUESTION # 61
Which of the following is a KEY attribute for a Programme Manager?

Answer: B


NEW QUESTION # 62
The programme manager has analysed the costs of using an expert external company to work on the Research and Development Project. Although using the external experts is likely to produce a higher quality solution which would lead to increased organizational adoption, the SRO has insisted that the project only uses internal staff to minimize costs.
Is the SRO's response an appropriate application of the 'deploy diverse skills' principle, 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 'Deploy diverse skills' principle in MSP 5th Edition emphasizes that programme management requires a specific set of capabilities that are different from project management or business-as-usual (BAU). This principle states that a programme must have access to the right people, with the right skills, at the right time.
This often involves a blend of internal staff who understand the organizational culture and external experts who bring specialized knowledge or "best-in-class" technical skills that may not exist within the organization.
The SRO's decision to use only internal staff purely to minimize costs, despite evidence that external experts would provide a higher quality solution and better adoption, is a violation of this principle. Option D is correct because MSP specifically guides that the focus should be on achieving the outcomes of benefit. If the lack of specialized skills leads to a lower quality solution or poor adoption, the programme's benefits are at risk. The principle of 'deploying diverse skills' encourages looking beyond cost to ensure the capability delivered is fit for purpose. While building internal skills (Option B) is a secondary benefit of programmes, it should not come at the expense of the programme's ability to successfully deliver its primary transformational objectives. The SRO's role is to ensure the programme is set up for success, which includes securing the necessary expertise to realize the vision.


NEW QUESTION # 63
The programme is in the 'identify the programme' process. The CEngO is concerned that the engineering department will not be able to deliver the proposed Engineering Department Work at the same time as supporting the research into new smart meters and water leak detection equipment. The programme board believes that the engineering department will be able to manage, if the programme is planned optimally.
Which role is MOST LIKELY to approve the programme board's recommendation?

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:
The 'Identify the programme' process is the initial stage of the MSP transformational flow. Its primary purpose is to turn a vague idea or mandate into a clear programme brief that justifies further investment.
During this process, the Senior Responsible Owner (SRO) is appointed to take personal accountability for the programme.
According to MSP 5th Edition, the SRO is the ultimate decision-maker at this stage. While the Programme Board (which may include the CEngO and other senior leads) provides advice and recommendations regarding resource feasibility and capacity, it is the SRO who must approve the way forward. Option A is correct because the SRO is responsible for ensuring the programme is viable and achievable. If the CEngO raises concerns about resource over-commitment, the SRO must weigh these concerns against the programme's strategic value and the Board's optimistic view. Ultimately, the SRO signs off on the programme brief and seeks authorization from the Sponsoring Group to move to the 'Design the outcomes' process. The Programme Manager (Option B) supports the process, but does not have the authority to approve the strategic direction or resource allocations of this magnitude. The SRO's role is to provide the leadership and decision- making necessary to resolve such internal resource conflicts at the start of the journey.


NEW QUESTION # 64
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?

Answer: B


NEW QUESTION # 65
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