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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 3	Tailoring: Learn how to tailor the MSP 5th edition method to suit the specific needs and context of your programme and organization.
Topic 4	Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
Topic 5	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 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	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 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 (Q69-Q74):

NEW QUESTION # 69
Which of the following defines an Emergent programme?

A. Evolved from concurrent, individual projects with need to ensure compliance to organization strategy
B. Programme focused on transforming the way business functions
C. Translation of political priorities into a programme to refine and deliver desired changes
D. Must do programmes often due to result of an external event and aimed to avoid negative implications

Answer: A

Explanation:
An Emergent programme is characterized by its evolution from a set of concurrent, individual projects that arise independently but require coordination to ensure they align with organizational strategy. The MSP Practitioner defines Emergent programmes as: "Programmes evolved from concurrent, individual projects with need to ensure compliance to organization strategy." This reflects programmes that may not have been planned from the start as a programme but are brought together to align with strategic goals and provide greater control and coherence.

NEW QUESTION # 70
Which of following is input for 'managing the tranches'?

A. Programme Brief
B. Programme preparation plan
C. Approval to proceed
D. Assurance review reports

Answer: C

Explanation:
Approval to proceed is a critical input for the 'Managing the Tranches' process. Without formal approval, the programme cannot move into tranche delivery phases. The MSP Practitioner specifies: "Without approval to proceed, programme will not enter this process." This highlights the formal gating and control process essential for structured programme progression.

NEW QUESTION # 71
Which of following documents are parts of governance themes?

A. Business Case, Programme mandate
B. Blueprint, Requirement Specification
C. System and product specification
D. Blueprint, Vision, Quality management strategy

Answer: D

Explanation:
Blueprint, Vision, and Quality Management Strategy are core parts of MSP's Governance Themes. These documents set the strategic direction, define the future state, and establish quality control frameworks, respectively.
The MSP Practitioner notes: "Blueprint, Business Case, Vision, Quality management are governance themes," though the Business Case and Programme Mandate also play governance roles, the listed group in option A is most directly related to governance themes that provide control and assurance.
These documents form the backbone of programme governance by setting expectations, standards, and guiding principles that ensure the programme remains aligned with corporate strategy and delivers value effectively.

NEW QUESTION # 72
Halfway through Tranche 2, North City local government announced a new incentive programme to support green initiatives that help residents reduce their carbon footprint. UU is applying for this funding, claiming that its water smart meters and leak detection systems qualify as eco-friendly mechanisms aligned to the new government scheme. The cost of the application process will be more than paid for if UU is approved as part of the incentive programme.
Is this an appropriate application of the justification' theme, and why?

A. Yes, because the sponsoring group should pursue valuable opportunities and make them more likely to occur
B. No, because the funding approach for this programme should ensure that the programme is self-funded by this point
C. No, because the programme should consider the 'do nothing' option, plus at least two other options, before pursuing the opportunity
D. Yes, because the programme budget should include financial contingency to deal with identified opportunities

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 Justification Theme in MSP 5th Edition includes the ongoing assessment of the Business Case in light of new information, including opportunities. An opportunity is an uncertain event that would have a positive impact on the programme's objectives if it occurs. MSP encourages a proactive approach to opportunity management as part of maintaining a robust and attractive justification for the programme.
Option B is correct because the Sponsoring Group and the SRO have a duty to maximize the value of the programme. Pursuing an external funding source that aligns with the programme's existing outputs (smart meters/leak detection) is a direct way to improve the programme's financial viability. By applying for the incentive, the programme is attempting to "exploit" or "enhance" an opportunity. This aligns with the MSP principle of 'Realize measurable benefits.' Option A is less accurate because, while contingency is used for risks, opportunities are often managed by business-case adjustments rather than just drawing from a contingency fund. Option D refers to the initial "Identify the Programme" stage where options analysis is required for the whole programme; it does not strictly apply to pursuing a tactical funding opportunity mid- tranche that already aligns with the approved scope. The justification remains valid-and indeed strengthened-by successfully capturing additional value.

NEW QUESTION # 73
The programme is in the 'close the programme' process. All the projects have been successfully completed, and the capabilities have been delivered. However, some of the new sales roles are still to be recruited in order to deliver increased sales. The programme manager has passed the management of this remaining work to the HR Director.
Is this an appropriate action for the programme manager to take, and why?

A. No, because the SRO should be responsible for disbanding the programme team and closing the programme
B. Yes, because the remaining recruitment should be handed to the HR Director to ensure that the benefits are realized
C. No, because programme information should be up-to-date and archived before the programme can be formally closed
D. Yes, because the impact of closure on the HR Director needs to be understood and managed well

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:
In MSP 5th Edition, a programme can be formally closed even if all benefits have not yet been fully realized, provided that all planned project work is complete and the capabilities have been handed over. When a programme closes, any "residual" or "ongoing" activities required to secure the remaining benefits must be formally transferred to the permanent business operations.
Option A is the correct answer. The recruitment of the remaining sales roles is a functional business activity.
Since the programme's projects are complete, it is no longer efficient to keep the programme infrastructure running just for recruitment. By handing this responsibility to the HR Director, the Programme Manager is ensuring that the Business Change Manager (BCM) or relevant operational leader has the support needed to finish the transformation. This is a standard part of the 'Close the programme' process, where the SRO and Programme Manager ensure that the "ownership" of the future state-and any actions needed to reach it-is firmly embedded back into BAU. This ensures that the realization of the "increased sales" benefit is not lost simply because the programme team has finished its work. It represents a successful transition from a temporary programme structure to permanent organizational accountability.

NEW QUESTION # 74
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