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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Section	Objectives
Governing Themes	- Vision 1. Linking vision to organizational strategy 2. Defining and communicating the vision - Business Case 1. Benefits dependency network 2. Realizing and measuring benefits 3. Investment decision making - Organization 1. Business Change Assistant roles 2. Roles and responsibilities 3. Programme Organization structure - Blueprint 1. Transition architecture 2. Maintaining the blueprint 3. Target architecture
Seven Sins Themes of MSP	- Leading and Supporting Change 1. Communication planning 2. Stakeholder engagement - Managing the Business Layer 1. Business as usual integration 2. Portfolio alignment - Defining and Gaining Approval of the Business Case 1. Cost-benefit analysis 2. Risk-reward analysis - Delivering the Benefits (Outcomes) 1. Sustained behaviour change 2. Benefits realization tracking - Delivering the Capability (Outputs) 1. Project convergence 2. Quality and readiness - Embedding the Outcomes 1. Capability exploitation 2. Organizational learning - Evaluating the Programme's Health 1. Health check activities 2. Exception handling
Delivery Teams	- Programme Support 1. Business Analyst function 2. Risk and issue management - Project-level Delivery 1. Project team structures 2. Interfaces between projects - Business Readiness 1. Training and communication 2. Transition planning

Section

Objectives

Governing Themes

- Vision

1. Linking vision to organizational strategy
2. Defining and communicating the vision

- Business Case

1. Benefits dependency network
2. Realizing and measuring benefits
3. Investment decision making

- Organization

1. Business Change Assistant roles
2. Roles and responsibilities
3. Programme Organization structure

- Blueprint

1. Transition architecture
2. Maintaining the blueprint
3. Target architecture

Seven Sins Themes of MSP

- Leading and Supporting Change

1. Communication planning
2. Stakeholder engagement

- Managing the Business Layer

1. Business as usual integration
2. Portfolio alignment

- Defining and Gaining Approval of the Business Case

1. Cost-benefit analysis
2. Risk-reward analysis

- Delivering the Benefits (Outcomes)

1. Sustained behaviour change
2. Benefits realization tracking

- Delivering the Capability (Outputs)

1. Project convergence
2. Quality and readiness

- Embedding the Outcomes

1. Capability exploitation
2. Organizational learning

- Evaluating the Programme's Health

1. Health check activities
2. Exception handling

Delivery Teams

- Programme Support

1. Business Analyst function
2. Risk and issue management

- Project-level Delivery

1. Project team structures
2. Interfaces between projects

- Business Readiness

1. Training and communication
2. Transition planning

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q16-Q21):

NEW QUESTION # 16
Which of following is NOT part of delivering the capability?

A. Align projects with benefits realization
B. Gateway reviews
C. Start Projects
D. Governance: Manage and control delivery

Answer: B

Explanation:
Gateway reviews are not part of delivering the capability but are governance checkpoints that occur at specific programme milestones, including the beginning of the programme, key decision points, and closure.
The MSP Practitioner explains: "Gateway reviews happen at beginning of programme, Key decision points of programme and closure of programme." These reviews are formal assessments to validate readiness, progress, and compliance with governance before major transitions, tranche approvals, or programme closure.
Delivering the capability primarily involves initiating projects, managing their delivery under governance frameworks, and ensuring alignment between project outputs and benefit realization. Governance during delivery includes managing risks, issues, and quality controls to ensure outputs are produced to specification.
Gateway reviews are designed to provide independent assurance and decision points but are external to the ongoing activities of capability delivery. Recognizing this distinction helps maintain clarity of roles and processes within programme management, ensuring focused effort on delivery while maintaining appropriate oversight.

NEW QUESTION # 17
The Employment Contracts Project in Tranche 1 will identify the skills needed by sales staff. However, the Customer Processes Project in Tranche 2 will define new ways to sell gas and electricity to existing water customers which may result in changes to the previously defined skills requirements. If any rework is required, this would delay increasing the number of electricity and gas customers. The programme manager has set up a process to independently monitor the situation, so they can be warned immediately if this becomes likely to happen.
Which principle is being applied MOST by the programme manager when implementing the independent monitoring, and why?

A. Align with priorities, because the business case should be updated as a result of any identified delays to benefits
B. Realize measurable benefits, because outcomes of benefit should be embedded at intermediate landing points at the end of each tranche
C. Realize measurable benefits, because assuring risks to the benefits should contribute to improved decision-making
D. Align with priorities, because the content of Tranche 2 should be changed to reflect any emerging information

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 principle 'Realize measurable benefits' is at the heart of MSP. It posits that the only justification for a programme is the delivery of measurable improvements (benefits) that contribute to strategic objectives. This principle is not just about the end state; it involves the continuous management and assurance of benefits throughout the transformational flow. This includes identifying risks to benefits and implementing controls to mitigate those risks.
In this scenario, the potential for rework due to dependencies between tranches represents a significant risk to the timely realization of benefits (the increase in customers). The programme manager's implementation of
"independent monitoring" is a form of Benefit Assurance. Option D is the correct answer because MSP 5th Edition explicitly states that monitoring and assuring risks to benefits are vital for informed decision-making.
By setting up this warning system, the programme manager ensures that the SRO and Programme Board have the data needed to intervene before the delay occurs. This proactive approach ensures that the focus remains on the "realization" aspect of the principle. While "Align with priorities" (Options A and B) is relevant to the programme's overall direction, the specific act of monitoring a dependency that directly impacts the timing and success of benefit delivery is a primary application of the 'Realize measurable benefits' principle.

NEW QUESTION # 18
At which transformational flow basic programme controls are established?

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

Answer: D

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 # 19
Which of the following defines Dis-benefit?

A. Measurable improvement resulting from outcome perceived as an advantage
B. Measurable decline resulting from outcome perceived as negative
C. Unplanned scenario that has happened and needs management intervention to reduce negative impact
D. A scenario that may bring profit or loss to programme

Answer: B

NEW QUESTION # 20
The project manager for the Customer Processes Project has heard a rumour that Web 'n' Go is having financial difficulties. If this company becomes bankrupt, they will not be able to supply the agreed customer web-based portal services which are required to enable the single customer services call centre. The programme manager has added this risk to the programme risk register.
Is this action by the programme manager an appropriate application of the 'design' theme, and why?

A. No, because this is just a rumour and no action is needed until Web 'n' Go is actually bankrupt
B. Yes, because projects should escalate risks that could affect the project's objectives to the programme manager
C. No, because the vision and target operating model should be developed as part of the 'design' theme
D. Yes, because the web-based portal services are needed to reduce staff levels and associated costs

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:
This question tests the boundary between the Design Theme and the Risk Theme. While the programme manager is doing the right thing by recording a risk (as it affects a critical capability), the question asks if this is an application of the Design Theme.
In MSP 5th Edition, the Design Theme specifically covers the creation and maintenance of the Vision, the Benefit Framework, and the Target Operating Model. It is about defining what is being built. The Risk Theme
, on the other hand, is about managing the uncertainties that might prevent the design from being realized.
Option C is the correct answer because the scenario describes an act of Risk Management, not an act of Design. While the bankruptcy of a supplier would definitely impact the programme's ability to achieve its design, the act of putting it on a risk register is a procedural step within the Risk Theme. The Design Theme's primary purpose is to ensure the programme is designed to deliver the required transformation. A rumour about a supplier's bankruptcy is a classic external risk that sits firmly within the risk management framework.

NEW QUESTION # 21
......

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