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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Section	Objectives
Topic 1: Governance Themes	- Quality and Assurance - Planning and Control - Blueprint Design and Delivery - Risk and Issue Management - Benefits Management - Vision - Organization
Topic 2: MSP Principles
Topic 3: Transformational Flow	- Managing the Tranches - Identification of Programme - Closing a Programme - Defining a Programme
Topic 4: Leadership and Stakeholder Engagement

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q32-Q37):

NEW QUESTION # 32
Which of following is not a principal control for managing the tranches?

A. Business Case
B. Dependency management
C. Benefit Review
D. Business Case

Answer: B

NEW QUESTION # 33
Which of the following is not an Input to delivering the capability?

A. Project dossier
B. Business Case
C. Blueprint
D. Project outputs

Answer: D

Explanation:
Project outputs are actually the output of delivering the capability, not an input. Inputs to delivering the capability include the Project Dossier, Business Case, and Blueprint, which provide the framework, justification, and detailed design for what is to be delivered.
The MSP Practitioner clarifies: "Project outputs are output of delivering the capability," meaning these are the tangible products or deliverables produced by the projects managed within the programme. In contrast, the Project Dossier contains detailed descriptions and plans for the projects, the Business Case justifies the programme's existence and value, and the Blueprint defines the future state and capabilities required.
This distinction is important because delivering the capability depends on having a clear, approved vision (Blueprint), a solid business justification (Business Case), and a structured project plan (Project Dossier).
Only once these inputs are in place can project outputs be successfully created and integrated to achieve the programme's objectives.
Understanding this flow ensures that programme teams focus on the correct artefacts at each stage-inputs for planning and delivery, outputs for realization and benefits management-ensuring clarity and control throughout the transformational flow.

NEW QUESTION # 34
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. Yes, because the remaining recruitment should be handed to the HR Director to ensure that the benefits are realized
B. No, because the SRO should be responsible for disbanding the programme team and closing the programme
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: A

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 # 35
Which of below sentences best defines programme management?

A. Management of set of activities with dependencies and deadlines with aim of realizing benefits
B. Action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance
C. Executing dependent projects with aim of realizing benefits
D. Coordinating projects under a common umbrella

Answer: B

NEW QUESTION # 36
Which of following is False?

A. Stakeholder profiles are created under stakeholder maps
B. Stakeholder profiles identifies and lists each stakeholder properties
C. Instead of having individual stakeholders, it is better to divide them in suitable categories
D. Stakeholders can change during the lifecycle of programme

Answer: A

NEW QUESTION # 37
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