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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Topic	Details
Topic 1	Tailoring: Learn how to tailor the MSP 5th edition method to suit the specific needs and context of your programme and organization.
Topic 2	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 3	Risk and Issue Management: Acquire advanced knowledge of identifying, assessing and managing risks and issues that can impact a programme's success.
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.
Topic 5	Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.
Topic 6	Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 7	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 8	Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q48-Q53):

NEW QUESTION # 48
The CFO has been appointed as the SRO for the Smart Meter Programme.
Is this appointment an appropriate application of the 'organization' theme, and why?

A. No, because the CFO has no previous experience or working knowledge of the utility industry operations
B. Yes, because the CFO can direct the programme, providing new insights as they are new to UU
C. Yes, because the CFO is able to monitor whether the increase in customers and reduction in costs is achieved
D. No, because the CEO, who has industry knowledge, is better qualified to develop the programme vision

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:
In MSP 5th Edition, the Organization Theme defines the roles and responsibilities required to direct, manage, and deliver the programme. The most critical role is the Senior Responsible Owner (SRO). The SRO is ultimately accountable for the programme's success and must be a senior individual with the authority to ensure the programme meets its objectives and delivers the projected benefits.
The appointment of a Chief Finance Officer (CFO) as the SRO is highly appropriate because the SRO must
"own" the Business Case. Since the primary drivers of the Smart Meter Programme are financial (increasing customer numbers and reducing operational costs), the CFO is best positioned to monitor these outcomes.
According to MSP, the SRO must provide strategic direction and ensure that the programme remains viable and focused on its benefits. Option A is correct because it highlights the SRO's responsibility for benefit realization and financial accountability. While technical or industry knowledge (as mentioned in Options C and D) is helpful, the primary requirement for an SRO is the ability to lead the change and be accountable for the investment. The CEO (Option D) is usually part of the Sponsoring Group to whom the SRO reports, rather than being the SRO themselves, to maintain a layer of objective oversight.

NEW QUESTION # 49
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?

A. Design
B. Structure
C. Organization
D. Justification

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 # 50
Which type of cost is associated in training, moving and supporting an operational unit?

A. Benefits realization cost
B. Capital cost
C. Programme management cost
D. Business change and transition cost

Answer: D

NEW QUESTION # 51
One of the outcomes from the programme is 'customers buy package deals'. However, this outcome cannot be fully achieved until the end of Tranche 3 when training for the call centre staff is complete. Some senior managers think that this could be delivered more quickly, but the Call Centre Manager does not want their staff members affected by too many changes at the same time, so that they can continue to meet the needs of existing customers. The programme manager has designed the tranche structure to take this into account.
Is this tranche design an appropriate application of the 'bring pace and value' principle, and why?

A. No, because the priority of the programme is to deliver the vision and benefits as early as possible
B. Yes, because the programme manager should be empowered to design the delivery plan to meet the business needs
C. No, because the BCM should be responsible for deciding when the transition to new ways of working should start
D. Yes, because the timing of delivery must consider the needs of normal business-as-usual activities

Answer: D

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 of 'Bring pace and value' in MSP 5th Edition emphasizes that a programme should be structured to deliver value as early as possible while maintaining a sustainable pace of change. A critical aspect of this principle is the recognition of the "capacity for change" within the business-as-usual (BAU) environment. If a programme attempts to move too quickly, it risks overwhelming the operational teams, leading to a dip in performance or a complete failure to adopt the new ways of working.
In this scenario, the Call Centre Manager highlights a valid concern regarding the volume of change (change fatigue) and the need to maintain existing customer service levels. Option A is the correct application of the principle because MSP explicitly states that the design of tranches and the timing of "landing points" must be balanced against the organization's ability to absorb change. Delivering "pace" does not mean reckless speed; it means the optimal speed that maximizes cumulative value without breaking the operational backbone of the company. By designing the tranche structure to accommodate the call centre's capacity, the programme manager ensures that when the change is finally implemented in Tranche 3, it is more likely to be successful and sustainable. This avoids the "value leakage" that occurs when changes are forced upon a business that is not ready to receive them.

NEW QUESTION # 52
Which of the following statements is NOT TRUE?

A. The SRO is accountable for confirming Programme Mandate.
B. The Programme Manager is responsible for the Vision Statement.
C. The Programme Manager is responsible for the Blueprint.
D. The SRO is accountable for the Programme Brief.

Answer: A

Explanation:
The Sponsoring Group, not the SRO, is accountable for confirming the Programme Mandate. The MSP Practitioner clearly states: "The Sponsoring Group is accountable for confirming the mandate," which means the SRO oversees delivery but does not hold responsibility for initial mandate confirmation. Meanwhile, the Programme Manager has ownership of the Vision Statement and Blueprint, aligning with delivery responsibilities.

NEW QUESTION # 53
......

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