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Peoplecert MSP-Practitioner Exam Syllabus Topics:

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

Section

Objectives

Topic 1: Delivery Teams

- Project-level Delivery

1. Interfaces between projects
2. Project team structures

- Business Readiness

1. Training and communication
2. Transition planning

- Programme Support

1. Business Analyst function
2. Risk and issue management

Topic 2: Governing Themes

- Business Case

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

- Vision

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

- Blueprint

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

- Organization

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

Topic 3: Seven Sins Themes of MSP

- Defining and Gaining Approval of the Business Case

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

- Evaluating the Programme's Health

1. Health check activities
2. Exception handling

- Managing the Business Layer

1. Business as usual integration
2. Portfolio alignment

- Delivering the Capability (Outputs)

1. Quality and readiness
2. Project convergence

- Embedding the Outcomes

1. Capability exploitation
2. Organizational learning

- Delivering the Benefits (Outcomes)

1. Benefits realization tracking
2. Sustained behaviour change

- Leading and Supporting Change

1. Stakeholder engagement
2. Communication planning

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Peoplecert MSP Practitioner, 5th edition Exam 認定 MSP-Practitioner 試験問題 (Q59-Q64):

質問 # 59
Which of following is a key attribute for a SRO?

A. Have access to and credibility with key stakeholders
B. Good knowledge of project management approaches
C. Have ongoing operational responsibilities
D. Should represent a relevant business area

正解：A

質問 # 60
The programme manager has produced a rough estimate of costs based on the recently completed roll-out of smart metered services to electricity and gas customers.
Is this an appropriate application of the 'identify the programme' process, and why?

A. Yes, because time should not be wasted creating detailed costs and budgets during the identify the programme' process
B. No, because a detailed financial plan will be developed to understand the costs during the 'plan progressive delivery' process
C. No, because the previous roll-out of smart metering services was for electricity and gas, not water, and the costs will be different
D. Yes, because the programme manager needs to have some understanding of the cost before agreeing to proceed (or close)

正解：D

解説：
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
In the 'Identify the programme' process, the goal is to establish a high-level justification for the programme.
At this early stage, detailed information is rarely available, and the investment of significant time and resources into precise budgeting is not yet warranted. However, a "rough order of magnitude" estimate is essential for the Sponsoring Group to make an informed decision about whether the programme is worth pursuing.
Option B is the correct answer because the Programme Brief must contain a high-level business case. This includes an initial estimate of costs, benefits, and risks. The use of historical data (the previous electricity and gas rollout) is a common and appropriate technique for "top-down" estimation during this process. This
"understanding of the cost" allows the SRO to determine if the programme aligns with the organization's financial capacity before committing to the more expensive 'Design the outcomes' and 'Plan progressive delivery' processes. While Option A is partially true in that detailed budgets aren't required yet, the reason it is appropriate is specifically to enable the initial "go/no-go" decision. Option C is incorrect because while more detail is added later, some estimation is mandatory now. Option D is a valid risk to the accuracy of the estimate, but it does not make the application of the process inappropriate; adjustments for the different utility types would simply be part of the estimation logic.

質問 # 61
Which of the following is an Information Baseline?

A. Boundary
B. All of above
C. Governance
D. Management

正解：B

質問 # 62
Which of the below is not a critical organizational element?

A. Business as usual
B. Recruitment Policy
C. Delivery mechanism for change
D. Corporate strategy

正解：B

質問 # 63
Significant changes to the customer processes have been delivered and Tranche 2 is now complete. Many engineering staff do not believe that the Training Project is needed in Tranche 3 as they feel the changes to the new customer processes are minor. The programme manager is concerned that the engineering staff may have misunderstood the extent of the changes. As a result, the programme manager noted in the end-of-tranche report for Tranche 2, that there needs to be more engagement with engineering staff during subsequent tranches.
Is this recommendation an appropriate application of the 'evaluate new information' process, and why?

A. No, because the end-of-tranche report should focus on the programme's financial performance
B. Yes, because the end-of-tranche report should report on the effectiveness of communications
C. No, because the end-of-tranche report should focus on progress towards the target operating model
D. Yes, because the end-of-tranche report should include a list of risks to the next tranche

正解：B

解説：
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Evaluate new information' process involves more than just checking budgets; it requires an assessment of the programme's "soft" elements, such as stakeholder engagement and the effectiveness of communication.
The End-of-Tranche Report serves as a summary of the programme's health and readiness to proceed.
Option B is the correct answer. MSP 5th Edition emphasizes that for transformation to be successful, stakeholders must understand and accept the change. The fact that engineering staff view the changes as
"minor" suggests a failure in the communication strategy or a lack of understanding of the Vision. By noting this in the end-of-tranche report, the Programme Manager is correctly identifying a weakness in the Knowledge Theme (specifically stakeholder communication) that occurred during Tranche 2. Evaluating the effectiveness of how information was shared and received is a key part of this process. This allows the programme to adjust its Stakeholder Engagement Approach for Tranche 3, ensuring that the engineering staff are properly prepared for the upcoming Training Project. Without this evaluation, the programme would risk low engagement and poor benefit realization in the next tranche. The report is the formal mechanism for capturing these "lessons learned" and turning them into actionable governance decisions for the future.

質問 # 64
......

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