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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	Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.
Topic 3	Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 4	Resource Management: Learn how to allocate and optimize resources (human, financial and material) effectively, even in complex and changing environments, to achieve programme objectives.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q133-Q138):

NEW QUESTION # 133
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. Yes, because the programme manager should be empowered to design the delivery plan to meet the business needs
B. No, because the BCM should be responsible for deciding when the transition to new ways of working should start
C. Yes, because the timing of delivery must consider the needs of normal business-as-usual activities
D. No, because the priority of the programme is to deliver the vision and benefits as early as possible

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 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 # 134
Which of following Best defines capital cost?

A. Costs of activities associated in realizing the benefits
B. Cost of BCM and change team
C. Cost of fixed assets
D. Costs associated to roles for programme management

Answer: C

NEW QUESTION # 135
Through which document programmes establish the context in which risks will be identified and assessed and responses planned and implemented?

A. Quality and assurance plan
B. Programme plan
C. Risk register
D. Issue register

Answer: C

NEW QUESTION # 136
The Training Project has included some interactive games in the training materials. This is to help engineering staff members share ideas and experiences during the training of how to apply the new processes. However, the CEngO thinks that the engineering staff members will find this approach rather childish as they are very experienced and normally work independently. As a result, the CEngO has asked for the games to be removed from the training materials.
Is the CEngO's request an appropriate application of the 'knowledge' theme, and why?

A. Yes, because the training materials should be documented in a clear format so that the engineers can access it
B. Yes, because the engineers should be given time to reflect on the training so they can make improvements
C. No, because games can be used to help the engineers think creatively and improve their learning
D. No, because the objective of training is to ensure that the engineers learn lessons as quickly as possible

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 Knowledge Theme in MSP 5th Edition encourages innovative and effective ways to facilitate learning and knowledge transfer. The framework recognizes that for complex organizational change to "stick," the people involved must not just receive information but actually engage with it and internalize it. Using interactive elements, such as gamification or collaborative workshops, is a recognized method for stimulating creativity and fostering a learning culture.
Option C is the correct answer. The CEngO's request to remove the games based on a perception of them being "childish" ignores the psychological benefits of interactive learning. Games and simulations can help even highly experienced staff members explore new processes in a safe environment, share their own tacit knowledge, and identify potential flaws in the proposed future state. According to MSP guidance, the goal of knowledge management is to maximize the organization's capability to change. If the games are designed to help engineers "share ideas and experiences," they are serving a vital role in knowledge sharing. Removing them solely based on an assumption of the staff's reaction-without testing the effectiveness of the training- is contrary to the MSP's focus on evidence-based improvement and effective stakeholder engagement.

NEW QUESTION # 137
Which of the following statements is NOT TRUE?

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

Answer: C

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 # 138
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