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Peoplecert MSP-Practitioner Exam Syllabus Topics:

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

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q85-Q90):

NEW QUESTION # 85
POTI model is part of which governance theme?

Answer: A

Explanation:
The POTI (Projects, Operations, Teams, and Infrastructure) model is part of the Blueprint governance theme.
It defines the high-level scope and structure of the blueprint, outlining how projects, operational activities, teams, and infrastructure work together to deliver transformation.
The MSP Practitioner confirms: "POTI model defines scope blueprint," situating it firmly within the Blueprint theme that describes the future state and the means to achieve it.
Understanding POTI helps in mapping and managing the components necessary for successful delivery of programme benefits within the defined future organizational state.


NEW QUESTION # 86
Which document is created from Programme mandate and works as input for Business Case?

Answer: D


NEW QUESTION # 87
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?

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:
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 # 88
For a programme that focuses on Political and societal change which scenario will lead to lower probability of success?

Answer: B

Explanation:
Programmes aimed at political and societal change face lower success probability when outcomes are vague or have long-term horizons that are difficult to define and measure. The MSP Practitioner explains: "Vaguely defined outcomes decrease probability of success." Long-term societal effects are often uncertain and harder to control, thus reducing the clarity needed for successful programme management and delivery.


NEW QUESTION # 89
Who approves Business Case?

Answer: B

Explanation:
The Senior Responsible Owner (SRO) approves the Business Case and is accountable for ensuring it remains valid and aligned with strategic objectives.
The MSP Practitioner states: "SRO approves (as he is accountable for it)." This underscores the SRO's critical role in governing programme justification and ensuring investment decisions remain sound.
While the Sponsoring Group may endorse or sponsor the programme, formal accountability and approval for the Business Case rest with the SRO, ensuring clear responsibility for delivery against agreed benefits.
This accountability helps maintain control and confidence in programme investment and delivery.


NEW QUESTION # 90
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