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Peoplecert MSP-Practitioner Exam Syllabus Topics:

TopicDetails
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
  • Benefits Realization: Master techniques for identifying, defining, tracking and realizing the full range of benefits a programme is intended to deliver, with a focus on benefits measurement and realization.
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
  • 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 6
  • 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 7
  • Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q33-Q38):

NEW QUESTION # 33
Which of following is not responsibility of Programme Office?

Answer: B

Explanation:
Providing regular progress updates to the Senior Responsible Owner (SRO) is the responsibility of the Programme Manager, not the Programme Office. The Programme Office supports by maintaining information repositories, tracking risks and issues, and ensuring control frameworks are implemented. The MSP Practitioner clarifies: "Programme manager provides regular updates to SRO," distinguishing the oversight and reporting role of the Programme Manager from the administrative and support role of the Programme Office.


NEW QUESTION # 34
Which of the following statements is NOT TRUE?

Answer: B

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 # 35
Which of following documents are parts of governance themes?

Answer: A

Explanation:
Blueprint, Vision, and Quality Management Strategy are core parts of MSP's Governance Themes. These documents set the strategic direction, define the future state, and establish quality control frameworks, respectively.
The MSP Practitioner notes: "Blueprint, Business Case, Vision, Quality management are governance themes," though the Business Case and Programme Mandate also play governance roles, the listed group in option A is most directly related to governance themes that provide control and assurance.
These documents form the backbone of programme governance by setting expectations, standards, and guiding principles that ensure the programme remains aligned with corporate strategy and delivers value effectively.


NEW QUESTION # 36
During Tranche 1, the Call Centre Manager had played an active role in the programme as a BCM. However, at the end of the tranche, it was decided that they were not required during Tranche 2. In addition, the CTO was appointed as a new BCM for Tranche 2.
Which principle is being applied by the 'organization' 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:
The 'Align with priorities' principle ensures that the programme structure and its resources remain focused on the current needs of the business as it moves through the transformational flow. The Organization Theme supports this by ensuring that the right people are in the right roles at the right time. Unlike project management roles, MSP roles-specifically the Business Change Manager (BCM)-can and should change as the programme moves between tranches.
In this scenario, Tranche 2 likely involves technical or systems-led changes (indicated by the appointment of the Chief Technology Officer as BCM). Option C is the correct answer because the BCM's primary responsibility is to bridge the gap between the programme and the business operations to ensure that outcomes are delivered and benefits are realized. By changing the BCM to reflect the specific focus of Tranche 2, the programme ensures that the person with the most relevant operational authority and "priority" alignment is leading the transition. This flexibility is a core strength of the MSP framework, allowing the programme to adapt its leadership to the specific nature of the work being performed in different stages of the lifecycle.


NEW QUESTION # 37
Programme needs to create a working environment that is both robust and flexible enough to be able to cope with frequent and sometimes radical changes of boundary. Which programme management principle suggests this?

Answer: A


NEW QUESTION # 38
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