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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	Risk and Issue Management: Acquire advanced knowledge of identifying, assessing and managing risks and issues that can impact a programme's success.
Topic 3	Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 4	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 5	Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
Topic 6	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 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.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q77-Q82):

NEW QUESTION # 77
Which of following is part of critical benefits validation test?

A. Attribution
B. Accurate
C. Availability
D. Currency

Answer: A

Explanation:
The four critical tests for benefits validation are Description, Observable outcomes, Attribution, and Measurement. "Attribution" assesses whether the programme is genuinely responsible for the benefit. The MSP Practitioner confirms, "Four tests of business validation are: Description, Observable outcomes, Attribution and Measurement," emphasizing the importance of validating benefits to ensure they result directly from programme activities.

NEW QUESTION # 78
For a programme that focuses on Political and societal change which scenario will lead to lower probability of success?

A. Change to current legislation
B. Long term societal effects
C. New legislation reacting to societal trends
D. Changes to public service delivery model

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 # 79
The programme is in the 'close the programme' process. All the projects have been successfully completed, and the capabilities have been delivered. However, some of the new sales roles are still to be recruited in order to deliver increased sales. The programme manager has passed the management of this remaining work to the HR Director.
Is this an appropriate action for the programme manager to take, and why?

A. Yes, because the remaining recruitment should be handed to the HR Director to ensure that the benefits are realized
B. Yes, because the impact of closure on the HR Director needs to be understood and managed well
C. No, because the SRO should be responsible for disbanding the programme team and closing the programme
D. No, because programme information should be up-to-date and archived before the programme can be formally closed

Answer: A

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, a programme can be formally closed even if all benefits have not yet been fully realized, provided that all planned project work is complete and the capabilities have been handed over. When a programme closes, any "residual" or "ongoing" activities required to secure the remaining benefits must be formally transferred to the permanent business operations.
Option A is the correct answer. The recruitment of the remaining sales roles is a functional business activity.
Since the programme's projects are complete, it is no longer efficient to keep the programme infrastructure running just for recruitment. By handing this responsibility to the HR Director, the Programme Manager is ensuring that the Business Change Manager (BCM) or relevant operational leader has the support needed to finish the transformation. This is a standard part of the 'Close the programme' process, where the SRO and Programme Manager ensure that the "ownership" of the future state-and any actions needed to reach it-is firmly embedded back into BAU. This ensures that the realization of the "increased sales" benefit is not lost simply because the programme team has finished its work. It represents a successful transition from a temporary programme structure to permanent organizational accountability.

NEW QUESTION # 80
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 include a list of risks to the next tranche
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 report on the effectiveness of communications

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 '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.

NEW QUESTION # 81
Which of the following is kind of a vision led programme?

A. Programme focused on bringing organization in tune with laws of the country of operations
B. Public programme started to fulfil electoral promises
C. Programme evolved from concurrent, individual projects with need to ensure compliance to organization strategy
D. Must do programmes due to change in legislation

Answer: B

Explanation:
A vision-led programme is one that is undertaken to fulfil political ideas and priorities, such as electoral promises. These programmes are driven by a clear vision for change that aligns with political or societal goals rather than just compliance or operational needs. Public programmes started to fulfil electoral promises fit this definition of vision-led programmes as they reflect a vision for future societal outcomes.

NEW QUESTION # 82
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