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| Certification Vendor: | PeopleCert |
|---|---|
| Exam Name: | MSP Practitioner Exam (5th Edition) |
| Exam Number: | MSP-Practitioner |
| Exam Duration: | 150 minutes |
| Available Languages: | English |
| Certificate Validity Period: | 3 years |
| Related Certifications: | MSP Foundation (5th Edition) |
| Exam Format: | Scenario-based objective testing, Multiple choice |
| Real Exam Qty: | 80 |
| Passing Score: | 50% |
| Sample Questions: | Peoplecert MSP-Practitioner Sample Questions |
| Exam Way: | Online proctored exam or authorized test center delivery via PeopleCert. |
| Pre Condition: | MSP Foundation (5th Edition) certification is recommended/typically required before taking the Practitioner exam. |
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質問 # 121
The programme is in the 'design the outcomes' process for the first time. The Research and Development Project team has recommended that UU sources an imported next generation smart meter. This is an alternative to the development of the smart meter internally. The imported meter can be fully implemented before the CEO retires in three years' time. However, there is a possibility that this meter could lead to future information security risks.
Is this recommendation an appropriate application of the 'decisions' theme, and why?
正解：C
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 MSP 5th Edition, the Decisions Theme requires that all significant choices regarding the programme's direction be made based on a structured analysis of options. This is particularly crucial during the 'Design the outcomes' process, where the Target Operating Model and technical solutions are defined. The framework dictates that for any major decision, the programme team must provide the decision-makers (usually the SRO or Programme Board) with a range of choices to ensure that the best balance of cost, risk, and benefit is achieved.
Option D is the correct answer because MSP 5th Edition explicitly states that an options analysis should typically include:
* A "do-nothing" option: This provides a baseline to understand the impact of not proceeding or not changing the current path.
* At least two other viable options: This ensures that the board is not "cornered" into a single recommendation (as seen in the scenario) but can weigh different trade-offs.
By only presenting the imported meter option, the R&D team is not allowing the SRO to evaluate whether internal development (despite being slower) might mitigate the security risks mentioned. Presenting multiple options is a safeguard against "groupthink" and ensures that the final decision is robust, well-justified, and aligned with the organization's risk appetite. Providing only one recommendation violates the transparency and rigor required by the MSP Decisions theme.
質問 # 122
The programme has just started. One outcome will be that fewer staff need to work as meter readers. The CEO of UU is keen to make the redundancy process as smooth as possible for the affected staff. As a result, the CEngO is attending a meeting with the meter readers to discuss UU's plans for the future, as well as the different redundancy and early retirement packages.
Is this an appropriate application of the 'lead with purpose' principle?
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:
In the MSP 5th Edition, the principle of 'Lead with Purpose' is fundamental to ensuring that all stakeholders understand the "why" behind a programme's existence. This principle dictates that a programme must have a clear vision and a consistent direction, which is steered by senior leadership. According to the MSP 5th Edition guidance, leading with purpose means that those in leadership roles must be able to articulate the future state and the justification for the change. It is not merely about managing tasks; it is about providing the strategic narrative that justifies the transformation and the impact it will have on the organization and its people.
In the scenario provided, the CEngO is acting as a visible leader. The reason Option B is the correct application of this principle is that 'Lead with Purpose' focuses on the clarity of the Vision and the Strategic Objectives. By explaining "what changes are being made and why," the CEngO is ensuring that the staff- even those facing redundancy-understand the broader purpose of the programme. This transparency is essential for maintaining integrity and trust during a period of uncertainty. While providing support (Option A) is a critical part of stakeholder engagement and people management, the core of the 'Lead with Purpose' principle is the communication of the programme's intent and the rationale for the journey being undertaken.
This principle ensures that the programme remains aligned with its desired outcomes and that leadership remains accountable for the direction of the change.
質問 # 123
Which of the following is a critical organizational element?
正解：B
解説：
The critical organizational elements in MSP include Corporate strategy, Delivery mechanisms for change, and the Business as usual environment. Delivery mechanisms for change refer to the structures and processes organizations use to implement and manage changes introduced by programmes. These elements are foundational to effective governance and ensure alignment with strategic objectives. Other options like Leading change and Stakeholder engagement are important but classified differently within MSP's framework.
質問 # 124
Which of following is output of 'Defining the programme'?
正解：B
解説：
One of the key outputs of the 'Defining the Programme' process is establishing the Governance Baseline. This baseline sets out the governance framework, including roles, responsibilities, controls, and decision-making structures that will apply throughout the programme lifecycle. Defining the governance baseline early ensures clear accountability and oversight, which is vital for managing complexity and risk in transformational change.
The MSP Practitioner explains that during 'Defining the Programme,' "Governance is baselined" to create a robust foundation for programme control. This process involves formalizing the authority of the Senior Responsible Owner (SRO), the programme board, and other governance roles, ensuring they are empowered to manage and oversee programme activities effectively. It also includes establishing reporting lines, approval mechanisms, and quality assurance controls to maintain programme integrity.
Without a clearly defined governance baseline, programmes risk poor decision-making, ambiguity in responsibility, and inconsistent oversight, which can lead to scope creep, misalignment with strategic goals, and failure to realize benefits. The governance baseline serves as a reference point against which programme performance and compliance can be measured, enabling corrective action when deviations occur.
In summary, the Governance Baseline is a critical control output that defines how the programme will be directed and controlled, safeguarding successful delivery and alignment with corporate strategy throughout the programme's life.
質問 # 125
At which transformational flow basic programme controls are established?
正解：C
解説：
Basic governance arrangements, including programme controls, are established during the 'Identifying the Programme' phase. These initial controls set the foundation for how the programme will be governed, including accountability structures, reporting lines, and approval mechanisms.
The MSP Practitioner states: "Basic governance arrangements to be used in Defining a programme are prepared in identifying a programme," emphasizing the importance of establishing governance early to guide subsequent programme phases effectively.
Establishing these controls upfront ensures clarity, reduces ambiguity, and provides a framework within which the programme can operate with discipline and alignment to strategic goals.
質問 # 126
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MSP-Practitionerファンデーション: https://www.shikenpass.com/MSP-Practitioner-shiken.html
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