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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Topic	Details
Topic 1	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 2	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 3	Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
Topic 4	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 5	Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 6	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 7	Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.

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MSP-Practitioner Exam tool - MSP-Practitioner Test Torrent & MSP Practitioner, 5th edition Exam study materials

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q10-Q15):

NEW QUESTION # 10
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 report on the effectiveness of communications
C. Yes, because the end-of-tranche report should include a list of risks to the next tranche
D. No, because the end-of-tranche report should focus on progress towards the target operating model

Answer: B

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 # 11
Which of the following is NOT an MSP Governance Theme?

A. Learning from Experience
B. Leadership and Stakeholder Engagement
C. Organization
D. Quality Management

Answer: A

Explanation:
Learning from Experience is not classified as a Governance Theme but rather a Programme Management Principle in MSP.
The MSP Practitioner clarifies: "Learning from experience is Programme management principle," which means it influences how programmes are managed but does not constitute a governance theme.
Governance Themes focus on structural elements such as Leadership and Stakeholder Engagement, Quality Management, and Organization, which provide the framework and controls for programme delivery.
Understanding this distinction aids in correctly applying MSP components to programme design and governance structures.

NEW QUESTION # 12
Which of below sentences best defines programme management?

A. Coordinating projects under a common umbrella
B. Action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance
C. Executing dependent projects with aim of realizing benefits
D. Management of set of activities with dependencies and deadlines with aim of realizing benefits

Answer: B

Explanation:
Programme management is defined in MSP as "the action of carrying out coordinated organization, direction and implementation of project dossier and transformation activities to realize benefits of strategic importance." This definition underscores the holistic and strategic nature of programme management, integrating multiple projects and transformational efforts to deliver outcomes that align with organizational strategy.
The MSP Practitioner emphasizes the coordinated nature of programme management that differentiates it from project or portfolio management, focusing on realization of benefits through strategic change delivery.
This definition encapsulates the complexity and scope of programme management, ensuring delivery is both controlled and aligned to strategic goals.

NEW QUESTION # 13
The programme is in the first tranche. The programme manager met with the project managers from the Employment Contracts and Call Centre Rationalization projects as well as the BCM. Many topics were discussed. After the meeting, the programme manager reviewed the information gathered at the meeting.
Which information should result in an addition to the risk register?

A. Customer service staff will be trained on all call centre systems in order to answer calls from customers and cross-sell all of UU's products
B. Currently customer service staff have specialist areas of expertise in either electricity, gas or water and do not answer calls from other customers
C. Tranche 3 could be delayed as the Customer Processes Project has not yet started, and it is unclear what training the call centre staff will need
D. Due to staff sickness, the Call Centre Rationalization Project is delayed in delivering the call centre integration, but the project is expected to finish on time

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:
In MSP 5th Edition, a Risk is defined as an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. The Risk Register is used to capture these uncertainties. It is vital to distinguish between a "risk" (uncertainty about the future) and an "issue" (something that has already happened or a current fact).
Option C represents a classic programme risk: there is uncertainty regarding the training requirements for a future project, which creates a potential threat to the timeline of Tranche 3. This uncertainty needs to be managed, analyzed, and mitigated, making it a perfect entry for the risk register.
* Option A describes a planned outcome or benefit.
* Option B describes the current "as-is" state (a fact).
* Option D describes a project-level issue (staff sickness and delay) that the project manager expects to resolve. While it could be escalated, the inherent uncertainty regarding the future impact on Tranche 3 in Option C is a more fundamental programme-level risk that must be recorded and tracked.

NEW QUESTION # 14
Which of the following statements best defines 'MSP Principles'?

A. Common factors of success derived from lessons learned in programmes that had both positive and negative results
B. Temporary flexible organization created to coordinate, direct and oversee implementation of set of related projects
C. Provides a route through lifecycle of a from its conception through to delivering new capability
D. Allow organizations to put in place right leadership, delivery team, robust organization structures and controls

Answer: A

NEW QUESTION # 15
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