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Peoplecert MSP-Practitioner Exam Syllabus Topics:

Section	Objectives
Topic 1: Governance Themes	- Benefits management - Decision making - Leadership and governance - Stakeholder engagement - Risk management - Planning and control - Assurance
Topic 2: Tailoring MSP	- Tailor principles, themes and processes - Adapt to organizational context
Topic 3: Programme Lifecycle	- Closure - Delivery - Definition - Identification
Topic 4: Key Practices	- Information management - Resource management - Quality management - Issue and change management
Topic 5: MSP Principles	- Transparency - Adaptability - Governance - Alignment with organizational strategy - Focus on value - Continuous improvement - Benefits realization

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q48-Q53):

NEW QUESTION # 48
Which of the below is not a critical organizational element?

A. Recruitment Policy
B. Business as usual
C. Delivery mechanism for change
D. Corporate strategy

Answer: A

Explanation:
Recruitment Policy is not considered a critical organizational element in MSP, whereas Delivery Mechanism for Change, Business as Usual, and Corporate Strategy are recognized as essential elements.
The MSP Practitioner states: "All other are critical organizational elements," highlighting that MSP focuses on how organizations govern and implement change (delivery mechanisms), maintain ongoing operations (business as usual), and set strategic direction (corporate strategy).
Recruitment policies, while important HR tools, are not part of the critical organizational elements that MSP emphasizes in programme governance and transformational change management.

NEW QUESTION # 49
Which of the following is Not a core element of successful communication?

A. Message Clarity and consistency
B. Identifying correct people to communicate
C. Feedback Collection system
D. Stakeholder identification and analysis

Answer: B

Explanation:
While identifying the correct people to communicate with is important, MSP does not list it as one of the four core elements of successful communication.
The MSP Practitioner outlines the four core elements as:
a) Stakeholder identification and analysis
b) Message Clarity and consistency
c) Effective system of message delivery
d) Feedback Collection system
These elements ensure messages are targeted, clear, consistently delivered, and that feedback is captured to improve communication.
Misidentifying core communication elements can weaken engagement efforts, so focusing on these pillars supports stronger communication outcomes throughout the programme lifecycle.

NEW QUESTION # 50
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. Allow organizations to put in place right leadership, delivery team, robust organization structures and controls
C. Provides a route through lifecycle of a from its conception through to delivering new capability
D. Temporary flexible organization created to coordinate, direct and oversee implementation of set of related projects

Answer: A

Explanation:
MSP Principles represent the foundational success factors distilled from extensive lessons learned across programmes that have succeeded or failed. They embody the best practices and mindset that underpin effective programme management. The MSP Practitioner explains: "MSP Principles are derived from lessons learned in programmes that had both positive and negative results. They represent common factors that underpin the success of any programme of transformational change." These principles ensure that programmes remain focused on strategic alignment, benefit realization, and stakeholder engagement throughout their lifecycle. They act as the guiding philosophies that help ensure programme success regardless of the context or complexity.

NEW QUESTION # 51
Which of the following defines Dis-benefit?

A. Measurable improvement resulting from outcome perceived as an advantage
B. A scenario that may bring profit or loss to programme
C. Measurable decline resulting from outcome perceived as negative
D. Unplanned scenario that has happened and needs management intervention to reduce negative impact

Answer: C

NEW QUESTION # 52
The programme is in the 'evaluate new information' process at the end of Tranche 2. A new supplier has been identified that may be able to develop the next generation smart meters. This would be an alternative to developing them internally as part of the Research and Development Project and it could be faster and cheaper.
Which role should be responsible for evaluating this new information?

A. Senior responsible owner
B. Programme office lead
C. Programme manager
D. Business change manager

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:
The 'Evaluate new information' process occurs at the end of each tranche (and continuously throughout) to assess whether the programme remains viable and aligned with its objectives. This process involves reviewing performance, risks, and external opportunities that could impact the business case or the target operating model.
In MSP 5th Edition, the Programme Manager is responsible for the setup and day-to-day management of the programme, which includes the analysis of factors that might require a change in direction. Option B is correct because the Programme Manager is tasked with evaluating the impact of such new information-in this case, a new supplier offering a faster, cheaper alternative-on the overall programme plan and the project delivery schedule. The Programme Manager performs the detailed analysis and then presents the findings and recommendations to the Senior Responsible Owner (SRO) for a final decision. While the SRO is the ultimate decision-maker, the responsibility for the evaluation of technical and management information resides with the Programme Manager. They must determine how this new "imported" solution affects dependencies, costs, and the realization of benefits before the SRO decides whether to pivot the strategy for Tranche 3.

NEW QUESTION # 53
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