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Peoplecert MSP-Practitioner Exam Syllabus Topics:

SectionObjectives
Delivery Teams- Programme Support
  • 1. Business Analyst function
  • 2. Risk and issue management
- Project-level Delivery
  • 1. Project team structures
  • 2. Interfaces between projects
- Business Readiness
  • 1. Training and communication
  • 2. Transition planning
Seven Sins Themes of MSP- Embedding the Outcomes
  • 1. Capability exploitation
  • 2. Organizational learning
- Evaluating the Programme's Health
  • 1. Exception handling
  • 2. Health check activities
- Defining and Gaining Approval of the Business Case
  • 1. Risk-reward analysis
  • 2. Cost-benefit analysis
- Managing the Business Layer
  • 1. Portfolio alignment
  • 2. Business as usual integration
- Leading and Supporting Change
  • 1. Stakeholder engagement
  • 2. Communication planning
- Delivering the Benefits (Outcomes)
  • 1. Benefits realization tracking
  • 2. Sustained behaviour change
- Delivering the Capability (Outputs)
  • 1. Project convergence
  • 2. Quality and readiness
Governing Themes- Blueprint
  • 1. Transition architecture
  • 2. Target architecture
  • 3. Maintaining the blueprint
- Business Case
  • 1. Benefits dependency network
  • 2. Investment decision making
  • 3. Realizing and measuring benefits
- Organization
  • 1. Roles and responsibilities
  • 2. Business Change Assistant roles
  • 3. Programme Organization structure
- Vision
  • 1. Linking vision to organizational strategy
  • 2. Defining and communicating the vision

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q17-Q22):

NEW QUESTION # 17
The Smart Meter Programme is in Tranche 2 and the Customer Processes Project is delivering ahead of schedule. This means that fewer resources are required to complete the project. The Training Project, which was due to start in Tranche 3, has now become a higher priority and needs to be started early. The programme manager has recommended starting the Training Project now although Tranche 2 and Tranche 3 will then overlap.
Is this an appropriate application of the structure' theme, and why?

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:
The Structure Theme in MSP 5th Edition defines how the programme is organized into tranches to manage the delivery of capability and the realization of benefits. While tranches provide a natural "step-by-step" progression, MSP 5th Edition is designed to be more flexible and agile than previous versions. It explicitly recognizes that tranches do not always have to be strictly sequential.
Option B is the correct answer. The guidance states that tranches can overlap if there is a clear business reason to do so-such as a change in priority or the early availability of resources-and if the risks of doing so are managed. Overlapping tranches allows the programme to "bring pace and value" (an MSP Principle) by initiating work as soon as it is feasible. While Option D raises a valid point about risk, MSP does not forbid overlapping; it simply requires that the risks be assessed. If the resources from the Customer Processes Project are now free, using them to start the Training Project early is a sensible management decision that accelerates the delivery of capability. The end-of-tranche review (Option C) still occurs for Tranche 2, but it does not prevent work from a future tranche from beginning if the SRO approves the deviation from the initial plan to maximize efficiency.


NEW QUESTION # 18
In which MSP theme would you expect to find the POTI model?

Answer: C

Explanation:
The POTI (Projects, Operations, Teams, and Infrastructure) model is used to define the high-level scope of the Blueprint. The Blueprint theme encompasses the detailed design and delivery aspects of the programme's transformation. As per MSP Practitioner, "POTI defines high level scope of blueprint," situating the model firmly within the Blueprint Design and Delivery governance theme.


NEW QUESTION # 19
In Managing the Tranches, which role is responsible for preparing for the next tranche?

Answer: B

Explanation:
The Programme Manager holds responsibility for preparing for the next tranche in the programme lifecycle.
This involves planning, coordination, and ensuring all necessary resources, approvals, and governance arrangements are in place for the tranche to proceed smoothly.
The MSP Practitioner clearly states: "Programme manager is responsible for preparing for next tranche," highlighting the Programme Manager's central role in tranche delivery, risk mitigation, stakeholder communication, and readiness activities.
Preparation for the next tranche includes refining project dossiers, updating the Business Case if necessary, coordinating with the Benefits Realization Manager and other roles, and ensuring that lessons learned from the previous tranche inform future work. This continuous cycle of preparation and delivery ensures programme adaptability, control, and alignment with strategic objectives.
The Programme Board provides governance and approval but delegates the operational responsibilities to the Programme Manager. The Programme Office supports through administrative functions, and the Benefits Realization Manager focuses on benefit tracking rather than tranche planning.


NEW QUESTION # 20
In which document would you expect to find the levels of confidentiality to be applied in the programme?

Answer: C


NEW QUESTION # 21
The task of organizational realignment relies heavily on getting results from existing staff and enhancing skills. Here are items of information to be recorded in the stakeholder engagement and communications plan.
Under which heading should they be recorded?

Answer:

Explanation:

Explanation:
Item of Information
Heading
The improvements in knowledge and opportunities will enhance engineers' self-fulfillment and careers Key messages Internal staff will be required to attend an initial company-wide presentation... followed by informal lunchtime sessions... and a monthly newsletter Communication plan The sponsoring group will be invited to a workshop to initially brainstorm likely stakeholders, and then the list will be grouped into categories and diagrams Determining influence and interest Key messages describe the "what" and "why" tailored to specific groups. The communication plan details the schedule and channels (newsletters, sessions). Categorizing and diagramming stakeholders is the core activity of determining their relative influence and interest.


NEW QUESTION # 22
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