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Peoplecert MSP-Practitioner Exam Syllabus Topics:

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

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q108-Q113):

NEW QUESTION # 108
There is a risk that the utilities market is changing, with green energy solutions becoming more attractive to customers. As UU does not currently offer this type of green energy, the benefits gained from cross-selling electricity and gas to current water customers may be overestimated.
Which activity is relevant in the 'plan' phase of the Plan-Do-Check-Act (PDCA) cycle?

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 Plan-Do-Check-Act (PDCA) cycle is applied throughout MSP to ensure continuous improvement and effective risk management. In the context of risk management, the 'Plan' phase involves identifying and assessing risks, understanding the current environment, and designing the appropriate responses. It is the analytical stage where the programme team gathers data to understand the scale and proximity of a threat to the programme's benefits.
In this scenario, the risk is a shift in market preference toward green energy. Option B is the correct activity for the 'Plan' phase because it involves research and analysis. Before a response can be designed (Do), the programme must understand the market trends and the potential impact on the cross-selling benefits.
Analyzing how many customers competitors are gaining through green energy provides the evidence base needed to adjust the Business Case or the Benefit Profiles. In contrast, Option D represents the 'Do' phase (implementing a response), Option A represents the 'Check' phase (monitoring results), and Option C is also a
'Check' or 'Act' activity to verify the effectiveness of a response already taken. For the 'Plan' phase, the focus remains on understanding the uncertainty to enable informed decision-making.


NEW QUESTION # 109
The Customer Processes Project has reported that the work to develop the integrated billing and accounting services is progressing according to plan. However, when the system was tested, the system performance was very slow and there are errors that were not previously identified. The programme manager is concerned about the possible impact of this inaccurate reporting.
Which type of data gathering should be improved, and why?

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 Decisions Theme in MSP 5th Edition emphasizes the necessity of high-quality data to support effective governance and oversight. The framework distinguishes between two types of data gathering: "looking back" and "looking forward." Looking-back data focuses on monitoring the performance of the programme and its constituent projects against their approved plans (e.g., progress, cost, quality, and risk status).
In this scenario, there is a disconnect between the project's status report ("progressing according to plan") and the actual technical reality (slow performance and errors). This is a failure of looking-back data. Option B is the correct answer because the programme manager needs to improve the accuracy of reporting on work already completed or in progress. Without reliable "looking-back" information, the programme board cannot identify variances or risks to the overall delivery schedule. Inaccurate reporting masks technical debt and quality issues, which ultimately threatens the realization of benefits. While "looking forward" data (Options C and D) is important for scanning the external environment or identifying future trends, the immediate issue here is a failure to report current internal project health accurately. Improving looking-back data ensures that the programme has a "single version of the truth" regarding the capability being delivered, allowing for timely intervention and more robust decision-making.


NEW QUESTION # 110
Which of the following is not true about programme control?

Answer: D

Explanation:
The statement that "Programme control defines reporting mechanism" is not true. While programme control encompasses refining delivery, managing ambiguity, and justifying programme continuation, defining the reporting mechanism is typically a management or communication function rather than a control function.
The MSP Practitioner clarifies: "Programme control deals with improving delivery, reducing ambiguity & bringing certainty and justifies continuance of programme," focusing on the governance and decision-making controls rather than specific reporting structures.
Effective programme control ensures programmes remain viable and aligned with strategic objectives through structured oversight and governance processes.


NEW QUESTION # 111
Which of the following is an influencer type of stakeholder?

Answer: D


NEW QUESTION # 112
Which of the following is not correct about 'Leading change'?

Answer: B

Explanation:
'Leading change' principle in MSP focuses on driving transformation through the right leadership, engaging stakeholders actively, and fostering innovative solutions. However, getting approval from the sponsoring group is not considered part of this principle but rather a responsibility addressed in programme organization under governance themes. Approval processes are formalized separately from the leadership approach.


NEW QUESTION # 113
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