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| Certification Vendor: | PeopleCert |
|---|---|
| Exam Name: | MSP Practitioner, 5th edition Exam |
| Exam Number: | MSP-Practitioner |
| Exam Duration: | 150 minutes |
| Passing Score: | 60% (42/70 marks) |
| Exam Price: | from US$778.00 |
| Certificate Validity Period: | 3 years |
| Exam Format: | Matching questions, Multiple choice, Objective testing, Open book, Scenario-based |
| Available Languages: | English, Chinese |
| Related Certifications: | MSP Foundation, 5th edition MSP Practitioner, 4th edition |
| Real Exam Qty: | 58 questions with sub-questions (70 marks total) |
| Recommended Training: | PeopleCert Official Training |
| Exam Registration: | PeopleCert Official Registration |
| Sample Questions: | Peoplecert MSP-Practitioner Sample Questions |
| Exam Way: | Online proctored exam, available 24/7 |
| Pre Condition: | Must hold MSP Foundation 5th edition or MSP Practitioner 4th edition certification |
| Official Syllabus URL: | https://www.peoplecert.org/en/browse-certifications/project-programme-and-portfolio-management/msp-6/msp-practitioner-5th-edition-2932/ |
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NEW QUESTION # 115
Which of following is not expected from senior leadership of programme?
Answer: D
Explanation:
Good budgeting and resource allocation are typically the responsibilities of the Programme Manager or Project Managers, not senior leadership. Senior leadership focuses on strategic and cultural aspects such as vision creation and empowered decision-making. The MSP Practitioner clarifies, "Good budgeting and resource allocation skills ... is done by programme manager/project managers," distinguishing operational financial management from senior leadership duties.
NEW QUESTION # 116
Which of the following is not an Input to delivering the capability?
Answer: B
Explanation:
Project outputs are actually the output of delivering the capability, not an input. Inputs to delivering the capability include the Project Dossier, Business Case, and Blueprint, which provide the framework, justification, and detailed design for what is to be delivered.
The MSP Practitioner clarifies: "Project outputs are output of delivering the capability," meaning these are the tangible products or deliverables produced by the projects managed within the programme. In contrast, the Project Dossier contains detailed descriptions and plans for the projects, the Business Case justifies the programme's existence and value, and the Blueprint defines the future state and capabilities required.
This distinction is important because delivering the capability depends on having a clear, approved vision (Blueprint), a solid business justification (Business Case), and a structured project plan (Project Dossier).
Only once these inputs are in place can project outputs be successfully created and integrated to achieve the programme's objectives.
Understanding this flow ensures that programme teams focus on the correct artefacts at each stage-inputs for planning and delivery, outputs for realization and benefits management-ensuring clarity and control throughout the transformational flow.
NEW QUESTION # 117
Who is accountable for approval to proceed?
Answer: C
NEW QUESTION # 118
Who approves Business Case?
Answer: B
NEW QUESTION # 119
The following statement needs to be recorded:
"The vision statement will be developed and tested in a facilitated workshop with the senior officers from each department, before final approval by the CEO." In which section of the programme strategy should this be recorded?
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:
In MSP 5th Edition, the Programme Strategy is a high-level document that outlines how the programme will be directed and managed. One of its vital components is the Design Approach. This section defines how the programme will design its future state, which includes the development of the Vision Statement and the Target Operating Model (TOM). The design approach specifies the methods, tools, and consultative processes (such as workshops) that will be used to ensure the design is robust and meets the strategic objectives.
The statement regarding the facilitated workshop for developing and testing the vision statement is a procedural detail of the "design" phase of the programme. Option C is correct because the vision statement is the cornerstone of the programme's design; it describes the "post-transformation" world. Therefore, the methodology for creating it-including who is involved (senior officers) and who approves it (CEO)- belongs in the Design Approach. While this involves stakeholders (Option B) and decisions (Option D), those are broader themes. The specific activity of forming the vision is a design activity. The Design Approach ensures that there is a structured way to move from the initial mandate to a clear, agreed-upon vision that guides all subsequent tranches and projects.
NEW QUESTION # 120
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