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Peoplecert MSP-Practitioner Exam Syllabus Topics:

TopicDetails
Topic 1
  • Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
Topic 2
  • Risk and Issue Management: Acquire advanced knowledge of identifying, assessing and managing risks and issues that can impact a programme's success.
Topic 3
  • 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 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
  • 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 6
  • Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.
Topic 7
  • Tailoring: Learn how to tailor the MSP 5th edition method to suit the specific needs and context of your programme and organization.
Topic 8
  • Stakeholder Engagement: Learn how to effectively manage diverse stakeholders, including executives, sponsors, team members, suppliers and customers, with advanced communication and relationship-building skills.

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

NEW QUESTION # 48
For a programme that focuses on Political and societal change which scenario will lead to lower probability of success?

Answer: B


NEW QUESTION # 49
Which of following is not responsibility of Programme Office?

Answer: C

Explanation:
Providing regular progress updates to the Senior Responsible Owner (SRO) is the responsibility of the Programme Manager, not the Programme Office. The Programme Office supports by maintaining information repositories, tracking risks and issues, and ensuring control frameworks are implemented. The MSP Practitioner clarifies: "Programme manager provides regular updates to SRO," distinguishing the oversight and reporting role of the Programme Manager from the administrative and support role of the Programme Office.


NEW QUESTION # 50
In Managing the Tranches, which role is responsible for preparing for the next tranche?

Answer: D


NEW QUESTION # 51
Which of following is not a principal control for managing the tranches?

Answer: B


NEW QUESTION # 52
The CFO has been appointed as the SRO for the Smart Meter Programme.
Is this appointment an appropriate application of the 'organization' theme, and why?

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 Organization Theme defines the roles and responsibilities required to direct, manage, and deliver the programme. The most critical role is the Senior Responsible Owner (SRO). The SRO is ultimately accountable for the programme's success and must be a senior individual with the authority to ensure the programme meets its objectives and delivers the projected benefits.
The appointment of a Chief Finance Officer (CFO) as the SRO is highly appropriate because the SRO must
"own" the Business Case. Since the primary drivers of the Smart Meter Programme are financial (increasing customer numbers and reducing operational costs), the CFO is best positioned to monitor these outcomes.
According to MSP, the SRO must provide strategic direction and ensure that the programme remains viable and focused on its benefits. Option A is correct because it highlights the SRO's responsibility for benefit realization and financial accountability. While technical or industry knowledge (as mentioned in Options C and D) is helpful, the primary requirement for an SRO is the ability to lead the change and be accountable for the investment. The CEO (Option D) is usually part of the Sponsoring Group to whom the SRO reports, rather than being the SRO themselves, to maintain a layer of objective oversight.


NEW QUESTION # 53
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