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| Topic | Details |
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| Topic 1 | - Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
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| Topic 2 | - Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.
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| Topic 3 | - 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.
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| 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.
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| Topic 5 | - Resource Management: Learn how to allocate and optimize resources (human, financial and material) effectively, even in complex and changing environments, to achieve programme objectives.
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| Topic 6 | - 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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| Topic 7 | - Risk and Issue Management: Acquire advanced knowledge of identifying, assessing and managing risks and issues that can impact a programme's success.
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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q80-Q85):
NEW QUESTION # 80
Who is accountable for approval to proceed?
- A. Programme board
- B. Sponsoring Group
- C. SRO
- D. Group of directors
Answer: C
NEW QUESTION # 81
Which document has the as-is state of organization?
- A. Vision
- B. Programme Plan
- C. Business Case
- D. Blueprint
Answer: D
Explanation:
The Blueprint document defines both the as-is and to-be (future) states of the organization. It provides a detailed description of the current operational environment and the changes required to achieve the programme's desired outcomes.
The MSP Practitioner explains: "Blueprint defines as-is and future state of organization," serving as a key governance document to guide design and delivery of the transformation.
By articulating the current state clearly, the Blueprint helps identify gaps, dependencies, and change requirements, ensuring that the programme's outputs align with the intended future state, thus supporting successful transformational change.
NEW QUESTION # 82
Which of following is not responsibility of Programme Office?
- A. Risk and Issue tracking
- B. Providing regular updates on progress to SRO
- C. Ensuring the control and management frameworks are effectively implemented
- D. Repository of programme information
Answer: B
NEW QUESTION # 83
The programme is in the 'plan progressive delivery' process. The programme manager has recommended that the funds for the HR Work should come from a different source to the funding for the project work.
During which activity is the SRO responsible for providing formal approval for this recommendation?
- A. Agree to proceed (or close)
- B. Prepare for the next process
- C. Continue to develop and validate programme plans
- D. Confirm business case
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 progressive delivery' process is where the detailed plans for the tranches and projects are finalized, and the financial requirements are clarified. This process bridges the gap between the initial design and the start of actual delivery. One of the final and most critical activities in this process (and indeed in most MSP processes) is 'Agree to proceed (or close)'.
In MSP 5th Edition, the Senior Responsible Owner (SRO) holds the ultimate authority to commit the organization to the investment. While the Programme Manager develops the recommendation for funding sources during the planning activities, the SRO must formally approve the entire package of plans, the budget, and the funding strategy before the programme can move into the delivery tranches. Option D is the correct answer because this specific activity represents the "gate" at the end of the planning process. By "agreeing to proceed," the SRO is providing the final authorization for the financial arrangements and the overall delivery strategy. This ensures that the SRO is fully satisfied with the justification and the resource commitments before any significant expenditure begins in Tranche 1. It is a fundamental governance checkpoint that ensures the SRO remains in control of the programme's viability and strategic alignment.
NEW QUESTION # 84
The programme is in the 'design the outcomes' process. One risk to the programme is that new and improved meter technology may be developed during implementation. This risk has been assessed as high probability and high impact and is therefore a high priority. The initial delivery approach proposes a phased roll-out of the meters so that the programme can exploit any new technology that emerges. The CTO has been appointed as the owner of this risk.
Is this appointment an appropriate application of the identify and prioritize risks' activity, and why?
- A. Yes, because this risk would impact on the expected increased number of gas and electricity customers
- B. No, because the phased roll-out should be planned for as part of the 'develop programme plans' activity
- C. Yes, because the exposure created by this risk warrants the appointment of a senior risk owner
- D. No, because the phased roll-out should be documented as landing points during the 'develop the target operating model' activity
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 Risk Theme in MSP 5th Edition requires that all identified risks (both threats and opportunities) are assigned to an appropriate owner. A Risk Owner is someone who has the authority and resources to manage the risk and who is accountable for ensuring that the chosen response is implemented effectively. The seniority of the risk owner should be proportional to the level of risk exposure.
In this scenario, the risk-potential technological obsolescence or the opportunity for better technology-is categorized as high probability and high impact. This represents a significant exposure for the programme.
Option A is the correct answer because MSP guidance states that high-priority risks that could fundamentally affect the programme's technical strategy or benefit realization should be owned by senior leaders. The Chief Technology Officer (CTO) is the ideal owner because they have the strategic oversight and technical authority to manage a risk related to "next-generation" smart meters. Appointing a senior executive ensures that the risk receives the necessary attention at the Programme Board level and that the phased roll-out strategy is technically sound and aligned with the organization's long-term technology roadmap. This demonstrates a mature application of risk management where accountability is placed at the level where the most impact can be made.
NEW QUESTION # 85
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