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Peoplecert MSP-Practitioner Exam Syllabus Topics:
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NEW QUESTION # 58
The customer web-based portal being delivered by Web 'n' Go in Tranche 2 will allow customers to make enquiries and request services online. The BCM held a workshop with call centre managers to identify what the most common problems and queries are that they typically receive. This information will help Web 'n' Go develop a solution that meets customer needs.
Is this use of information an appropriate application of the 'knowledge' theme, and why?
- A. No, because sensitive customer information should not be shared with Web 'n' Go which is an external company
- B. No, because the programme office lead should ensure that Web n' Go has the information and knowledge it needs
- C. Yes, because the call centre managers' understanding of customer needs should help Web 'n' Go develop more effective customer processes
- D. Yes, because the BCM should encourage the call centre managers to share their experiences with each other to improve existing service to customers
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 Knowledge Theme in MSP 5th Edition covers both explicit knowledge (documented data) and tacit knowledge (experience, insights, and "know-how"). A successful programme must capture tacit knowledge from those who are closest to the operational reality and convert it into a form that can improve the programme's outputs. This is often achieved through collaborative techniques like workshops.
In this scenario, the Business Change Manager (BCM) is facilitating the transfer of tacit knowledge from the call centre managers to the supplier, Web 'n' Go. Option A is the correct answer because this application of the knowledge theme ensures that the technical solution (the portal) is informed by real-world operational insights. By understanding common customer problems, the supplier can design features that directly address those pain points, thereby increasing the likelihood of customer adoption and the realization of benefits (such as reduced call volumes). This proactive knowledge sharing is a critical part of the Design Approach within the Knowledge theme, ensuring that what is "built" is fit for purpose. While sharing info with external companies (Option D) requires security protocols, the principle of using operational knowledge to drive design remains a core MSP best practice.
NEW QUESTION # 59
Which of the following statements is NOT TRUE?
- A. The SRO is accountable for the Programme Brief.
- B. The Programme Manager is responsible for the Vision Statement.
- C. The SRO is accountable for confirming Programme Mandate.
- D. The Programme Manager is responsible for the Blueprint.
Answer: C
NEW QUESTION # 60
For a programme that focuses on Political and societal change which scenario will lead to lower probability of success?
- A. Change to current legislation
- B. Changes to public service delivery model
- C. New legislation reacting to societal trends
- D. Long term societal effects
Answer: D
Explanation:
Programmes aimed at political and societal change face lower success probability when outcomes are vague or have long-term horizons that are difficult to define and measure. The MSP Practitioner explains: "Vaguely defined outcomes decrease probability of success." Long-term societal effects are often uncertain and harder to control, thus reducing the clarity needed for successful programme management and delivery.
NEW QUESTION # 61
The programme is in the 'evaluate new information' process at the end of Tranche 2. A new supplier has been identified that may be able to develop the next generation smart meters. This would be an alternative to developing them internally as part of the Research and Development Project and it could be faster and cheaper.
Which role should be responsible for evaluating this new information?
- A. Senior responsible owner
- B. Programme office lead
- C. Business change manager
- D. Programme manager
Answer: D
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Evaluate new information' process occurs at the end of each tranche (and continuously throughout) to assess whether the programme remains viable and aligned with its objectives. This process involves reviewing performance, risks, and external opportunities that could impact the business case or the target operating model.
In MSP 5th Edition, the Programme Manager is responsible for the setup and day-to-day management of the programme, which includes the analysis of factors that might require a change in direction. Option B is correct because the Programme Manager is tasked with evaluating the impact of such new information-in this case, a new supplier offering a faster, cheaper alternative-on the overall programme plan and the project delivery schedule. The Programme Manager performs the detailed analysis and then presents the findings and recommendations to the Senior Responsible Owner (SRO) for a final decision. While the SRO is the ultimate decision-maker, the responsibility for the evaluation of technical and management information resides with the Programme Manager. They must determine how this new "imported" solution affects dependencies, costs, and the realization of benefits before the SRO decides whether to pivot the strategy for Tranche 3.
NEW QUESTION # 62
MSP is best suited for which programme?
- A. Programme for long term societal change
- B. Launching new products
- C. Simple programme with defined outcomes and strong governance in place
- D. Technically complex but with defined outputs
Answer: A
NEW QUESTION # 63
Which of the following defines Dis-benefit?
- A. A scenario that may bring profit or loss to programme
- B. Measurable improvement resulting from outcome perceived as an advantage
- C. Measurable decline resulting from outcome perceived as negative
- D. Unplanned scenario that has happened and needs management intervention to reduce negative impact
Answer: C
Explanation:
A dis-benefit is defined as a measurable decline resulting from an outcome perceived as negative. The MSP Practitioner clearly states: "Measurable decline resulting from outcome perceived as negative defines mis- benefit," highlighting the need to manage and mitigate dis-benefits as part of benefits management to ensure overall programme success.
NEW QUESTION # 64
Which of following is input for 'managing the tranches'?
- A. Programme preparation plan
- B. Approval to proceed
- C. Programme Brief
- D. Assurance review reports
Answer: B
Explanation:
Approval to proceed is a critical input for the 'Managing the Tranches' process. Without formal approval, the programme cannot move into tranche delivery phases. The MSP Practitioner specifies: "Without approval to proceed, programme will not enter this process." This highlights the formal gating and control process essential for structured programme progression.
NEW QUESTION # 65
Which of the following is NOT normally a characteristic of the Vision Statement?
- A. It must describe a desirable future
- B. It is short
- C. It must be time dependent
- D. Key benefits are implicit
Answer: C
Explanation:
A Vision Statement is a succinct and compelling description of the desirable future state that the programme aims to achieve. It serves to inspire and align stakeholders around the intended outcomes and benefits. The MSP Practitioner outlines key characteristics of a Vision Statement, including that it must describe a desirable future and be concise to ensure clarity and focus.
Key benefits are often implicit within the Vision, providing a motivational overview without delving into detailed measurement or timelines.
However, the Vision Statement is NOT normally time-dependent. Time frames and milestones are introduced later in the programme planning stages, such as in the Business Case or Programme Plan. The MSP Practitioner explains: "Vision statement does not include time frames until programme is time bound in nature," which means the Vision is more about 'what' will be achieved rather than 'when.' This approach allows the Vision to remain stable even if timeframes or specific project plans evolve. The focus remains on the transformational goal, providing a constant reference point as the programme adapts to challenges and changes.
Therefore, including time-dependence in the Vision Statement could unnecessarily constrain the programme's strategic focus or create misalignment if schedules shift.
NEW QUESTION # 66
Which of the following statements best defines 'transformational Flow'?
- A. Provides a route through lifecycle of a programme, from its conception through to delivering new capability
- B. Common factors of success derived from lessons learned in programmes that had both positive and negative results
- C. Allow organizations to put in place right leadership, delivery team, robust organization structures and controls
- D. Temporary flexible organization created to coordinate, direct and oversee implementation of set of related projects
Answer: A
NEW QUESTION # 67
Where in the transformational flow would the Benefits Map normally be created?
- A. Realizing the Benefits
- B. Defining a Programme
- C. Managing the Tranches
- D. Identifying a Programme
Answer: B
Explanation:
The Benefits Map is typically created during the 'Defining a Programme' phase of the transformational flow.
This map visually links programme outputs to expected benefits and outcomes, providing a clear picture of how the programme's work will realize its intended value.
The MSP Practitioner explains: "Benefits are identified and analyzed in Defining a programme," which highlights that the Benefits Map is a key planning tool used to understand dependencies, confirm benefit ownership, and ensure alignment with strategic objectives before detailed delivery begins.
Creating the Benefits Map at this stage supports informed decision-making and prioritization, as well as effective communication with stakeholders about how change initiatives contribute to strategic goals. It also serves as a baseline for benefits realization planning and tracking throughout programme delivery.
By defining and mapping benefits early, the programme can mitigate risks of misalignment or overlooked benefits, thereby improving chances of successful transformation and measurable value creation.
NEW QUESTION # 68
Which of the following is not true about programme control?
- A. Programme control justifies continuance of programme
- B. Programme control defines reporting mechanism
- C. Programme control provides supporting activities to refine and improve delivery
- D. Programme control minimizes impact of ambiguity
Answer: B
NEW QUESTION # 69
The project team working on the Training Project in Tranche 3 needs to understand the new processes and knowledge required by staff members to develop a coherent set of training materials. The project team also needs to know the skills and qualifications for each role, and any new processes. The project manager is concerned that some of the documentation provided is outdated and does not now reflect the current processes being developed.
Which aspect of information management, if applied correctly, is MOST LIKELY to address these concerns?
- A. Storage
- B. Access control
- C. Version control
- D. Integrity
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 Knowledge Theme in MSP 5th Edition emphasizes the importance of managing information effectively to support decision-making and delivery. Information management ensures that data is reliable, accessible, and accurate. When a project team is dealing with "outdated" documentation that fails to reflect "current processes," the fundamental failure lies in the tracking of changes and the identification of the most recent authorized state of the information.
Option D, Version Control, is the specific aspect of information management designed to address this issue.
Version control involves identifying different iterations of a document and ensuring that users are working with the correct, most up-to-date version. In a complex programme like UU's, where processes are evolving across multiple projects and tranches, robust version control is essential to prevent rework and ensure that training materials (and other outputs) are aligned with the actual capabilities being delivered. While Integrity (Option B) is about the accuracy of the data itself, version control is the mechanism that manages the lifecycle of that data and prevents the use of obsolete information. Effective version control ensures that the "current processes" being developed are captured in a way that is visible and verifiable for all dependent projects, such as the Training Project.
NEW QUESTION # 70
Which document identifies appropriate milestones for benefit reviews?
- A. Information management plan
- B. Quality and assurance plan
- C. Benefit realization plan
- D. Business case
Answer: C
Explanation:
The Benefit Realization Plan identifies milestones for benefit reviews. This plan details when and how benefits will be measured, reviewed, and managed to ensure they are achieved as expected.
The MSP Practitioner explains: "Benefits management plan identifies benefit reviews to increase likelihood of success." Regular benefit reviews help detect issues early, enable corrective actions, and maintain stakeholder confidence.
This plan is crucial for monitoring benefit progress post-delivery, coordinating with business change activities, and ensuring benefits sustain over the long term. It aligns benefit tracking with programme stages and organizational priorities, enhancing accountability and transparency.
NEW QUESTION # 71
The programme is in Tranche 2 and has been progressing according to plan. However, there have been difficulties transitioning to the new ways of working at the end of Tranche 1 and UU has had some customer complaints as a result. Therefore, the SRO asked the programme manager to replan the programme so that all remaining capabilities are transitioned at the end of the programme, instead of at the end of the tranche.
Is this an appropriate application of the 'structure' theme, and why?
- A. Yes, because applying the 'collaborate across boundaries' principle requires effective use of programme resources
- B. No, because applying the 'realize measurable benefits' principle requires outcomes of benefit to be embedded at intermediate landing points
- C. No, because applying the 'align with priorities' principle requires the content of the tranches to be changed, rather than delaying transition
- D. Yes, because applying the 'lead with purpose' principle requires delivery to be planned to realize outcomes of benefit
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 Structure Theme is heavily reliant on the principle of 'Realize measurable benefits.' A core tenet of this principle is that benefits should not be "big bang" deliveries at the very end of a programme. Instead, MSP advocates for an incremental approach where the programme is broken down into tranches, each culminating in a landing point. A landing point is a point in time when a set of capabilities is transitioned into the business, allowing for the realization of intermediate benefits and the embedding of new ways of working.
The SRO's request to delay all transitions until the end of the programme directly contradicts this principle.
Option C is correct because MSP 5th Edition mandates that outcomes of benefit should be embedded at these intermediate landing points. By doing so, the programme provides early value to the organization, validates the "pathway to benefits," and reduces the overall risk of failure. Delaying all transitions to the end creates a high-risk environment where the business may be overwhelmed by a massive amount of change at once.
Furthermore, the feedback loop from Tranche 1 (the customer complaints) should be used to improve the transition process for subsequent tranches, not to abandon the incremental delivery model altogether. The structure of a programme is specifically designed to provide these "safe harbors" where progress is assessed and benefits are consolidated before moving forward.
NEW QUESTION # 72
Which of the following is NOT normally a characteristic of the Vision Statement?
- A. It must describe a desirable future
- B. It is short
- C. It must be time dependent
- D. Key benefits are implicit
Answer: C
NEW QUESTION # 73
Which of the following is NOT an MSP Governance Theme?
- A. Quality Management
- B. Organization
- C. Learning from Experience
- D. Leadership and Stakeholder Engagement
Answer: C
NEW QUESTION # 74
Which of the following is an Information Baseline?
- A. Governance
- B. Boundary
- C. All of above
- D. Management
Answer: C
Explanation:
All three-Governance, Boundary, and Management-are defined as Information Baselines in MSP. An Information Baseline refers to essential information repositories and frameworks that support programme control and management.
The MSP Practitioner states: "All are defined information baselines," meaning that governance baselines set controls and accountability, boundary baselines define scope and limits, and management baselines cover operational details such as risks and issues.
Together, these baselines form a comprehensive information foundation, enabling effective oversight, coordination, and decision-making throughout the programme lifecycle.
Understanding and maintaining these baselines ensures transparency, consistency, and effective control over complex transformational programmes.
NEW QUESTION # 75
Who is accountable for approval to proceed?
- A. Programme board
- B. Group of directors
- C. Sponsoring Group
- D. SRO
Answer: D
Explanation:
Although the Sponsoring Group formally gives the approval to proceed, the accountability for this approval rests with the Senior Responsible Owner (SRO). The MSP Practitioner notes: "Approval to proceed is always given by Sponsoring group on recommendation from SRO. SRO is accountable for it." This means the SRO takes responsibility for ensuring the programme is ready to move forward and manages the formal approval process through the Sponsoring Group.
NEW QUESTION # 76
Which of the following is a programme management principle?
- A. Remaining aligned with corporate strategy
- B. Realizing the benefits
- C. Quality and assurance management
- D. Leadership and stakeholder management
Answer: A
NEW QUESTION # 77
Significant changes to the customer processes have been delivered and Tranche 2 is now complete. Many engineering staff do not believe that the Training Project is needed in Tranche 3 as they feel the changes to the new customer processes are minor. The programme manager is concerned that the engineering staff may have misunderstood the extent of the changes. As a result, the programme manager noted in the end-of-tranche report for Tranche 2, that there needs to be more engagement with engineering staff during subsequent tranches.
Is this recommendation an appropriate application of the 'evaluate new information' process, and why?
- A. Yes, because the end-of-tranche report should include a list of risks to the next tranche
- B. No, because the end-of-tranche report should focus on the programme's financial performance
- C. Yes, because the end-of-tranche report should report on the effectiveness of communications
- D. No, because the end-of-tranche report should focus on progress towards the target operating model
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 'Evaluate new information' process involves more than just checking budgets; it requires an assessment of the programme's "soft" elements, such as stakeholder engagement and the effectiveness of communication.
The End-of-Tranche Report serves as a summary of the programme's health and readiness to proceed.
Option B is the correct answer. MSP 5th Edition emphasizes that for transformation to be successful, stakeholders must understand and accept the change. The fact that engineering staff view the changes as
"minor" suggests a failure in the communication strategy or a lack of understanding of the Vision. By noting this in the end-of-tranche report, the Programme Manager is correctly identifying a weakness in the Knowledge Theme (specifically stakeholder communication) that occurred during Tranche 2. Evaluating the effectiveness of how information was shared and received is a key part of this process. This allows the programme to adjust its Stakeholder Engagement Approach for Tranche 3, ensuring that the engineering staff are properly prepared for the upcoming Training Project. Without this evaluation, the programme would risk low engagement and poor benefit realization in the next tranche. The report is the formal mechanism for capturing these "lessons learned" and turning them into actionable governance decisions for the future.
NEW QUESTION # 78
Which of following is not a principal control for managing the tranches?
- A. Dependency management
- B. Benefit Review
- C. Business Case
- D. Business Case
Answer: A
NEW QUESTION # 79
The programme is in the first tranche. The programme manager met with the project managers from the Employment Contracts and Call Centre Rationalization projects as well as the BCM. Many topics were discussed. After the meeting, the programme manager reviewed the information gathered at the meeting.
Which information should result in an addition to the risk register?
- A. Due to staff sickness, the Call Centre Rationalization Project is delayed in delivering the call centre integration, but the project is expected to finish on time
- B. Currently customer service staff have specialist areas of expertise in either electricity, gas or water and do not answer calls from other customers
- C. Customer service staff will be trained on all call centre systems in order to answer calls from customers and cross-sell all of UU's products
- D. Tranche 3 could be delayed as the Customer Processes Project has not yet started, and it is unclear what training the call centre staff will need
Answer: D
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, a Risk is defined as an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. The Risk Register is used to capture these uncertainties. It is vital to distinguish between a "risk" (uncertainty about the future) and an "issue" (something that has already happened or a current fact).
Option C represents a classic programme risk: there is uncertainty regarding the training requirements for a future project, which creates a potential threat to the timeline of Tranche 3. This uncertainty needs to be managed, analyzed, and mitigated, making it a perfect entry for the risk register.
* Option A describes a planned outcome or benefit.
* Option B describes the current "as-is" state (a fact).
* Option D describes a project-level issue (staff sickness and delay) that the project manager expects to resolve. While it could be escalated, the inherent uncertainty regarding the future impact on Tranche 3 in Option C is a more fundamental programme-level risk that must be recorded and tracked.
NEW QUESTION # 80
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