Pass Your Peoplecert MSP-Practitioner Exam with Correct 135 Questions and Answers
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NEW QUESTION # 18
As the influence of a stakeholder increases, it is recommended that a 'higher' level of engagement is appropriate. Which of the following describes this increasing engagement?
- A. Keep informed, maintain interest, active consultation
- B. Maintain interest, active consultation, keep informed
- C. Keep informed, active consultation, maintain interest
- D. Active consultation, keep informed, maintain interest
Answer: A
Explanation:
The progression of stakeholder engagement levels, as a stakeholder's influence increases, follows the sequence: "Keep informed, maintain interest, active consultation." This reflects a growing degree of interaction and involvement.
Initially, stakeholders should be kept informed to maintain awareness. As their influence or importance increases, programmes must maintain their interest by involving them more proactively. Finally, for highly influential stakeholders, active consultation is required to ensure their views are heard, concerns addressed, and their support secured.
The MSP Practitioner explains: "This option signifies increasing interaction with stakeholder," emphasizing that engagement strategies must be tailored according to stakeholder influence and interest to maximize positive impact and minimize resistance.
This graduated approach ensures resource-effective stakeholder management, helping to build trust and alignment throughout the programme lifecycle.
NEW QUESTION # 19
Who approves Business Case?
- A. SRO
- B. Programme Manager
- C. BCM
- D. Sponsoring Group
Answer: A
NEW QUESTION # 20
Which activity from the Smart Meter Programme should be delivered using a continual improvement approach?
- A. Align the terms and conditions for customer-facing staff
- B. Develop automatic water leak detection systems
- C. Switch to installing new water meters gradually
- D. Develop integrated billing and accounting services
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:
MSP 5th Edition advocates for the use of different delivery life cycles depending on the nature of the work.
While some projects are best suited to a "linear" (waterfall) approach, others benefit from incremental or continual improvement (agile) approaches. Continual improvement is particularly effective when the outcome can be delivered in stages, allowing for feedback and refinement at each step.
Option D is the correct answer because the physical rollout of smart meters is a repetitive process that provides numerous opportunities for learning. By "installing new water meters gradually," the programme can apply lessons learned from the first set of installations to the next, improving efficiency, customer communication, and technical reliability as the rollout progresses. This is the essence of the Plan-Do-Check- Act (PDCA) cycle within the transformational flow.
* Option A (legal/contractual) usually requires a discrete, linear completion.
* Option B (IT systems) often requires complex integration that might be incremental but is less about
"continual improvement" of a repetitive rollout.
* Option C is a R&D/product development activity.
Option D represents the best fit for an iterative, learning-based approach where the pace and quality of delivery are refined based on real-world operational feedback.
NEW QUESTION # 21
The programme is in the 'plan progressive delivery' process for the first time and the business case has been confirmed. The programme manager is now attempting to get commitment from the Call Centre Manager that they will provide the staff needed in Tranche 1.
Is this an appropriate application of the 'plan progressive delivery' process, and why?
- A. Yes, because the Call Centre Manager should commit the resources before Tranche 1 begins
- B. No, because resources should be appointed by the project management team when Tranche 1 begins
- C. Yes, because resources from the call centres will be critical to the success of Tranche 1
- D. No, because the sponsoring group should commit the resources before Tranche 1 begins
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 the stage where the programme moves from high-level concepts to tangible, resourced plans. A key requirement of this process is to ensure that the resources (people, assets, and funding) required for the first tranche are not just identified, but actually committed by the business owners.
Option A is the correct answer. According to MSP 5th Edition, a programme should not proceed into a delivery tranche (such as Tranche 1) until there is a firm commitment from the functional managers who
"own" the resources. The Call Centre Manager is the person who must balance the needs of the programme against the needs of business-as-usual (BAU). If they do not commit the staff during the planning process, the programme risks failing in its first tranche due to resource shortages. The Sponsoring Group (Option C) provides the high-level mandate and funding, but the actual day-to-day commitment of staff must come from the operational line managers. This commitment is a prerequisite for the SRO to "Agree to proceed." Obtaining this commitment early is a critical success factor for programme management, as it reduces the risk of conflict between the programme and the business once delivery starts.
NEW QUESTION # 22
Which of following groups can be a stakeholder for building a city programme?
- A. All of above
- B. People interested in being residents
- C. Employees
- D. Political leadership
Answer: A
NEW QUESTION # 23
Which of following best defines Outcomes?
- A. Deliverable of a project
- B. Completed set of project outputs
- C. Measurable improvement resulting from outcomes perceived as advantage
- D. New operational state achieved after transition of capability in live operations
Answer: D
Explanation:
Outcomes are defined as the new operational state achieved after the transition of capability into live operations. They represent the changes in the organization's way of working resulting from the combined effect of project outputs.
The MSP Practitioner states: "Outcomes are combined outputs or projects to bring a new operational state in organization," emphasizing that outcomes go beyond deliverables to reflect actual changes in operations and behaviours.
This distinction is critical in MSP's focus on transformational change, ensuring programmes deliver real, sustainable benefits rather than just outputs.
NEW QUESTION # 24
For a programme that focuses on Political and societal change which scenario will lead to lower probability of success?
- A. New legislation reacting to societal trends
- B. Long term societal effects
- C. Changes to public service delivery model
- D. Change to current legislation
Answer: B
NEW QUESTION # 25
Which of following is output of 'Identifying the programme'?
- A. Appointment of programme board and SRO
- B. Programme Mandate
- C. Benefit profiles
- D. Business Case
Answer: A
NEW QUESTION # 26
Through which document programmes establish the context in which risks will be identified and assessed and responses planned and implemented?
- A. Issue register
- B. Risk register
- C. Programme plan
- D. Quality and assurance plan
Answer: B
NEW QUESTION # 27
Which of following is not a principal control for managing the tranches?
- A. Benefit Review
- B. Business Case
- C. Dependency management
- D. Business Case
Answer: C
Explanation:
Dependency management is not considered a principal control for managing the tranches but rather a governance control related to delivering the benefits.
The MSP Practitioner explains: "Dependency management is governance control for Delivering the benefits," which means while dependencies between projects and benefits must be managed, they are not direct tranche controls.
Principal tranche controls focus on approving and reviewing Business Cases and conducting Benefit Reviews to ensure each tranche delivers value and remains aligned with strategic objectives.
Recognizing this distinction helps ensure the programme maintains effective controls focused on stage delivery and benefit realization without conflating governance functions.
NEW QUESTION # 28
For a business transformation programme, which of scenarios will lead to high probability of success?
- A. New products or services
- B. Internal, external and customer behavior
- C. Changing historical work practices
- D. Process change affecting technology and structures
Answer: D
Explanation:
The probability of success is higher when programme requirements are well-defined and clearly understood.
MSP Practitioner states: "Probability is high when requirements are well defined and clearly understood.
Clear specifications of output increases the probability of success." Process changes affecting technology and structures typically have clearer specifications and boundaries, making successful delivery more likely compared to changes driven by complex behaviors or historical practices.
NEW QUESTION # 29
Which document is created from Programme mandate and works as input for Business Case?
- A. Programme preparation plan
- B. Programme management plan
- C. Blueprint
- D. Programme Brief
Answer: D
NEW QUESTION # 30
Which of the following is not an Input to delivering the capability?
- A. Project outputs
- B. Blueprint
- C. Project dossier
- D. Business Case
Answer: A
NEW QUESTION # 31
Who is accountable for confirming programme closure?
- A. Sponsoring group
- B. SRO
- C. Programme Manager
- D. BCM
Answer: B
Explanation:
The Senior Responsible Owner (SRO) is accountable for confirming programme closure. This responsibility involves assessing whether the programme's Business Case objectives and benefits have been satisfactorily met or if the programme is no longer viable.
The MSP Practitioner states: "SRO will confirm programme closure if business case is satisfied or unviable." The SRO ensures that all closure criteria, including benefit realization, risk mitigation, and stakeholder expectations, are addressed before formally closing the programme.
While the Programme Manager manages the operational closure tasks and the Sponsoring Group provides governance oversight, ultimate closure accountability rests with the SRO to ensure a controlled and successful programme conclusion aligned to strategic goals.
The Business Change Manager (BCM) supports by confirming benefits status but does not hold closure authority.
This clarity in accountability prevents premature or inappropriate programme termination and ensures a thorough and accountable close-out process.
NEW QUESTION # 32
The CFO has specified the need to calculate the Net Present Value (NPV) to demonstrate the return on investment for the programme. How should the resulting benefit be expressed?
- A. As a non-financial measure of benefit
- B. As a cash proxy of reduced costs resulting from increased customer satisfaction
- C. As cost savings vs budget due to HR efficiencies
- D. As growth resulting from additional sales due to unified staff contracts
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:
In MSP 5th Edition, the 'Justification' and 'Benefits' themes emphasize that benefits must be measurable and expressed in a way that allows for objective assessment of the programme's value. When a CFO requests a Net Present Value (NPV) calculation, they are looking for a financial representation of the programme's worth. NPV is a financial metric used to represent the value of future cash flows in today's terms. Therefore, the benefits feeding into this calculation must be expressed in financial terms.
Option B is the correct answer because "cost savings" are tangible, financial benefits that can be directly used in an NPV calculation. In the context of the UU scenario, HR efficiencies leading to reduced staff costs provide a direct cash-flow impact. While Option C (additional sales) is also financial, it is often more speculative than cost savings. Option D uses a "cash proxy," which is a technique used in MSP to assign a monetary value to non-financial benefits (like customer satisfaction), but since the scenario specifically mentions HR efficiencies and cost-saving metrics are already available, a direct financial measure is preferred for a formal NPV. Option A is incorrect because non-financial measures (like brand reputation) cannot be directly included in an NPV formula without conversion. MSP 5th Edition stresses that the Business Case must be supported by a robust Benefit Realization Plan where financial benefits are clearly quantified to justify the investment.
NEW QUESTION # 33
Which of the following is Not a core element of successful communication?
- A. Stakeholder identification and analysis
- B. Feedback Collection system
- C. Message Clarity and consistency
- D. Identifying correct people to communicate
Answer: D
NEW QUESTION # 34
Which of below sentences describes Project Brief?
- A. Describes purpose, cost, time, performance requirements and constraints of a project
- B. List of all projects that will be part of programme
- C. Control framework for programme
- D. Control framework for projects
Answer: A
NEW QUESTION # 35
Which of the following statements is FALSE?
- A. The SRO acts as the Project Executive on all the Project Boards.
- B. The SRO must have enough seniority to take on accountability for the programme delivery.
- C. The SRO is appointed by the Sponsoring Group.
- D. The SRO is likely to be a peer of the Sponsoring Group.
Answer: A
NEW QUESTION # 36
Which of the following defines Dis-benefit?
- A. Measurable improvement resulting from outcome perceived as an advantage
- B. A scenario that may bring profit or loss to programme
- 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
NEW QUESTION # 37
Which document is prepared with a purpose to share with stakeholders?
- A. Programme Plan
- B. Blueprint
- C. Vision
- D. Business Case
Answer: C
Explanation:
The Vision document is prepared specifically to share with stakeholders to communicate the desired future state the programme aims to achieve. It is a clear, inspirational statement designed to create alignment, motivation, and understanding among all parties involved.
The MSP Practitioner states: "Vision's purpose is to share the idea of better future planned by programme with all stakeholders." It conveys the strategic intent and overarching goals without delving into technical or detailed delivery plans.
Unlike the Business Case or Blueprint, which are more technical or internal management documents, the Vision serves as a powerful communication tool fostering stakeholder engagement and support from the outset.
NEW QUESTION # 38
Which type of cost is associated in training, moving and supporting an operational unit?
- A. Business change and transition cost
- B. Benefits realization cost
- C. Capital cost
- D. Programme management cost
Answer: A
NEW QUESTION # 39
The programme has successfully completed all projects and work according to the delivery plan and is in the
'close the programme' process. All internal staff, who had worked on the programme, must now be transferred back into business as usual roles.
Which role should be responsible for managing these activities?
- A. Business change manager
- B. Programme manager
- C. Sponsoring group members
- D. Senior responsible owner
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:
The 'Close the programme' process involves the orderly decommissioning of the programme's infrastructure, including its people, assets, and technology. While the SRO is accountable for the closure, the Programme Manager is the role responsible for the practical execution of these activities.
Option C is correct because the Programme Manager's remit includes the "management of the programme team" and the "decommissioning of the programme's organization." Managing the transfer of internal staff back into Business As Usual (BAU) roles is a management task that requires coordination with HR and functional line managers. The Programme Manager must ensure that staff are released in a way that doesn't leave the programme with "resource gaps" during the final administrative wrap-up, while also ensuring the organization reabsorbs its talent effectively. This falls under the Programme Manager's responsibility for the Organization Theme, specifically the aspect of managing the programme's human resources throughout the lifecycle, from the initial "Plan progressive delivery" through to final closure. The BCM (Option D) focuses on the embedding of benefits in the business, not the management of the programme's internal delivery team.
NEW QUESTION # 40
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