MSP-Practitioner Exam Dumps - PeopleCert MSP Questions and Answers

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

This question tests the boundary between the Design Theme and the Risk Theme. While the programme manager is doing the right thing by recording a risk (as it affects a critical capability), the question asks if this is an application of the Design Theme.

In MSP 5th Edition, the Design Theme specifically covers the creation and maintenance of the Vision, the Benefit Framework, and the Target Operating Model. It is about defining what is being built. The Risk Theme, on the other hand, is about managing the uncertainties that might prevent the design from being realized.

Option C is the correct answer because the scenario describes an act of Risk Management, not an act of Design. While the bankruptcy of a supplier would definitely impact the programme's ability to achieve its design, the act of putting it on a risk register is a procedural step within the Risk Theme. The Design Theme’s primary purpose is to ensure the programme is designed to deliver the required transformation. A rumour about a supplier's bankruptcy is a classic external risk that sits firmly within the risk management framework.

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The principle of 'Bring pace and value' in MSP 5th Edition emphasizes that a programme should be structured to deliver value as early as possible while maintaining a sustainable pace of change. A critical aspect of this principle is the recognition of the "capacity for change" within the business-as-usual (BAU) environment. If a programme attempts to move too quickly, it risks overwhelming the operational teams, leading to a dip in performance or a complete failure to adopt the new ways of working.

In this scenario, the Call Centre Manager highlights a valid concern regarding the volume of change (change fatigue) and the need to maintain existing customer service levels. Option A is the correct application of the principle because MSP explicitly states that the design of tranches and the timing of "landing points" must be balanced against the organization's ability to absorb change. Delivering "pace" does not mean reckless speed; it means the optimal speed that maximizes cumulative value without breaking the operational backbone of the company. By designing the tranche structure to accommodate the call centre's capacity, the programme manager ensures that when the change is finally implemented in Tranche 3, it is more likely to be successful and sustainable. This avoids the "value leakage" that occurs when changes are forced upon a business that is not ready to receive them.

A vision-led programme is one that is undertaken to fulfil political ideas and priorities, such as electoral promises. These programmes are driven by a clear vision for change that aligns with political or societal goals rather than just compliance or operational needs. Public programmes started to fulfil electoral promises fit this definition of vision-led programmes as they reflect a vision for future societal outcomes.

All the options listed are correct. Benefits Management in MSP ensures the programme is aligned with strategic goals, understands both positive and negative impacts, and integrates closely with the transformational flow to realize benefits effectively. The MSP Practitioner confirms: "All of the options are correct," underscoring the comprehensive nature of benefits management across the programme lifecycle.

The principle “Envisioning and communicating a better future” specifically addresses the need for creating a clear, compelling Vision. The MSP Practitioner states: “Envisioning and communicating a better future categorically takes the need of creating an effective Vision statement.” This principle ensures that the programme has a forward-looking, inspirational view of the outcomes and benefits, which guides all programme activities and stakeholder engagement efforts. The Vision helps to align everyone involved and drives commitment towards the desired future state.

The Project Brief is a key document that describes the purpose, cost, time, performance requirements, and constraints of a specific project. It acts as the initial detailed definition of a project within the programme context. The MSP Practitioner states: “Project brief describes purpose, cost, time, performance requirements and constraints of a project,” highlighting its role in defining project scope and parameters, which supports effective project delivery aligned to the programme objectives.

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 is not only about the information used during the programme but also about the knowledge and data that must persist after the programme has closed. A key element of this theme is Benefit Realization, which often continues long after the programme's formal closure.

Option B is the correct answer. The situation described involves the long-term monitoring of a benefit (improved service to customers) that resulted from a programme output (the training). According to MSP 5th Edition, when a programme closes, the responsibility for ongoing benefit monitoring and the capture of "lessons learned" must be handed over to the permanent organization. The Knowledge theme ensures that the frameworks for measuring these impacts (the Benefit Realization Plan) are in place and that the "knowledge" of how to measure success is transferred to the Business Change Managers or operational leads. This ensures that the organization continues to track the value of the investment even after the programme team has disbanded. This focus on post-closure data and the persistence of information for future learning is a core pillar of the Knowledge theme within the MSP framework.

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.

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.

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.