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[General] New MSP-Practitioner Dumps Ppt | Pass-Sure Peoplecert MSP-Practitioner: MSP Prac

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【General】 New MSP-Practitioner Dumps Ppt | Pass-Sure Peoplecert MSP-Practitioner: MSP Prac

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Peoplecert MSP-Practitioner Exam Syllabus Topics:
TopicDetails
Topic 1
  • Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.
Topic 2
  • Stakeholder Engagement: Learn how to effectively manage diverse stakeholders, including executives, sponsors, team members, suppliers and customers, with advanced communication and relationship-building skills.
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.
Topic 4
  • Tailoring: Learn how to tailor the MSP 5th edition method to suit the specific needs and context of your programme and organization.
Topic 5
  • Risk and Issue Management: Acquire advanced knowledge of identifying, assessing and managing risks and issues that can impact a programme's success.
Topic 6
  • Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 7
  • 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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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q46-Q51):NEW QUESTION # 46
At which transformational flow basic programme controls are established?
  • A. Defining the programme
  • B. Managing the tranches
  • C. Identifying the programme
  • D. None of above
Answer: C

NEW QUESTION # 47
There is a risk that the utilities market is changing, with green energy solutions becoming more attractive to customers. As UU does not currently offer this type of green energy, the benefits gained from cross-selling electricity and gas to current water customers may be overestimated.
Which activity is relevant in the 'plan' phase of the Plan-Do-Check-Act (PDCA) cycle?
  • A. Analysing the market trends for utility companies offering green energy solutions and how many customers they gain
  • B. Purchasing and selling a small amount of energy from renewable sources to provide an element of environmental credibility
  • C. Surveying customers to assess if they are aware of UU's new green tariff introduced in response to this risk
  • D. Scheduling daily monitoring of how many current water customers also buy either electricity or gas services
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-Do-Check-Act (PDCA) cycle is applied throughout MSP to ensure continuous improvement and effective risk management. In the context of risk management, the 'Plan' phase involves identifying and assessing risks, understanding the current environment, and designing the appropriate responses. It is the analytical stage where the programme team gathers data to understand the scale and proximity of a threat to the programme's benefits.
In this scenario, the risk is a shift in market preference toward green energy. Option B is the correct activity for the 'Plan' phase because it involves research and analysis. Before a response can be designed (Do), the programme must understand the market trends and the potential impact on the cross-selling benefits.
Analyzing how many customers competitors are gaining through green energy provides the evidence base needed to adjust the Business Case or the Benefit Profiles. In contrast, Option D represents the 'Do' phase (implementing a response), Option A represents the 'Check' phase (monitoring results), and Option C is also a
'Check' or 'Act' activity to verify the effectiveness of a response already taken. For the 'Plan' phase, the focus remains on understanding the uncertainty to enable informed decision-making.

NEW QUESTION # 48
The project manager for the Customer Processes Project has heard a rumour that Web 'n' Go is having financial difficulties. If this company becomes bankrupt, they will not be able to supply the agreed customer web-based portal services which are required to enable the single customer services call centre. The programme manager has added this risk to the programme risk register.
Is this action by the programme manager an appropriate application of the 'design' theme, and why?
  • A. Yes, because the web-based portal services are needed to reduce staff levels and associated costs
  • B. No, because the vision and target operating model should be developed as part of the 'design' theme
  • C. No, because this is just a rumour and no action is needed until Web 'n' Go is actually bankrupt
  • D. Yes, because projects should escalate risks that could affect the project's objectives to the programme manager
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:
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.

NEW QUESTION # 49
The Customer Processes Project has reported that the work to develop the integrated billing and accounting services is progressing according to plan. However, when the system was tested, the system performance was very slow and there are errors that were not previously identified. The programme manager is concerned about the possible impact of this inaccurate reporting.
Which type of data gathering should be improved, and why?
  • A. Looking forward, because the project should inform the programme of these disruptive trends
  • B. Looking back, because the project's reporting represents a risk to the overall programme delivery
  • C. Looking back: because the project's reporting focus should be upwards and outwards
  • D. Looking forward, because the programme should identify emerging risks from the wider context
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 Decisions Theme in MSP 5th Edition emphasizes the necessity of high-quality data to support effective governance and oversight. The framework distinguishes between two types of data gathering: "looking back" and "looking forward." Looking-back data focuses on monitoring the performance of the programme and its constituent projects against their approved plans (e.g., progress, cost, quality, and risk status).
In this scenario, there is a disconnect between the project's status report ("progressing according to plan") and the actual technical reality (slow performance and errors). This is a failure of looking-back data. Option B is the correct answer because the programme manager needs to improve the accuracy of reporting on work already completed or in progress. Without reliable "looking-back" information, the programme board cannot identify variances or risks to the overall delivery schedule. Inaccurate reporting masks technical debt and quality issues, which ultimately threatens the realization of benefits. While "looking forward" data (Options C and D) is important for scanning the external environment or identifying future trends, the immediate issue here is a failure to report current internal project health accurately. Improving looking-back data ensures that the programme has a "single version of the truth" regarding the capability being delivered, allowing for timely intervention and more robust decision-making.

NEW QUESTION # 50
Where in the transformational flow would the Benefits Map normally be created?
  • A. Managing the Tranches
  • B. Defining a Programme
  • C. Realizing the Benefits
  • D. Identifying a Programme
Answer: B

NEW QUESTION # 51
......
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