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[Hardware] MSP-Practitioner New Questions - Test MSP-Practitioner Cram Pdf

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【Hardware】 MSP-Practitioner New Questions - Test MSP-Practitioner Cram Pdf

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Peoplecert MSP-Practitioner Exam Syllabus Topics:
TopicDetails
Topic 1
  • Resource Management: Learn how to allocate and optimize resources (human, financial and material) effectively, even in complex and changing environments, to achieve programme objectives.
Topic 2
  • Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 3
  • Tailoring: Learn how to tailor the MSP 5th edition method to suit the specific needs and context of your programme and organization.
Topic 4
  • 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 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
  • Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and 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.
Topic 8
  • 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.

Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q112-Q117):NEW QUESTION # 112
The programme is in the middle of Tranche 2 and a new SRO has been appointed. In order to understand the current status of the programme, the SRO has asked for a health check to be carried out. The health check was not in the assurance plan, and there is no budget available to pay for an external auditor. As a result, the programme manager has agreed with the SRO that a senior member of the portfolio office, who is acting as the programme office lead, should complete the health check instead.
How well does this action by the programme manager apply the 'assurance' theme, and why?
  • A. It applies it poorly, because the programme board should undertake health checks on behalf of the SRO to identify areas for improvement
  • B. It applies it poorly, because assurance activities should have been planned in the plan progressive delivery' process and remain unchanged throughout the programme
  • C. It applies it well, because a health check should give the SRO reassurance that the programme is being run in a compliant way
  • D. It applies it well, because the programme office lead has the skills to carry out a health check to assess progress against plans and identify areas of the programme that need attention
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 Assurance Theme in MSP 5th Edition emphasizes that assurance should be risk-based and proportional.
While independence is a success factor, the framework also recognizes that "internal" assurance-conducted by individuals with the right skills who are not the direct project managers-is a valid and necessary part of the assurance landscape.
In this scenario, the Programme Office Lead (who is a senior member of the portfolio office) is tasked with the health check. Option A is the correct answer because, within the MSP 5th Edition guidance, the Programme Office is responsible for providing standards, support, and "second-line" assurance. Even if the health check was not in the original Assurance Plan, MSP is designed to be flexible; an SRO has the authority to request ad-hoc assurance if they perceive a risk or need to understand the status of a transformation. The Programme Office Lead possesses the specialized knowledge of MSP processes and organizational standards to identify areas of concern. While an external auditor (third-line) offers more independence, the internal lead provides a cost-effective and immediate source of expertise to meet the SRO's needs. The key is that the person conducting the check must have the requisite skills to evaluate the programme against its defined governance and objectives, which a senior portfolio office member is expected to possess.

NEW QUESTION # 113
Which of following is NOT part of delivering the capability?
  • A. Governance: Manage and control delivery
  • B. Gateway reviews
  • C. Align projects with benefits realization
  • D. Start Projects
Answer: B

NEW QUESTION # 114
Which of the following statements best defines 'MSP Principles'?
  • A. Provides a route through lifecycle of a from its conception through to delivering new capability
  • B. Allow organizations to put in place right leadership, delivery team, robust organization structures and controls
  • C. Temporary flexible organization created to coordinate, direct and oversee implementation of set of related projects
  • D. Common factors of success derived from lessons learned in programmes that had both positive and negative results
Answer: D
Explanation:
MSP Principles represent the foundational success factors distilled from extensive lessons learned across programmes that have succeeded or failed. They embody the best practices and mindset that underpin effective programme management. The MSP Practitioner explains: "MSP Principles are derived from lessons learned in programmes that had both positive and negative results. They represent common factors that underpin the success of any programme of transformational change." These principles ensure that programmes remain focused on strategic alignment, benefit realization, and stakeholder engagement throughout their lifecycle. They act as the guiding philosophies that help ensure programme success regardless of the context or complexity.

NEW QUESTION # 115
Which of following is part of critical benefits validation test?
  • A. Currency
  • B. Accurate
  • C. Attribution
  • D. Availability
Answer: C
Explanation:
The four critical tests for benefits validation are Description, Observable outcomes, Attribution, and Measurement. "Attribution" assesses whether the programme is genuinely responsible for the benefit. The MSP Practitioner confirms, "Four tests of business validation are: Description, Observable outcomes, Attribution and Measurement," emphasizing the importance of validating benefits to ensure they result directly from programme activities.

NEW QUESTION # 116
During the 'identify the programme' process, the SRO identified that the utility regulator may be considering a fair pricing policy to protect vulnerable customers. The introduction of this policy would have a significant impact on the benefits expected by UU. The programme manager included this information in the programme brief.
How well does this apply the 'deal with ambiguity' principle, and why?
  • A. It applies it well, because UU needs to understand their risk appetite in the current business climate before they start the programme
  • B. It applies it poorly, because this risk is so significant that it should have been identified in the programme mandate by the sponsoring group
  • C. It applies it poorly, because a formal, documented, risk management process should be used to assess the risk before it is included in the programme brief
  • D. It applies it well, because the sponsoring group needs to understand the possible impact of this risk when deciding whether to proceed
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 'Deal with ambiguity' principle in MSP 5th Edition recognizes that programmes operate in evolving environments where not all information is known at the outset. This principle requires programme teams to acknowledge uncertainty and proceed with the best available information, rather than waiting for absolute certainty, which may never come. Ambiguity often stems from external factors, such as potential regulatory changes, which are outside the programme's direct control but can significantly affect its viability.
In this scenario, the potential for a "fair pricing policy" is a classic example of ambiguity during the 'Identify the programme' process. By including this information in the programme brief, the Programme Manager and SRO are surfacing a critical uncertainty early. Option A is the correct answer because the primary purpose of identifying such ambiguity at this stage is to enable the Sponsoring Group to make an informed
"invest/no-invest" decision. The programme brief is designed to provide enough information to justify moving to the more detailed 'Design the programme' stage. If the Sponsoring Group is unaware of this potential impact on benefits, they cannot accurately assess the programme's value or risk profile. Ignoring the ambiguity until a formal risk process is established (Option C) would be a failure of this principle, as MSP encourages proactive transparency regarding what is unknown or uncertain from the very beginning of the transformational flow.

NEW QUESTION # 117
......
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