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[General] MSP-Practitioner PDF & MSP-Practitioner Testfagen

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【General】 MSP-Practitioner PDF & MSP-Practitioner Testfagen

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Peoplecert MSP-Practitioner Prüfungsplan:
ThemaEinzelheiten
Thema 1
  • Tailoring: Learn how to tailor the MSP 5th edition method to suit the specific needs and context of your programme and organization.
Thema 2
  • Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
Thema 3
  • Resource Management: Learn how to allocate and optimize resources (human, financial and material) effectively, even in complex and changing environments, to achieve programme objectives.
Thema 4
  • 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.
Thema 5
  • 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.
Thema 6
  • Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.

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Peoplecert MSP Practitioner, 5th edition Exam MSP-Practitioner Prüfungsfragen mit Lösungen (Q128-Q133):128. Frage
Who produces Business Case?
  • A. Sponsoring Group
  • B. BCM
  • C. Programme Manager
  • D. SRO
Antwort: C
Begründung:
The Programme Manager is responsible for producing the Business Case. This document outlines the justification for the programme, including costs, benefits, risks, and options. The Programme Manager prepares the Business Case to ensure it is comprehensive, realistic, and aligned with the programme's objectives.
The MSP Practitioner notes: "Programme manager prepares it as he is responsible for it," emphasizing the role's responsibility to articulate the strategic rationale and provide a sound basis for decision-making. The Business Case is then reviewed and approved by the SRO and other governance bodies.
The Programme Manager collaborates with other roles such as the Business Change Manager and SRO to ensure all aspects of the Business Case are valid and supported. This role is pivotal in maintaining the integrity and credibility of the programme justification throughout its lifecycle.

129. Frage
During Tranche 1, the Call Centre Manager had played an active role in the programme as a BCM. However, at the end of the tranche, it was decided that they were not required during Tranche 2. In addition, the CTO was appointed as a new BCM for Tranche 2.
Which principle is being applied by the 'organization' theme, and why?
  • A. Align with priorities, because the new BCM is able to provide support to operations to deliver the Tranche 2 outcomes
  • B. Lead with purpose, because the appointment of the new BCM should result in more integrated decisionmaking in Tranche 2
  • C. Lead with purpose, because the new BCM has a more senior role in UU and will be able to lead the work in Tranche 2
  • D. Align with priorities, because the appointment of the new BCM shows senior commitment to Tranche 2
Antwort: A
Begründung:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The 'Align with priorities' principle ensures that the programme structure and its resources remain focused on the current needs of the business as it moves through the transformational flow. The Organization Theme supports this by ensuring that the right people are in the right roles at the right time. Unlike project management roles, MSP roles-specifically the Business Change Manager (BCM)-can and should change as the programme moves between tranches.
In this scenario, Tranche 2 likely involves technical or systems-led changes (indicated by the appointment of the Chief Technology Officer as BCM). Option C is the correct answer because the BCM's primary responsibility is to bridge the gap between the programme and the business operations to ensure that outcomes are delivered and benefits are realized. By changing the BCM to reflect the specific focus of Tranche 2, the programme ensures that the person with the most relevant operational authority and "priority" alignment is leading the transition. This flexibility is a core strength of the MSP framework, allowing the programme to adapt its leadership to the specific nature of the work being performed in different stages of the lifecycle.

130. Frage
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. Unplanned scenario that has happened and needs management intervention to reduce negative impact
  • D. Measurable decline resulting from outcome perceived as negative
Antwort: D

131. Frage
Which of the following is not an Input to delivering the capability?
  • A. Project outputs
  • B. Blueprint
  • C. Project dossier
  • D. Business Case
Antwort: A
Begründung:
Project outputs are actually the output of delivering the capability, not an input. Inputs to delivering the capability include the Project Dossier, Business Case, and Blueprint, which provide the framework, justification, and detailed design for what is to be delivered.
The MSP Practitioner clarifies: "Project outputs are output of delivering the capability," meaning these are the tangible products or deliverables produced by the projects managed within the programme. In contrast, the Project Dossier contains detailed descriptions and plans for the projects, the Business Case justifies the programme's existence and value, and the Blueprint defines the future state and capabilities required.
This distinction is important because delivering the capability depends on having a clear, approved vision (Blueprint), a solid business justification (Business Case), and a structured project plan (Project Dossier).
Only once these inputs are in place can project outputs be successfully created and integrated to achieve the programme's objectives.
Understanding this flow ensures that programme teams focus on the correct artefacts at each stage-inputs for planning and delivery, outputs for realization and benefits management-ensuring clarity and control throughout the transformational flow.

132. Frage
Which of following is correct about Benefits Management?
  • A. Ensures programme does right things and is aligned with strategy
  • B. Is tightly aligned to transformational flow processes
  • C. All of above
  • D. Ensures programme is aware of positive and negative impact it might generate
Antwort: C
Begründung:
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.

133. Frage
......
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