Pass the PeopleCert MSP MSP-Practitioner Questions and answers with Dumpstech

A key attribute for a Programme Manager is a good knowledge of project management approaches. This expertise enables the Programme Manager to oversee and coordinate multiple interrelated projects, ensuring they deliver outputs that collectively realize programme objectives.

The MSP Practitioner states: “Programme Manager should have good project management skills,” emphasizing that while strategic leadership and stakeholder engagement are important, the ability to manage the complexities of project delivery is fundamental to the Programme Manager role.

While change management skills and access to key stakeholders are important complementary abilities, the core responsibility of managing project delivery across a dossier of projects necessitates strong project management knowledge. The Programme Manager acts as the bridge between strategic programme objectives and tactical project execution, requiring detailed understanding of project methodologies, risk management, scheduling, resource coordination, and quality assurance.

This knowledge supports effective integration, issue resolution, and benefits delivery, positioning the Programme Manager as a central figure in programme success.

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

The Design Theme in MSP 5th Edition focuses on defining the "future state" and the path to get there. This involves the Vision, the Benefit Map, and the Target Operating Model (TOM). However, the design is not fixed; it must be open to improvements that enhance the programme’s value. In risk management, a "risk" can be either a threat or an opportunity.

In this scenario, the new technology represents an opportunity—an uncertain event that would have a positive impact on objectives (reducing maintenance costs). Option A is correct because adding this opportunity to the risk register allows the programme to evaluate whether it should be "exploited" or "enhanced." This is a correct application of the Design Theme because it relates to a potential change in the technical design of the programme's output (the smart meters) to deliver better value. By recording it in the risk register, the programme manager ensures it is formally assessed for its impact on the TOM and the Business Case before being incorporated into the design.

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 'Deliver the capabilities' process is primarily concerned with the day-to-day coordination and management of the projects within a tranche. The Programme Manager is the role responsible for the setup, management, and delivery of the programme. A key part of this role is managing the dependencies between projects and across tranches to ensure that the capability delivered is coherent and remains aligned with the target operating model.

The concern raised by the Call Centre Manager is a classic dependency and risk management issue. The work in Tranche 1 (Employment Contracts) must be aligned with the future work in Tranche 2 (Web-based portal) to avoid the "rework" mentioned. According to the MSP framework, the Programme Manager is responsible for ensuring that project managers are aware of these interdependencies. They must facilitate the necessary communication between the functional business leads (like the Call Centre Manager) and the project teams. While the SRO (Option B) is ultimately accountable for the programme's success, the active management of these operational risks and the coordination of technical work to prevent waste falls squarely within the remit of the Programme Manager. The Programme Manager ensures that the design remains consistent across the tranches, thereby addressing the root cause of the manager's concern before it manifests as an actual issue.

A dis-benefit is defined as a measurable decline resulting from an outcome perceived as negative. The MSP Practitioner clearly states: "Measurable decline resulting from outcome perceived as negative defines mis-benefit," highlighting the need to manage and mitigate dis-benefits as part of benefits management to ensure overall programme success.

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 Decisions Theme requires that all significant choices regarding the programme’s direction be made based on a structured analysis of options. This is particularly crucial during the 'Design the outcomes' process, where the Target Operating Model and technical solutions are defined. The framework dictates that for any major decision, the programme team must provide the decision-makers (usually the SRO or Programme Board) with a range of choices to ensure that the best balance of cost, risk, and benefit is achieved.

Option D is the correct answer because MSP 5th Edition explicitly states that an options analysis should typically include:

A "do-nothing" option: This provides a baseline to understand the impact of not proceeding or not changing the current path.

At least two other viable options: This ensures that the board is not "cornered" into a single recommendation (as seen in the scenario) but can weigh different trade-offs.

By only presenting the imported meter option, the R&D team is not allowing the SRO to evaluate whether internal development (despite being slower) might mitigate the security risks mentioned. Presenting multiple options is a safeguard against "groupthink" and ensures that the final decision is robust, well-justified, and aligned with the organization's risk appetite. Providing only one recommendation violates the transparency and rigor required by the MSP Decisions theme.

Among the options, "Remaining aligned with corporate strategy" is identified as a core MSP programme management principle. The principles underpin the mindset and behaviors needed for successful programmes. Other options, like Quality and assurance management and Leadership and stakeholder management, fall under governance themes or transformational flow rather than principles.

One key output of the 'Identifying the Programme' process is the appointment of the Programme Board and the Senior Responsible Owner (SRO). This formalizes the governance structure needed to provide leadership and oversight for the programme. The MSP Practitioner clearly states: “Programme board is set up by SRO in this process,” highlighting that governance is established early to ensure accountability and decision-making capability is in place before the programme progresses further.

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.

The Programme Manager holds responsibility for preparing for the next tranche in the programme lifecycle. This involves planning, coordination, and ensuring all necessary resources, approvals, and governance arrangements are in place for the tranche to proceed smoothly.

The MSP Practitioner clearly states: “Programme manager is responsible for preparing for next tranche,” highlighting the Programme Manager’s central role in tranche delivery, risk mitigation, stakeholder communication, and readiness activities.

Preparation for the next tranche includes refining project dossiers, updating the Business Case if necessary, coordinating with the Benefits Realization Manager and other roles, and ensuring that lessons learned from the previous tranche inform future work. This continuous cycle of preparation and delivery ensures programme adaptability, control, and alignment with strategic objectives.

The Programme Board provides governance and approval but delegates the operational responsibilities to the Programme Manager. The Programme Office supports through administrative functions, and the Benefits Realization Manager focuses on benefit tracking rather than tranche planning.

Blueprint, Vision, and Quality Management Strategy are core parts of MSP’s Governance Themes. These documents set the strategic direction, define the future state, and establish quality control frameworks, respectively.

The MSP Practitioner notes: “Blueprint, Business Case, Vision, Quality management are governance themes,” though the Business Case and Programme Mandate also play governance roles, the listed group in option A is most directly related to governance themes that provide control and assurance.

These documents form the backbone of programme governance by setting expectations, standards, and guiding principles that ensure the programme remains aligned with corporate strategy and delivers value effectively.