Free Practice Questions for PeopleCert MSP-Practitioner Exam

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

The 'Justification' theme in MSP 5th Edition is central to the programme's lifecycle, ensuring that the investment remains desirable, viable, and achievable. It is not simply about choosing the cheapest option; it is about ensuring that the expenditures made are necessary to secure the projected benefits. This is often referred to as the "Value for Money" assessment.

In this case, the use of a specialized external change office is a strategic decision to mitigate the risk of "value leakage"—where benefits are lost because the organization fails to adopt the new ways of working. Option A is the correct answer because MSP 5th Edition explicitly states that the costs of a programme (including specialized support services) must be weighed against the scale of the transformation and the value of the benefits at risk. If the transformation is "significant," as described, the cost of expert change management is often a necessary investment to ensure the Target Operating Model is successfully reached. Option B is incorrect as it describes "contingency" incorrectly; justification is about the primary investment, not just using leftover savings. Option C is a management choice but does not invalidate the justification principle if external expertise is deemed more effective. The justification theme requires the Senior Responsible Owner (SRO) to continually validate that the costs of these services are outweighed by the improved likelihood of benefit realization.

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

The Organization Theme in MSP 5th Edition is concerned with defining the governance structure, roles, and responsibilities necessary for the programme to succeed. This includes not just the core programme team (SRO, Programme Manager, BCM), but also how the programme interacts with functional departments and operational managers who will be affected by the change.

In this scenario, the decision to include the Call Centre Manager and the CEngO in future planning meetings is a direct application of the Organization theme. Option A is correct because this action identifies the key individuals needed to provide leadership and operational insight within the programme's governance framework. By including these roles early in the 'Identify the programme' and 'Design the outcomes' phases, the programme manager ensures that the "right people" are involved in shaping the future state. This facilitates better stakeholder engagement and ensures that the design is grounded in operational reality. While their input will certainly affect the "Design" (Option B), the act of defining who is involved in the meetings and clarifying their role in the programme's decision-making structure is an organizational activity. Proper organization ensures that there is clear accountability and that the necessary expertise is embedded within the programme's management team from the outset.

'Leading change' principle in MSP focuses on driving transformation through the right leadership, engaging stakeholders actively, and fostering innovative solutions. However, getting approval from the sponsoring group is not considered part of this principle but rather a responsibility addressed in programme organization under governance themes. Approval processes are formalized separately from the leadership approach.

"Formally Approve" is not one of the MSP-defined levels of stakeholder engagement. MSP outlines levels such as Maintain Interest, Active Consultation, and Keep Informed to categorize the nature and intensity of stakeholder engagement.

The MSP Practitioner indicates: “Fourth option is face to face,” which means formal approval is a governance or decision-making activity rather than an engagement level.

Understanding and applying appropriate engagement levels ensures stakeholders receive relevant information and involvement suited to their influence and interest, facilitating support and minimizing resistance.

This categorization aids programme teams in managing communication and expectations effectively.

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

The 'Evaluate new information' process involves more than just checking budgets; it requires an assessment of the programme's "soft" elements, such as stakeholder engagement and the effectiveness of communication. The End-of-Tranche Report serves as a summary of the programme's health and readiness to proceed.

Option B is the correct answer. MSP 5th Edition emphasizes that for transformation to be successful, stakeholders must understand and accept the change. The fact that engineering staff view the changes as "minor" suggests a failure in the communication strategy or a lack of understanding of the Vision. By noting this in the end-of-tranche report, the Programme Manager is correctly identifying a weakness in the Knowledge Theme (specifically stakeholder communication) that occurred during Tranche 2. Evaluating the effectiveness of how information was shared and received is a key part of this process. This allows the programme to adjust its Stakeholder Engagement Approach for Tranche 3, ensuring that the engineering staff are properly prepared for the upcoming Training Project. Without this evaluation, the programme would risk low engagement and poor benefit realization in the next tranche. The report is the formal mechanism for capturing these "lessons learned" and turning them into actionable governance decisions for the future.

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

The Justification Theme in MSP 5th Edition includes the ongoing assessment of the Business Case in light of new information, including opportunities. An opportunity is an uncertain event that would have a positive impact on the programme's objectives if it occurs. MSP encourages a proactive approach to opportunity management as part of maintaining a robust and attractive justification for the programme.

Option B is correct because the Sponsoring Group and the SRO have a duty to maximize the value of the programme. Pursuing an external funding source that aligns with the programme's existing outputs (smart meters/leak detection) is a direct way to improve the programme's financial viability. By applying for the incentive, the programme is attempting to "exploit" or "enhance" an opportunity. This aligns with the MSP principle of 'Realize measurable benefits.' Option A is less accurate because, while contingency is used for risks, opportunities are often managed by business-case adjustments rather than just drawing from a contingency fund. Option D refers to the initial "Identify the Programme" stage where options analysis is required for the whole programme; it does not strictly apply to pursuing a tactical funding opportunity mid-tranche that already aligns with the approved scope. The justification remains valid—and indeed strengthened—by successfully capturing additional value.

Design Action

Role

Show the vision statement to the engineering and maintenance staff and collect feedback from them

Business change manager

Facilitate the recruitment of a consultant to help the CTO assess new call centre technologies

Programme manager

Agree to the use of external consultants to help build the target operating model

Senior responsible owner

The BCM is responsible for the interface between the programme and the business (staff feedback). The Programme Manager handles the day-to-day operational facilitation and procurement support. The SRO has the ultimate authority to approve significant resource expenditures like external consultancies.

Capital costs are the costs of fixed assets and other tangible assets that are required for the programme. The MSP Practitioner states: “Cost of fixed assets and other assets that are found under 'Technology' head in blueprint is called Capital cost.” This typically includes equipment, buildings, and infrastructure necessary for the programme outputs.

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

The Justification Theme is the backbone of any MSP programme, ensuring that the investment of time, money, and effort is continually balanced against the expected benefits. This theme is most visible during the 'Evaluate new information' process at the end of a tranche, where the Business Case is formally reassessed.

Option B is the correct answer. When the programme office lead reports a budget overrun, it directly impacts the financial viability of the programme. The SRO’s recommendation to increase the budget to achieve the Target Operating Model (TOM) is a fundamental "Justification" activity. The SRO is arguing that the value of the benefits to be realized (the outcomes of the full TOM) still outweighs the increased cost of the investment. According to MSP 5th Edition, the justification must be maintained throughout the lifecycle; if the costs increase, the SRO must re-validate with the Sponsoring Group that the programme remains desirable and achievable. This application of the Justification theme ensures that the programme does not proceed blindly into a deficit but makes a conscious, governed decision to continue based on the remaining value. It protects the organization from "sunk cost fallacy" by forcing a transparent review of the investment's merit in light of the new financial data.