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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q21-Q26):

NEW QUESTION # 21
For a business transformation programme, which of scenarios will lead to high probability of success?

Answer: C


NEW QUESTION # 22
In delivering the capability, who is responsible for aligning projects with benefits realization?

Answer: B


NEW QUESTION # 23
Which one of below options is the delivery mechanism for 'stakeholder engagement'?

Answer: C

Explanation:
Stakeholder engagement is managed and delivered primarily through the Stakeholder Profiles and the Programme Communications Plan. The communications plan ensures stakeholders receive the right information at the right time to maintain engagement and support. The MSP Practitioner states, "Stakeholder engagement is delivered by Stakeholder profiles and programme communications plan" which provide structured means of communicating and managing stakeholder interests to ensure effective programme governance and delivery.


NEW QUESTION # 24
The CFO has informed the programme board that the predicted increase in electricity and gas customer numbers is too optimistic. The BCM has produced new targets based on this new information. The programme manager has updated the target operating model to reflect this.
Is this an appropriate application of the 'align with priorities' principle, and why?

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 principle of 'Align with priorities' in MSP 5th Edition dictates that a programme must remain consistent with the strategic direction of the organization, which is often subject to change due to internal or external factors. This principle ensures that the programme continues to deliver value and remains viable throughout its lifecycle. A critical component of this alignment is the Target Operating Model (TOM), which describes the future state of the organization once the programme's outcomes are embedded.
In this scenario, the CFO provides updated financial and market realities suggesting that previous growth targets were unrealistic. By updating the target operating model, the Programme Manager is ensuring that the vision of the "future state" remains realistic and aligned with the revised organizational priorities.
According to MSP guidance, the TOM is not a static document created at the start and then shelved; it must be refined as the programme progresses and as the corporate context evolves. Option A is correct because it acknowledges the iterative nature of the TOM. While benefits (Options C and D) will certainly be affected, the question asks about the application of the principle to the TOM update. Ensuring the TOM reflects current strategic reality is a primary way to maintain alignment with organizational priorities, preventing the programme from delivering a future state that the business no longer desires or cannot sustain.


NEW QUESTION # 25
The CFO has been appointed as the SRO for the Smart Meter Programme.
Is this appointment an appropriate application of the 'organization' theme, and why?

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:
In MSP 5th Edition, the Organization Theme defines the roles and responsibilities required to direct, manage, and deliver the programme. The most critical role is the Senior Responsible Owner (SRO). The SRO is ultimately accountable for the programme's success and must be a senior individual with the authority to ensure the programme meets its objectives and delivers the projected benefits.
The appointment of a Chief Finance Officer (CFO) as the SRO is highly appropriate because the SRO must
"own" the Business Case. Since the primary drivers of the Smart Meter Programme are financial (increasing customer numbers and reducing operational costs), the CFO is best positioned to monitor these outcomes.
According to MSP, the SRO must provide strategic direction and ensure that the programme remains viable and focused on its benefits. Option A is correct because it highlights the SRO's responsibility for benefit realization and financial accountability. While technical or industry knowledge (as mentioned in Options C and D) is helpful, the primary requirement for an SRO is the ability to lead the change and be accountable for the investment. The CEO (Option D) is usually part of the Sponsoring Group to whom the SRO reports, rather than being the SRO themselves, to maintain a layer of objective oversight.


NEW QUESTION # 26
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