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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q105-Q110):

NEW QUESTION # 105
The programme is in the first tranche. The programme manager met with the project managers from the Employment Contracts and Call Centre Rationalization projects as well as the BCM. Many topics were discussed. After the meeting, the programme manager reviewed the information gathered at the meeting.
Which information should result in an addition to the risk register?

A. Due to staff sickness, the Call Centre Rationalization Project is delayed in delivering the call centre integration, but the project is expected to finish on time
B. Customer service staff will be trained on all call centre systems in order to answer calls from customers and cross-sell all of UU's products
C. Tranche 3 could be delayed as the Customer Processes Project has not yet started, and it is unclear what training the call centre staff will need
D. Currently customer service staff have specialist areas of expertise in either electricity, gas or water and do not answer calls from other customers

Answer: C

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, a Risk is defined as an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. The Risk Register is used to capture these uncertainties. It is vital to distinguish between a "risk" (uncertainty about the future) and an "issue" (something that has already happened or a current fact).
Option C represents a classic programme risk: there is uncertainty regarding the training requirements for a future project, which creates a potential threat to the timeline of Tranche 3. This uncertainty needs to be managed, analyzed, and mitigated, making it a perfect entry for the risk register.
* Option A describes a planned outcome or benefit.
* Option B describes the current "as-is" state (a fact).
* Option D describes a project-level issue (staff sickness and delay) that the project manager expects to resolve. While it could be escalated, the inherent uncertainty regarding the future impact on Tranche 3 in Option C is a more fundamental programme-level risk that must be recorded and tracked.

NEW QUESTION # 106
The programme is in the 'close the programme' process. All the projects have been successfully completed, and the capabilities have been delivered. However, some of the new sales roles are still to be recruited in order to deliver increased sales. The programme manager has passed the management of this remaining work to the HR Director.
Is this an appropriate action for the programme manager to take, and why?

A. Yes, because the remaining recruitment should be handed to the HR Director to ensure that the benefits are realized
B. No, because programme information should be up-to-date and archived before the programme can be formally closed
C. Yes, because the impact of closure on the HR Director needs to be understood and managed well
D. No, because the SRO should be responsible for disbanding the programme team and closing the programme

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:
In MSP 5th Edition, a programme can be formally closed even if all benefits have not yet been fully realized, provided that all planned project work is complete and the capabilities have been handed over. When a programme closes, any "residual" or "ongoing" activities required to secure the remaining benefits must be formally transferred to the permanent business operations.
Option A is the correct answer. The recruitment of the remaining sales roles is a functional business activity.
Since the programme's projects are complete, it is no longer efficient to keep the programme infrastructure running just for recruitment. By handing this responsibility to the HR Director, the Programme Manager is ensuring that the Business Change Manager (BCM) or relevant operational leader has the support needed to finish the transformation. This is a standard part of the 'Close the programme' process, where the SRO and Programme Manager ensure that the "ownership" of the future state-and any actions needed to reach it-is firmly embedded back into BAU. This ensures that the realization of the "increased sales" benefit is not lost simply because the programme team has finished its work. It represents a successful transition from a temporary programme structure to permanent organizational accountability.

NEW QUESTION # 107
Which of the following statements is FALSE?

A. The SRO is likely to be a peer of the Sponsoring Group.
B. The SRO must have enough seniority to take on accountability for the programme delivery.
C. The SRO is appointed by the Sponsoring Group.
D. The SRO acts as the Project Executive on all the Project Boards.

Answer: D

Explanation:
The false statement here is that the SRO acts as the Project Executive on all the Project Boards. The MSP Practitioner explicitly clarifies that the SRO does not take on this project-level responsibility. Instead, the SRO's role is to provide overall accountability for the programme and to ensure the programme delivers its intended outcomes and benefits.
The SRO holds a senior position with enough authority to make decisions and secure resources and is typically a peer of the Sponsoring Group to ensure alignment with corporate strategy. The Sponsoring Group appoints the SRO to oversee the programme's governance and delivery effectively.
Project Executives, in contrast, represent individual projects within the programme and report to the SRO via the programme governance structure. They focus on delivering specific project outputs, while the SRO's responsibility is to coordinate these efforts to achieve strategic benefits.
This distinction is vital to MSP's governance architecture: it prevents the SRO from being burdened with operational project detail, allowing focus on strategic oversight, stakeholder engagement, and benefit realization.
The MSP Practitioner states: "SRO doesn't act as a project representative," underscoring the clear division between programme and project governance to maintain effective control and leadership throughout the programme lifecycle.

NEW QUESTION # 108
Which of the following is a Governance document?

A. Blueprint
B. Project Dossier
C. Quality and assurance strategy
D. Risk Register

Answer: C

NEW QUESTION # 109
Which of following is correct about Benefits Management?

A. Is tightly aligned to transformational flow processes
B. All of above
C. Ensures programme is aware of positive and negative impact it might generate
D. Ensures programme does right things and is aligned with strategy

Answer: B

NEW QUESTION # 110
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