MSP-Practitioner Free Study Guide! with New Update 135 Exam Questions
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NEW QUESTION # 40
Here are three actions to be performed during the Smart Meter Programme. Which role has an area of focus associated with each statement?
Answer:
Explanation:
Explanation:
Action
Role
Provide expertise in UU's programme scheduling software
Programme office lead
Develop the process for procuring external trainers
Programme manager
Approve the process for assigning internal staff to the programme
Senior responsible owner
The Programme Office provides the technical "best practice" and tool expertise (scheduling software). The Programme Manager designs the management processes for delivery (procurement). The SRO approves the overarching governance and resource allocation rules.
NEW QUESTION # 41
The programme is in the 'plan progressive delivery' process. The programme manager has recommended that the funds for the HR Work should come from a different source to the funding for the project work.
During which activity is the SRO responsible for providing formal approval for this recommendation?
- A. Confirm business case
- B. Continue to develop and validate programme plans
- C. Prepare for the next process
- D. Agree to proceed (or close)
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:
The 'Plan progressive delivery' process is where the detailed plans for the tranches and projects are finalized, and the financial requirements are clarified. This process bridges the gap between the initial design and the start of actual delivery. One of the final and most critical activities in this process (and indeed in most MSP processes) is 'Agree to proceed (or close)'.
In MSP 5th Edition, the Senior Responsible Owner (SRO) holds the ultimate authority to commit the organization to the investment. While the Programme Manager develops the recommendation for funding sources during the planning activities, the SRO must formally approve the entire package of plans, the budget, and the funding strategy before the programme can move into the delivery tranches. Option D is the correct answer because this specific activity represents the "gate" at the end of the planning process. By "agreeing to proceed," the SRO is providing the final authorization for the financial arrangements and the overall delivery strategy. This ensures that the SRO is fully satisfied with the justification and the resource commitments before any significant expenditure begins in Tranche 1. It is a fundamental governance checkpoint that ensures the SRO remains in control of the programme's viability and strategic alignment.
NEW QUESTION # 42
Which of the following is a Boundary document?
- A. Stakeholder profiles
- B. Risk register
- C. Benefits Map
- D. Programme preparation plan
Answer: C
Explanation:
The Benefits Map is categorized as a Boundary document. Boundary documents define the programme's scope, constraints, and interfaces with its environment, helping to establish what the programme will deliver and what lies outside its remit.
The MSP Practitioner explains: "Benefits Map is a Boundary document while others such as programme preparation plan, risk register, and stakeholder profiles are management documents." The Benefits Map visually depicts how outputs connect to outcomes and benefits, defining the boundary between delivery and benefits realization.
Boundary documents provide critical clarity for managing expectations, preventing scope creep, and ensuring alignment with strategic objectives, forming a foundation for programme governance and control.
NEW QUESTION # 43
Which of following is not expected from senior leadership of programme?
- A. Good budgeting and resource allocation skills
- B. Ability to create a compelling vision portraying a beneficial future
- C. Empowered decision making
- D. Skilful in active management of cultural and people issues
Answer: A
Explanation:
Good budgeting and resource allocation are typically the responsibilities of the Programme Manager or Project Managers, not senior leadership. Senior leadership focuses on strategic and cultural aspects such as vision creation and empowered decision-making. The MSP Practitioner clarifies, "Good budgeting and resource allocation skills ... is done by programme manager/project managers," distinguishing operational financial management from senior leadership duties.
NEW QUESTION # 44
At the start of the programme, the programme manager listed some design-related actions to be completed.
Which role is MOST focused on each task?
Answer:
Explanation:
Explanation:
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.
NEW QUESTION # 45
One of the outcomes from the programme is 'customers buy package deals'. However, this outcome cannot be fully achieved until the end of Tranche 3 when training for the call centre staff is complete. Some senior managers think that this could be delivered more quickly, but the Call Centre Manager does not want their staff members affected by too many changes at the same time, so that they can continue to meet the needs of existing customers. The programme manager has designed the tranche structure to take this into account.
Is this tranche design an appropriate application of the 'bring pace and value' principle, and why?
- A. Yes, because the timing of delivery must consider the needs of normal business-as-usual activities
- B. No, because the priority of the programme is to deliver the vision and benefits as early as possible
- C. Yes, because the programme manager should be empowered to design the delivery plan to meet the business needs
- D. No, because the BCM should be responsible for deciding when the transition to new ways of working should start
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 'Bring pace and value' in MSP 5th Edition emphasizes that a programme should be structured to deliver value as early as possible while maintaining a sustainable pace of change. A critical aspect of this principle is the recognition of the "capacity for change" within the business-as-usual (BAU) environment. If a programme attempts to move too quickly, it risks overwhelming the operational teams, leading to a dip in performance or a complete failure to adopt the new ways of working.
In this scenario, the Call Centre Manager highlights a valid concern regarding the volume of change (change fatigue) and the need to maintain existing customer service levels. Option A is the correct application of the principle because MSP explicitly states that the design of tranches and the timing of "landing points" must be balanced against the organization's ability to absorb change. Delivering "pace" does not mean reckless speed; it means the optimal speed that maximizes cumulative value without breaking the operational backbone of the company. By designing the tranche structure to accommodate the call centre's capacity, the programme manager ensures that when the change is finally implemented in Tranche 3, it is more likely to be successful and sustainable. This avoids the "value leakage" that occurs when changes are forced upon a business that is not ready to receive them.
NEW QUESTION # 46
In delivering the capability, who is responsible for aligning projects with benefits realization?
- A. None
- B. BCM
- C. Both
- D. Programme Manager
Answer: C
Explanation:
Both the Business Change Manager (BCM) and the Programme Manager share responsibility for aligning projects with benefits realization. The MSP Practitioner highlights that "Both roles are responsible for this task as projects are overseen by programme manager, and benefits are under BCM supervision." The Programme Manager ensures that project outputs are delivered on time, within scope, and aligned to programme objectives, while the BCM ensures that these outputs translate into tangible benefits once transitioned into operational use.
This dual responsibility ensures seamless coordination between delivery and realization functions, bridging the gap between project outputs and strategic outcomes. Without this collaboration, there is a risk of projects delivering outputs that fail to produce the intended business improvements.
Together, the Programme Manager and BCM form a critical partnership in MSP's approach to ensuring benefits are fully realized, tracked, and maximized throughout and beyond the programme lifecycle.
NEW QUESTION # 47
The programme is in Tranche 2 and has been progressing according to plan. However, there have been difficulties transitioning to the new ways of working at the end of Tranche 1 and UU has had some customer complaints as a result. Therefore, the SRO asked the programme manager to replan the programme so that all remaining capabilities are transitioned at the end of the programme, instead of at the end of the tranche.
Is this an appropriate application of the 'structure' theme, and why?
- A. Yes, because applying the 'lead with purpose' principle requires delivery to be planned to realize outcomes of benefit
- B. Yes, because applying the 'collaborate across boundaries' principle requires effective use of programme resources
- C. No, because applying the 'align with priorities' principle requires the content of the tranches to be changed, rather than delaying transition
- D. No, because applying the 'realize measurable benefits' principle requires outcomes of benefit to be embedded at intermediate landing points
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 Structure Theme is heavily reliant on the principle of 'Realize measurable benefits.' A core tenet of this principle is that benefits should not be "big bang" deliveries at the very end of a programme. Instead, MSP advocates for an incremental approach where the programme is broken down into tranches, each culminating in a landing point. A landing point is a point in time when a set of capabilities is transitioned into the business, allowing for the realization of intermediate benefits and the embedding of new ways of working.
The SRO's request to delay all transitions until the end of the programme directly contradicts this principle.
Option C is correct because MSP 5th Edition mandates that outcomes of benefit should be embedded at these intermediate landing points. By doing so, the programme provides early value to the organization, validates the "pathway to benefits," and reduces the overall risk of failure. Delaying all transitions to the end creates a high-risk environment where the business may be overwhelmed by a massive amount of change at once.
Furthermore, the feedback loop from Tranche 1 (the customer complaints) should be used to improve the transition process for subsequent tranches, not to abandon the incremental delivery model altogether. The structure of a programme is specifically designed to provide these "safe harbors" where progress is assessed and benefits are consolidated before moving forward.
NEW QUESTION # 48
As the influence of a stakeholder increases, it is recommended that a 'higher' level of engagement is appropriate. Which of the following describes this increasing engagement?
- A. Maintain interest, active consultation, keep informed
- B. Keep informed, active consultation, maintain interest
- C. Keep informed, maintain interest, active consultation
- D. Active consultation, keep informed, maintain interest
Answer: C
NEW QUESTION # 49
Which of the following will not be in Issue register?
- A. Categorization of issue
- B. Date issue was raised
- C. Description of issue
- D. How issues will be identified, captured and assessed
Answer: D
Explanation:
The process of how issues will be identified, captured, and assessed is not recorded in the Issue Register itself but is instead documented in the Issue Management Strategy.
The MSP Practitioner clarifies: "How to deal with issue is identified in issue management strategy," meaning the register contains actual issues with details such as date raised, description, and categorization but not the procedural approach.
This distinction ensures that the register remains a real-time log of current issues while the management strategy defines policies and processes for consistent issue handling across the programme.
Maintaining this separation improves clarity and operational efficiency in issue management.
NEW QUESTION # 50
The engineering department has been asked to produce a weekly report for the programme board. The report will include data on how many new water meters have been installed in the last seven days. The programme manager is writing the assurance approach. The engineering department report has been included as part of the first line of defence.
Is this an appropriate application of the assurance' theme, and why?
- A. No, because everyone in the programme should have access to progress information, not just the programme board
- B. Yes, because the programme board should use the report to monitor the progress of ongoing engineering work
- C. Yes, because the increased number of gas and electricity customers is dependent on the new water meters being installed
- D. No, because the reporting progress by the engineering department demonstrates application of the
'decisions' theme
Answer: B
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
MSP 5th Edition utilizes the "Three Lines of Defence" model for assurance. The First Line of Defence consists of the management controls, reporting, and supervision that occur within the delivery team itself (e.
g., project managers and functional departments). These are the day-to-day mechanisms that ensure the work is being done correctly and that progress is being tracked.
Option B is correct because the weekly report from the engineering department is a primary management control. By providing data on installations, the department allows the Programme Board to monitor progress against the delivery schedule. This is a classic "first-line" activity where those responsible for the work report their status upwards. While the data might influence future decisions (Option C), the act of structured reporting for the purpose of oversight and "checking" progress is an assurance activity. Effective assurance ensures that the board has accurate information to verify that the programme's outputs (the capability) are being delivered as planned. Without this first-line reporting, higher levels of assurance (like audits or peer reviews) would have no data to validate. Therefore, including operational reporting as part of the assurance approach is an appropriate way to ensure transparency and accountability within the programme structure.
NEW QUESTION # 51
Which of the following statements is NOT TRUE?
- A. The SRO is accountable for confirming Programme Mandate.
- B. The Programme Manager is responsible for the Blueprint.
- C. The Programme Manager is responsible for the Vision Statement.
- D. The SRO is accountable for the Programme Brief.
Answer: A
Explanation:
The Sponsoring Group, not the SRO, is accountable for confirming the Programme Mandate. The MSP Practitioner clearly states: "The Sponsoring Group is accountable for confirming the mandate," which means the SRO oversees delivery but does not hold responsibility for initial mandate confirmation. Meanwhile, the Programme Manager has ownership of the Vision Statement and Blueprint, aligning with delivery responsibilities.
NEW QUESTION # 52
Which of the following is NOT set out by the Programme Brief?
- A. Risks and issues
- B. Analysis of the options available
- C. Key resources needed
- D. Estimated cost
Answer: B
Explanation:
Analysis of the options available is not typically included in the Programme Brief but is developed during the preparation of the Business Case.
The MSP Practitioner clarifies: "Analysis of options starts while preparing business case," meaning the Programme Brief sets out the scope, risks, costs, and key resources but does not contain detailed option appraisal.
This distinction helps ensure the Programme Brief remains a focused and concise document outlining programme intent and governance, while the Business Case undertakes the detailed financial and strategic evaluation required for decision-making.
NEW QUESTION # 53
Which individual is MOST LIKELY to be appointed as the SRO?
- A. Chief Technology Officer
- B. Chief Finance Officer
- C. Human Resources Director
- D. Chief Engineering Officer
Answer: B
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The Senior Responsible Owner (SRO) is the individual with ultimate accountability for the programme, ensuring that it meets its objectives and delivers the projected benefits. According to MSP 5th Edition, the SRO must be a senior executive who can provide leadership, has the authority to make strategic decisions, and, crucially, "owns" the Business Case. The SRO is typically the person who represents the Sponsoring Group and has the greatest interest in the programme's success.
In the context of a utility company (UU) where the programme involves major financial investment, cross- selling services to increase revenue, and significant organizational transformation, the Chief Finance Officer (CFO) is the most likely candidate among the choices. While the CTO or CEngO (Options C and D) might lead specific technical projects or themes, the SRO role requires a broader view of the organizational benefits and financial viability. The CFO (Option A) is often positioned to bridge the gap between strategic corporate goals and the financial commitment required for a programme. They have the necessary seniority to hold the Programme Board accountable and to ensure that the programme remains aligned with the organization's overarching financial strategy. The SRO must be someone who can navigate the political landscape and secure the necessary resources, a role naturally suited to a C-suite executive like the CFO.
NEW QUESTION # 54
Who reviews Business Case?
- A. BCM
- B. SRO
- C. Sponsoring Group
- D. Programme Manager
Answer: A
Explanation:
The Business Change Manager (BCM) reviews the Business Case to confirm that the plans for benefits realization are sound and achievable. The BCM ensures that the expected benefits are realistic, measurable, and aligned with the organization's strategic objectives.
The MSP Practitioner states: "BCMs will review it to confirm that benefit realizations have been handled correctly." This review helps identify risks or gaps in benefit planning early, enabling corrective actions before programme progression.
While the SRO approves the Business Case and the Programme Manager produces it, the BCM's critical role is to validate the benefits-related aspects, ensuring the programme can deliver its expected value effectively and sustainably.
NEW QUESTION # 55
POTI model is part of which governance theme?
- A. Risk and issue management
- B. Business Case
- C. Blueprint
- D. Vision
Answer: C
NEW QUESTION # 56
In delivering the capability, who is responsible for aligning projects with benefits realization?
- A. None
- B. BCM
- C. Both
- D. Programme Manager
Answer: C
NEW QUESTION # 57
Which of following is output of 'Identifying the programme'?
- A. Appointment of programme board and SRO
- B. Benefit profiles
- C. Business Case
- D. Programme Mandate
Answer: A
Explanation:
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.
NEW QUESTION # 58
The customer web-based portal being delivered by Web 'n' Go in Tranche 2 will allow customers to make enquiries and request services online. The BCM held a workshop with call centre managers to identify what the most common problems and queries are that they typically receive. This information will help Web 'n' Go develop a solution that meets customer needs.
Is this use of information an appropriate application of the 'knowledge' theme, and why?
- A. No, because the programme office lead should ensure that Web n' Go has the information and knowledge it needs
- B. Yes, because the call centre managers' understanding of customer needs should help Web 'n' Go develop more effective customer processes
- C. No, because sensitive customer information should not be shared with Web 'n' Go which is an external company
- D. Yes, because the BCM should encourage the call centre managers to share their experiences with each other to improve existing service to customers
Answer: B
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The Knowledge Theme in MSP 5th Edition covers both explicit knowledge (documented data) and tacit knowledge (experience, insights, and "know-how"). A successful programme must capture tacit knowledge from those who are closest to the operational reality and convert it into a form that can improve the programme's outputs. This is often achieved through collaborative techniques like workshops.
In this scenario, the Business Change Manager (BCM) is facilitating the transfer of tacit knowledge from the call centre managers to the supplier, Web 'n' Go. Option A is the correct answer because this application of the knowledge theme ensures that the technical solution (the portal) is informed by real-world operational insights. By understanding common customer problems, the supplier can design features that directly address those pain points, thereby increasing the likelihood of customer adoption and the realization of benefits (such as reduced call volumes). This proactive knowledge sharing is a critical part of the Design Approach within the Knowledge theme, ensuring that what is "built" is fit for purpose. While sharing info with external companies (Option D) requires security protocols, the principle of using operational knowledge to drive design remains a core MSP best practice.
NEW QUESTION # 59
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