PeopleCert MSP-Practitioner Dumps Questions Answers

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.

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.

Dependency management is not considered a principal control for managing the tranches but rather a governance control related to delivering the benefits.

The MSP Practitioner explains: “Dependency management is governance control for Delivering the benefits,” which means while dependencies between projects and benefits must be managed, they are not direct tranche controls.

Principal tranche controls focus on approving and reviewing Business Cases and conducting Benefit Reviews to ensure each tranche delivers value and remains aligned with strategic objectives.

Recognizing this distinction helps ensure the programme maintains effective controls focused on stage delivery and benefit realization without conflating governance functions.