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Created by Miroslaw Dabrowski

MSP® V5 Foundation Exam Simulator

multiple choice exam (ABCD)
one correct answer per question
# of questions: 60 | 60% to pass (36)
duration: 60 minutes

Copyright ┬ę Miros┼éaw D─ůbrowski

1 / 50

1. In which process is the gap between how the organization currently operates and how it will operate after programme delivery documented?

2 / 50

2. What is the purpose of the design approach?

3 / 50

3. What is the "align with priorities" principle MOST LIKELY to ensure?

4 / 50

4. During which process would a project report a deviation from project tolerance?

5 / 50

5. In which process would a project be overseen to ensure it is being carried out appropriately?

6 / 50

6. Which is a reason for an organization to use programme management?

7 / 50

7. Which process ensures as much value is extracted from the programme as possible?

8 / 50

8. How does the application of the "lead with purpose" principle achieve value?

9 / 50

9. Which TWO are the objectives of the "identify the programme" process?

  1. To ensure that the design approach has been decided upon and documented
  2. To ensure the programme has a clear business justification which warrants further investigation.
  3. To ensure that the outline vision and high-level benefits are understood
  4. To ensure the benefits and dis-benefits are understood and documented.

10 / 50

10. Which is the definition of a decision point?

11 / 50

11. Which describes a COMMON challenge encountered by organizations that MSP is designed to address?

12 / 50

12. Which is part of the context of the "close the programme" process?

13 / 50

13. What is a programme?

14 / 50

14. During which process are projects and other work structured into tranches in order to realize benefits?

15 / 50

15. Which question does the governance approach answer?

16 / 50

16. What is the "deploy diverse skills" principle MOST LIKELY to ensure?

17 / 50

17. Which process structures the projects and other work into tranches?

18 / 50

18. Which is a focus of the "embed the outcomes" process?

19 / 50

19. Which document defines the information that should be reported from one governance board to another?

20 / 50

20. What should be considered when reviewing the ongoing viability of the business case?

21 / 50

21. During which phase of the Plan-Do-Check-Act cycle would the results from the previous phase be validated?

22 / 50

22. Which is a driver for assurance that should be used to assure portfolio and capacity management?

23 / 50

23. Which statement about a programme is CORRECT?

24 / 50

24. What is a programme?

25 / 50

25. Which TWO are the objectives of the "close the programme" process?

  1. To ensure that evidence that supports future assurance activities is retained
  2. To ensure that managers of projects and other work are delivering capabilities through the completion of projects and other work.
  3. To ensure that the gap between the current state and the target operating model is understood and clearly documented
  4. To ensure that other governance structures assume accountabilities for residual benefits realization.

26 / 50

26. What is the "realize measurable benefits" principle MOST LIKELY to ensure?

27 / 50

27. Which type of benefit is MOST LIKELY to reduce an organizationÔÇÖs operating costs?

28 / 50

28. Which question about information is answered by the information approach to support the "knowledge" theme?

29 / 50

29. Which is a common challenge specifically addressed by MSP?

30 / 50

30. Which document describes how dependencies between the projects will be defined and managed?

31 / 50

31. Which statement about programmes is CORRECT?

32 / 50

32. Which process ensures that the programme will supply capability at an appropriate pace?

33 / 50

33. Which TWO are the objectives of the "evaluate new information" process?

  1. To provide insight into the programme's current state and predictions of what is to come in the future.
  2. To ensure that the programme design and next tranche are appropriately informed
  3. To ensure that the resources, timeframes, and costs needed to design the programme in more detail have been planned
  4. To conduct a final assessment of the programme to capture achievements relative to those expected and any gaps.

34 / 50

34. Which action contributes MOST to achieving the "collaborate across boundaries" principle?

35 / 50

35. Which is a regular event that looks at how work processes can be improved?

36 / 50

36. Which document, once confirmed, leads to the budget for the "identify the programme" process being confirmed?

37 / 50

37. What should be considered when validating the business case?

38 / 50

38. Which document balances the total costs, value, benefits and risks to ensure that the programme is viable?

39 / 50

39. During which process would you ensure that the benefits realized by the organization are subject to minimal erosion?

40 / 50

40. Which TWO are the objectives of the "deliver the capabilities" process?

  1. To ensure that the approaches to managing different aspects of the programme, defined in the programme strategy, are implemented
  2. To ensure that the programmeÔÇÖs progress is monitored and reported
  3. To ensure that capabilities are transitioned effectively.
  4. To ensure that the pace of delivery is aligned with the rate of change that operational areas can support.

41 / 50

41. What does applying the "deal with ambiguity" principle ensure?

42 / 50

42. Which is a result of the "knowledge" theme applying the "align with priorities" principle?

43 / 50

43. Which action contributes MOST to achieving the "bring pace and value" principle?

44 / 50

44. Which is an area of focus for the programme manager?

45 / 50

45. How does the "justification" theme apply the "lead with purpose" principle?

46 / 50

46. Which is the BEST mode of delivery to use when it is important to define the scope and quality of a project, and vary time and cost as necessary?

47 / 50

47. Which is a purpose of the programme strategy?

48 / 50

48. Which process ensures that the sponsoring group is supported with high quality, up-to-date and decision-ready knowledge?

49 / 50

49. Which action contributes MOST to achieving the "deploy diverse skills" principle?

50 / 50

50. Which is a purpose of the assurance plan?

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See the question distribution graph across PEOPLECERT MSP® categories in the question bank.

You must be proficient in those categories to pass the official PEOPLECERT MSP® Foundation exam.



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PEOPLECERT MSP V5 Foundation exam simulator by Miroslaw Dabrowski

MSP® Foundation exam questions and answers

Questions categorized according to Managing Successful Programmes exam Syllabus

MSP® Materials

Additional links and materials for download on PEOPLECERT Managing Successful Programmes (MSP®)

The MSP® Syllabus

The document was created with training companies in mind, so-called Accredited Training Organizations (ATOs). It provides information on the scope of MSP® exams, thereby allowing for the design of training and training materials following the requirements of PEOPLECERT so that the training and materials fully prepare candidates for Foundation and Practitioner exams.

Why should I read the MSP® Syllabus?

So what value does this provide for you? By reading the teaching syllabus, you will learn about the scope of MSP® exam questions for MSP® Foundation and MSP® Practitioner exams, and thus, which topics (and to what extent) from the official MSP® Handbook are covered in the exams, and which are not. For example, not everyone knows that the Foundation exam does NOT cover the entire textbook.

Official Handbook

Managing Successful Programmes; The MSP® Handbook

The official MSP® qualification/exams (Foundation and Practitioner) AND official, accredited MSP® courses are entirely based ONLY on the content covered in the publication below:

  • Title: Managing Successful Programmes
  • Pages: 224
  • ISBN-10: 9925600448
  • ISBN-13: 978-0113316762

The Authors of the MSP® V5 Handbook

Ruth Murray-Webster: The Lead Author of the "Managing Successful Programmes" V5 (MSP® V5)
Dr Ruth Murray-Webster,
Lead Editor
Ruth Murray-Webster
Sue Taylor Authoring Team member of the MSP V5
Dr Penny Pullan,
Authoring Team
Penny Pullan
Andrew Schuster Authoring Team member of the MSP V5
Dr Andrew Schuster,
Authoring Team
Andrew Schuster
Sue Taylor Authoring Team member of the MSP V5
Sue Taylor,
Authoring Team
Sue Taylor

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