PeopleCert MSP-Practitioner Dumps

Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project-programme-and-portfolio-management of 5th Edition MSP:

The Risk Theme in MSP 5th Edition requires that all identified risks (both threats and opportunities) are assigned to an appropriate owner. A Risk Owner is someone who has the authority and resources to manage the risk and who is accountable for ensuring that the chosen response is implemented effectively. The seniority of the risk owner should be proportional to the level of risk exposure.

In this scenario, the risk—potential technological obsolescence or the opportunity for better technology—is categorized as high probability and high impact. This represents a significant exposure for the programme. Option A is the correct answer because MSP guidance states that high-priority risks that could fundamentally affect the programme's technical strategy or benefit realization should be owned by senior leaders. The Chief Technology Officer (CTO) is the ideal owner because they have the strategic oversight and technical authority to manage a risk related to "next-generation" smart meters. Appointing a senior executive ensures that the risk receives the necessary attention at the Programme Board level and that the phased roll-out strategy is technically sound and aligned with the organization's long-term technology roadmap. This demonstrates a mature application of risk management where accountability is placed at the level where the most impact can be made.

Gateway reviews are not part of delivering the capability but are governance checkpoints that occur at specific programme milestones, including the beginning of the programme, key decision points, and closure.

The MSP Practitioner explains: “Gateway reviews happen at beginning of programme, Key decision points of programme and closure of programme.” These reviews are formal assessments to validate readiness, progress, and compliance with governance before major transitions, tranche approvals, or programme closure.

Delivering the capability primarily involves initiating projects, managing their delivery under governance frameworks, and ensuring alignment between project outputs and benefit realization. Governance during delivery includes managing risks, issues, and quality controls to ensure outputs are produced to specification.

Gateway reviews are designed to provide independent assurance and decision points but are external to the ongoing activities of capability delivery. Recognizing this distinction helps maintain clarity of roles and processes within programme management, ensuring focused effort on delivery while maintaining appropriate oversight.

The principle “Remaining aligned with corporate strategy” requires programmes to be both robust and flexible, enabling them to adapt to frequent and sometimes radical strategic shifts. The MSP Practitioner clarifies that “Programmes need to adjust to strategic changes of organization so they should be robust and flexible to achieve that.” This principle ensures programmes remain relevant and aligned throughout their lifecycle despite changes in organizational priorities or external conditions, enabling successful transformation delivery.