理解安いMSP-Practitionerクラムメディア: MSP Practitioner, 5th edition Exam心配する必要はありません

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Peoplecert MSP-Practitioner 認定試験の出題範囲：

トピック	出題範囲
トピック 1	メリット実現: メリットの測定と実現に重点を置き、プログラムで提供することを意図しているメリット全体を識別、定義、追跡、実現するための手法を習得します。
トピック 2	リソース管理: 複雑で変化の激しい環境でも、プログラム目標を達成するために、リソース (人的、財務的、物的) を効果的に割り当て、最適化する方法を学びます。
トピック 3	プログラム管理: プログラム管理のベストプラクティスに関する専門知識を習得し、原則、テーマ、プロセスを習得して、組織がプログラムを効果的に管理できるようにします。
トピック 4	調整: プログラムと組織の特定のニーズと状況に合わせて MSP 第 5 版メソッドを調整する方法を学びます。
トピック 5	ガバナンスと管理: ガバナンス構造、説明責任のメカニズム、保証プロセスの設定と維持など、プログラムの成功を実現するためのプログラムガバナンスについて深く理解します。

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Peoplecert MSP-Practitioner最新問題、MSP-Practitionerサンプル問題集

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Peoplecert MSP Practitioner, 5th edition Exam 認定 MSP-Practitioner 試験問題 (Q76-Q81):

質問 # 76
Which of the following is an Information Baseline?

A. Boundary
B. All of above
C. Governance
D. Management

正解：B

質問 # 77
Which of the following is a Boundary document?

A. Stakeholder profiles
B. Programme preparation plan
C. Risk register
D. Benefits Map

正解：D

質問 # 78
Which of the following is not an Input to delivering the capability?

A. Blueprint
B. Business Case
C. Project outputs
D. Project dossier

正解：C

解説：
Project outputs are actually the output of delivering the capability, not an input. Inputs to delivering the capability include the Project Dossier, Business Case, and Blueprint, which provide the framework, justification, and detailed design for what is to be delivered.
The MSP Practitioner clarifies: "Project outputs are output of delivering the capability," meaning these are the tangible products or deliverables produced by the projects managed within the programme. In contrast, the Project Dossier contains detailed descriptions and plans for the projects, the Business Case justifies the programme's existence and value, and the Blueprint defines the future state and capabilities required.
This distinction is important because delivering the capability depends on having a clear, approved vision (Blueprint), a solid business justification (Business Case), and a structured project plan (Project Dossier).
Only once these inputs are in place can project outputs be successfully created and integrated to achieve the programme's objectives.
Understanding this flow ensures that programme teams focus on the correct artefacts at each stage-inputs for planning and delivery, outputs for realization and benefits management-ensuring clarity and control throughout the transformational flow.

質問 # 79
There is a risk that the utilities market is changing, with green energy solutions becoming more attractive to customers. As UU does not currently offer this type of green energy, the benefits gained from cross-selling electricity and gas to current water customers may be overestimated.
Which activity is relevant in the 'plan' phase of the Plan-Do-Check-Act (PDCA) cycle?

A. Scheduling daily monitoring of how many current water customers also buy either electricity or gas services
B. Purchasing and selling a small amount of energy from renewable sources to provide an element of environmental credibility
C. Surveying customers to assess if they are aware of UU's new green tariff introduced in response to this risk
D. Analysing the market trends for utility companies offering green energy solutions and how many customers they gain

正解：D

解説：
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The Plan-Do-Check-Act (PDCA) cycle is applied throughout MSP to ensure continuous improvement and effective risk management. In the context of risk management, the 'Plan' phase involves identifying and assessing risks, understanding the current environment, and designing the appropriate responses. It is the analytical stage where the programme team gathers data to understand the scale and proximity of a threat to the programme's benefits.
In this scenario, the risk is a shift in market preference toward green energy. Option B is the correct activity for the 'Plan' phase because it involves research and analysis. Before a response can be designed (Do), the programme must understand the market trends and the potential impact on the cross-selling benefits.
Analyzing how many customers competitors are gaining through green energy provides the evidence base needed to adjust the Business Case or the Benefit Profiles. In contrast, Option D represents the 'Do' phase (implementing a response), Option A represents the 'Check' phase (monitoring results), and Option C is also a
'Check' or 'Act' activity to verify the effectiveness of a response already taken. For the 'Plan' phase, the focus remains on understanding the uncertainty to enable informed decision-making.

質問 # 80
Which of the following statements is NOT TRUE?

A. The Programme Manager is responsible for the Blueprint.
B. The SRO is accountable for the Programme Brief.
C. The SRO is accountable for confirming Programme Mandate.
D. The Programme Manager is responsible for the Vision Statement.

正解：C

解説：
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.

質問 # 81
......

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