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現在の社会の中で優秀な人材が揃てIT人材も多く、競争もとても大きくて、だから多くのIT者はにIT関する試験に参加するIT業界での地位のために奮闘しています。MSP-Practitioner試験はPeoplecertの一つ重要な認証試験で多くのIT専門スタッフが認証される重要な試験です。

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
  • リスクと問題の管理: プログラムの成功に影響を与える可能性のあるリスクと問題を特定、評価、管理するための高度な知識を習得します。
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
  • 品質管理: プログラムの成果物と結果が定義された品質基準を満たすか、それを超えるようにするための品質保証および管理プロセスを理解します。
トピック 4
  • ステークホルダーエンゲージメント: 高度なコミュニケーションおよび関係構築スキルを使用して、役員、スポンサー、チームメンバー、サプライヤー、顧客など、さまざまなステークホルダーを効果的に管理する方法を学びます。

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Peoplecert MSP Practitioner, 5th edition Exam 認定 MSP-Practitioner 試験問題 (Q99-Q104):

質問 # 99
Which of following is correct about Benefits Management?

正解：D


質問 # 100
MSP is best suited for which programme?

正解：B


質問 # 101
The programme is in the 'evaluate new information' process at the end of Tranche 2. A new supplier has been identified that may be able to develop the next generation smart meters. This would be an alternative to developing them internally as part of the Research and Development Project and it could be faster and cheaper.
Which role should be responsible for evaluating this new information?

正解：C

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 'Evaluate new information' process occurs at the end of each tranche (and continuously throughout) to assess whether the programme remains viable and aligned with its objectives. This process involves reviewing performance, risks, and external opportunities that could impact the business case or the target operating model.
In MSP 5th Edition, the Programme Manager is responsible for the setup and day-to-day management of the programme, which includes the analysis of factors that might require a change in direction. Option B is correct because the Programme Manager is tasked with evaluating the impact of such new information-in this case, a new supplier offering a faster, cheaper alternative-on the overall programme plan and the project delivery schedule. The Programme Manager performs the detailed analysis and then presents the findings and recommendations to the Senior Responsible Owner (SRO) for a final decision. While the SRO is the ultimate decision-maker, the responsibility for the evaluation of technical and management information resides with the Programme Manager. They must determine how this new "imported" solution affects dependencies, costs, and the realization of benefits before the SRO decides whether to pivot the strategy for Tranche 3.


質問 # 102
Which of below sentences describes Project Brief?

正解：C

解説：
The Project Brief is a key document that describes the purpose, cost, time, performance requirements, and constraints of a specific project. It acts as the initial detailed definition of a project within the programme context. The MSP Practitioner states: "Project brief describes purpose, cost, time, performance requirements and constraints of a project," highlighting its role in defining project scope and parameters, which supports effective project delivery aligned to the programme objectives.


質問 # 103
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?

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:
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.


質問 # 104
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