PRINCE2-7-Practitioner学習関連題、PRINCE2-7-Practitioner日本語対策問題集

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PRINCE2 PRINCE2-7-Practitioner Exam Syllabus Topics:

Section	Objectives
Topic 1: People	- Effective communication - Leading successful change - Leading successful teams
Topic 2: Project Context and Tailoring	- Organizational context - Commercial context - Tailoring PRINCE2 to the project context - Project scale and complexity - Delivery methods and approaches - Sustainability - Digital and data management
Topic 3: PRINCE2 Project Management Practices	- Organizing - Risk - Business case - Plans - Progress - Quality - Issues
Topic 4: PRINCE2 Project Management Processes	- Directing a project - Managing a stage boundary - Closing a project - Controlling a stage - Starting up a project - Managing product delivery - Initiating a project
Topic 5: PRINCE2 Project Management Principles	- Define roles, responsibilities and relationships - Ensure continued business justification - Focus on products - Tailor to suit the project - Manage by exception - Manage by stages - Learn from experience

>> PRINCE2-7-Practitioner学習関連題 <<

PRINCE2-7-Practitioner日本語対策問題集 & PRINCE2-7-Practitioner試験内容

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PRINCE2 Project Management Practitioner (Version 7) 認定 PRINCE2-7-Practitioner 試験問題 (Q30-Q35):

質問 # 30
While the project mandate is being prepared, the Mayor asks the LOB Portfolio Director, acting at the business layer, to select and appoint a suitable project executive for LouisShopping.
Is this an appropriate application of the organization practice, and why?

A. No, because it is the Mayor, as the senior elected authority, who should personally select and appoint the project executive for a project of this civic significance
B. Yes, because the Mayor may delegate responsibility for appointing the project executive to any senior stakeholder involved in the project
C. Yes, because the Portfolio Director, as the business layer representative, takes responsibility for appointing the project executive
D. No, because the responsibility for commissioning and initiating projects within the LOB portfolio rests with the Head of Portfolio Office, not the Portfolio Director

正解：C

解説：
The correct answer is B . PRINCE2 distinguishes the business layer from the project management layer. The business layer commissions projects, establishes the broader organizational context, and appoints an appropriate project executive who will represent the business interest and become ultimately accountable for the project's success within the project board.
The scenario explicitly states that the LOB Portfolio Director is acting at the business layer . Consequently, selecting and appointing an appropriate project executive is consistent with the responsibilities associated with that level of governance.
Option A is too broad. The appointment is not appropriate merely because the Mayor can delegate the activity to any senior stakeholder. The suitability arises because the Portfolio Director is acting as the relevant business-layer representative. Option C incorrectly assumes that the Mayor must personally make the appointment because of the project's civic significance; PRINCE2 does not impose such a requirement.
Option D similarly assigns the responsibility automatically to the Head of Portfolio Office, even though the scenario explicitly identifies the Portfolio Director as the relevant business-layer representative.
The key distinction is therefore between business-layer governance and project-level management. The project executive is appointed from the business layer and subsequently leads the project board.
PRINCE2 7 reference topics: Organization practice; business layer; project executive; commissioning a project; project board structure and accountability.

質問 # 31
While preparing the risk management approach, the project manager holds a workshop to review the project context: the historic surroundings, sustainability targets and the need to minimize disruption to residents and businesses.
Is this an appropriate application of the risk practice, and why?

A. Yes, because understanding the project's context and objectives is necessary to design a risk management approach
B. No, because project objectives should not influence how risk is managed
C. Yes, because the contextual statement is itself a complete set of cause-event-effect risk descriptions
D. No, because risk responses must be selected before the risk management approach can be fully prepared

正解：A

解説：
The correct answer is B . An effective risk management approach must be designed with an understanding of the specific project context and the objectives that uncertainty could affect. PRINCE2 does not prescribe a generic risk process that should be applied identically to every project without considering circumstances.
The LouisShopping project operates in a sensitive environment. Historic surroundings create potential heritage risks; sustainability targets introduce environmental and benefits-related uncertainty; and the requirement to minimize disruption creates stakeholder, operational, schedule, and reputational exposure.
Reviewing these factors enables the project manager to determine appropriate risk procedures, responsibilities, assessment scales, escalation arrangements, review frequencies, and reporting mechanisms.
Option A is incorrect because contextual information is not itself a complete set of individually formulated risks. An individual risk should normally express the relevant uncertainty in a sufficiently clear form- commonly identifying its cause, uncertain event, and effect on objectives. Option C reverses the sequence: the overall management approach establishes how risks will be identified, assessed, treated, monitored, and communicated; specific responses are subsequently developed for identified risks. Option D is fundamentally incorrect because risk exists in relation to objectives. Without understanding what the project is trying to achieve, the significance of uncertainty cannot be assessed coherently.
PRINCE2 7 reference topics: Risk practice; project context; risk management approach; objectives; risk identification and assessment; tailoring risk management.

質問 # 32
While preparing the project plan during initiation, the project manager proposes that stage 2 should end at the Council's financial year-end. This would allow the decision on funding for stage 3 to coincide with the Council's annual budget process.
Is this an appropriate application of the 'manage by stages' principle, and why?

A. Yes, because every stage may end immediately after one specialist product has been completed and funding has been approved
B. No, because stage length must be determined solely by the level of risk
C. Yes, because a stage boundary may be aligned with an important external decision point, such as a funding approval
D. No, because stage length must be determined by the technical complexity of the work

正解：C

質問 # 33
Immediately after initiation is authorized, the Head of the Portfolio Office instructs the LouisShopping project to adopt the Council's mature issue management approach without any project-specific review or tailoring.
Is this an appropriate application of the issues practice, and why?

A. Yes, because a mature organizational approach should always be used without alteration
B. No, because product version control must be decided outside the issue management approach by the delivery teams alone
C. No, because the project manager should consider the nature of the products, delivery method and project context when preparing the issue management approach
D. Yes, because portfolio funding gives the portfolio office authority to prohibit all project-level tailoring

正解：C

解説：
The correct answer is C . PRINCE2 encourages projects to make use of established organizational standards and procedures, but these should still be assessed against the specific project context. A mature organizational issue management approach is a valuable starting point; it is not automatically appropriate in every detail for every project.
The project manager should consider characteristics such as the nature and complexity of the products, delivery method, contractual environment, project scale, stakeholder arrangements, regulatory requirements, and existing organizational controls. These factors may justify tailoring issue categories, decision authorities, reporting routes, escalation arrangements, change-control procedures, or configuration and version-control arrangements.
Option A is therefore incorrect because maturity does not eliminate the need to verify suitability. Option B incorrectly assumes that portfolio funding removes the project's ability or requirement to tailor PRINCE2 arrangements to its context. Organizational requirements may impose constraints, but the project still needs an appropriate management approach. Option D is also incorrect because configuration and version-control considerations can form an integral part of issue and change-control arrangements; they are not matters that must be left exclusively to delivery teams.
The correct approach is to adopt where suitable and adapt where necessary , while preserving required organizational and project governance controls.
PRINCE2 7 reference topics: Issues practice; issue management approach; tailoring; project context; configuration management; change control; organizational standards.

質問 # 34
During stage 2, the project board agrees that the underground car park should contain 15 rapid-charging spaces, with a scope tolerance permitting delivery of no fewer than 10 spaces. The project manager includes this tolerance in the relevant work package agreed with the team manager.
Is this an appropriate application of the 'manage by exception' principle, and why?

A. No, because the precise number of electric charging bays to be included should be fully specified in the product description for the underground car park rather than treated as a tolerance
B. Yes, because establishing a minimum and a preferred number of charging bays creates a defined scope tolerance that enables the design team to work within an agreed range without needing to escalate every individual design decision
C. No, because the project board should approve the precise number of charging spaces rather than delegate a permissible range to the design team
D. Yes, because specifying a minimum and a preferred number of charging bays constitutes a quality tolerance that the design team must meet within the agreed work package

正解：B

解説：
The correct answer is A . Manage by exception is based on delegating authority within explicitly agreed tolerances. Higher management sets boundaries within which the lower management level may make decisions without repeatedly seeking approval. Escalation becomes necessary when a tolerance is forecast to be exceeded.
In this scenario, the desired scope is 15 rapid-charging spaces, while the project board has accepted a lower limit of 10. That creates a defined permissible range for the scope of the relevant product or work package.
The project manager can therefore delegate delivery within that range to the team manager. As long as the forecast remains within the agreed scope tolerance, routine design decisions do not need to be referred back upward. PeopleCert summarizes the principle by stating that authority should be delegated within agreed tolerances, avoiding both micromanagement and uncontrolled exceptions.
Option B incorrectly categorizes the tolerance as quality tolerance . The number of charging spaces concerns the extent of what is being delivered and is therefore a scope parameter. Options C and D undermine the fundamental purpose of management by exception by requiring unnecessary precision and escalation where authorized flexibility has deliberately been provided.
PRINCE2 7 reference topics: Manage by exception; tolerances; scope performance target; delegation; work packages; exception escalation.

質問 # 35
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当社PRINCE2には多くの専門家や教授がいます。当社のすべてのPRINCE2-7-Practitioner研究トレントは、MogiExamさまざまな分野のこれらの優秀な専門家および教授によって設計されています。 PRINCE2-7-Practitionerテストトレントが他の学習教材よりも高い品質を持っていることを確認できます。私たちのデザインの目的は、学習を改善し、最短時間でPRINCE2-7-Practitioner認定を取得できるようにすることです。認定資格を取得したい場合は、PRINCE2 Project Management Practitioner (Version 7)ガイド急流が最適です。

PRINCE2-7-Practitioner日本語対策問題集: https://www.mogiexam.com/PRINCE2-7-Practitioner-exam.html