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| Section | Objectives |
|---|---|
| Topic 1: Tailoring MSP | - Adapt to organizational context - Tailor principles, themes and processes |
| Topic 2: Programme Lifecycle | - Delivery - Identification - Definition - Closure |
| Topic 3: MSP Principles | - Continuous improvement - Adaptability - Governance - Transparency - Alignment with organizational strategy - Benefits realization - Focus on value |
| Topic 4: Governance Themes | - Planning and control - Benefits management - Assurance - Risk management - Decision making - Leadership and governance - Stakeholder engagement |
| Topic 5: Key Practices | - Quality management - Information management - Issue and change management - Resource management |
>> MSP-Practitioner模擬トレーリング <<
MSP-Practitioner「MSP Practitioner, 5th edition Exam」試験は簡単ではありません。専門的な知識が必要で、もしあなたはまだこの方面の知識を欠かれば、Topexamは君に向ける知識を提供いたします。Topexamの専門家チームは彼らの知識や経験を利用してあなたの知識を広めることを助けています。そしてあなたにMSP-Practitioner試験に関するテスト問題と解答が分析して差し上げるうちにあなたのIT専門知識を固めています。
質問 # 133
The programme is in the 'deliver the capabilities' process in Tranche 1. The Employment Contracts Project needs to identify the skills and qualifications for call centre staff. The Call Centre Manager is concerned that the delivery of the web-based portal, being delivered in Tranche 2, will affect the skills required. They are worried that this may lead to some considerable rework during Tranche 2.
Which role should be responsible for making sure that the Call Centre Manager's concerns are properly managed?
正解：B
解説：
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
In MSP 5th Edition, the 'Deliver the capabilities' process is primarily concerned with the day-to-day coordination and management of the projects within a tranche. The Programme Manager is the role responsible for the setup, management, and delivery of the programme. A key part of this role is managing the dependencies between projects and across tranches to ensure that the capability delivered is coherent and remains aligned with the target operating model.
The concern raised by the Call Centre Manager is a classic dependency and risk management issue. The work in Tranche 1 (Employment Contracts) must be aligned with the future work in Tranche 2 (Web-based portal) to avoid the "rework" mentioned. According to the MSP framework, the Programme Manager is responsible for ensuring that project managers are aware of these interdependencies. They must facilitate the necessary communication between the functional business leads (like the Call Centre Manager) and the project teams.
While the SRO (Option B) is ultimately accountable for the programme's success, the active management of these operational risks and the coordination of technical work to prevent waste falls squarely within the remit of the Programme Manager. The Programme Manager ensures that the design remains consistent across the tranches, thereby addressing the root cause of the manager's concern before it manifests as an actual issue.
質問 # 134
Which of following is False?
正解：D
質問 # 135
Which of the following statements best defines 'MSP Principles'?
正解：C
解説：
MSP Principles represent the foundational success factors distilled from extensive lessons learned across programmes that have succeeded or failed. They embody the best practices and mindset that underpin effective programme management. The MSP Practitioner explains: "MSP Principles are derived from lessons learned in programmes that had both positive and negative results. They represent common factors that underpin the success of any programme of transformational change." These principles ensure that programmes remain focused on strategic alignment, benefit realization, and stakeholder engagement throughout their lifecycle. They act as the guiding philosophies that help ensure programme success regardless of the context or complexity.
質問 # 136
In which document would you expect to find the levels of confidentiality to be applied in the programme?
正解：B
解説：
Levels of confidentiality and information security requirements are documented in the Information Management Strategy. This strategy sets out how information will be handled throughout the programme, covering aspects such as access rights, data classification, storage, and dissemination protocols to protect sensitive information.
The MSP Practitioner specifies: "Confidentiality details are defined in Information management strategy," indicating that this document governs the secure management of programme data and communication. It is essential that confidentiality levels are clear to prevent unauthorized access to sensitive information, which could jeopardize the programme's success or breach legal and regulatory obligations.
While Quality Management, Resource Management, and Benefits Management Strategies address different governance aspects such as assurance, resource allocation, and benefit realization, they do not primarily deal with confidentiality.
Information management is critical for stakeholder trust, compliance with legislation (e.g., GDPR), and safeguarding intellectual property or competitive advantage. Clear documentation in the Information Management Strategy ensures that all programme participants understand their responsibilities regarding confidentiality, promoting consistent and secure handling of data.
質問 # 137
Who has the responsibility for monitoring the progress of benefits realization against the plan?
正解：A
解説：
The Business Change Manager (BCM) holds the primary responsibility for monitoring the progress of benefits realization against the plan. This role is focused on ensuring that the expected benefits from the programme's outputs and outcomes are actually realized in the business environment. The BCM works closely with stakeholders, operational managers, and programme teams to track benefit achievement, resolve issues that might impede benefit delivery, and report progress.
According to the MSP Practitioner: "BCM is responsible for monitoring benefits." This accountability includes validating that the changes introduced by the programme are embedded within business operations and are delivering measurable value as outlined in the Benefits Realization Plan. The BCM must maintain a clear line of sight on benefits, manage dependencies between projects and operational teams, and oversee any transition activities required to sustain benefits.
The Programme Manager and Senior Responsible Owner (SRO) have broader accountability for programme delivery and governance, but it is the BCM who acts as the day-to-day custodian of benefits. They translate strategic benefit objectives into operational terms and ensure the organisation adapts to new ways of working.
This ensures that benefits do not remain theoretical but are tangibly realized, measured, and maximized over time.
Effective benefits monitoring by the BCM mitigates the risk of programmes delivering outputs that do not translate into business improvements or strategic value, reinforcing MSP's emphasis on outcome-focused delivery.
質問 # 138
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