[2026年08月21日]MSP-Practitioner練習試験問題集で試験99%合格率があります
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質問 # 13
Which of the following is NOT an MSP Governance Theme?
- A. Organization
- B. Quality Management
- C. Leadership and Stakeholder Engagement
- D. Learning from Experience
正解：D
質問 # 14
Which one of below options is the delivery mechanism for 'stakeholder engagement'?
- A. Programme communications plan
- B. Benefit profiles
- C. Information management plan
- D. Resource management plan
正解：A
解説：
Stakeholder engagement is managed and delivered primarily through the Stakeholder Profiles and the Programme Communications Plan. The communications plan ensures stakeholders receive the right information at the right time to maintain engagement and support. The MSP Practitioner states, "Stakeholder engagement is delivered by Stakeholder profiles and programme communications plan" which provide structured means of communicating and managing stakeholder interests to ensure effective programme governance and delivery.
質問 # 15
Who produces Business Case?
- A. SRO
- B. Sponsoring Group
- C. BCM
- D. Programme Manager
正解：D
質問 # 16
The programme is in the middle of Tranche 2 and a new SRO has been appointed. In order to understand the current status of the programme, the SRO has asked for a health check to be carried out. The health check was not in the assurance plan, and there is no budget available to pay for an external auditor. As a result, the programme manager has agreed with the SRO that a senior member of the portfolio office, who is acting as the programme office lead, should complete the health check instead.
How well does this action by the programme manager apply the 'assurance' theme, and why?
- A. It applies it poorly, because the programme board should undertake health checks on behalf of the SRO to identify areas for improvement
- B. It applies it well, because a health check should give the SRO reassurance that the programme is being run in a compliant way
- C. It applies it well, because the programme office lead has the skills to carry out a health check to assess progress against plans and identify areas of the programme that need attention
- D. It applies it poorly, because assurance activities should have been planned in the plan progressive delivery' process and remain unchanged throughout the programme
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 Assurance Theme in MSP 5th Edition emphasizes that assurance should be risk-based and proportional.
While independence is a success factor, the framework also recognizes that "internal" assurance-conducted by individuals with the right skills who are not the direct project managers-is a valid and necessary part of the assurance landscape.
In this scenario, the Programme Office Lead (who is a senior member of the portfolio office) is tasked with the health check. Option A is the correct answer because, within the MSP 5th Edition guidance, the Programme Office is responsible for providing standards, support, and "second-line" assurance. Even if the health check was not in the original Assurance Plan, MSP is designed to be flexible; an SRO has the authority to request ad-hoc assurance if they perceive a risk or need to understand the status of a transformation. The Programme Office Lead possesses the specialized knowledge of MSP processes and organizational standards to identify areas of concern. While an external auditor (third-line) offers more independence, the internal lead provides a cost-effective and immediate source of expertise to meet the SRO's needs. The key is that the person conducting the check must have the requisite skills to evaluate the programme against its defined governance and objectives, which a senior portfolio office member is expected to possess.
質問 # 17
In delivering the capability, who is responsible for aligning projects with benefits realization?
- A. None
- B. Both
- C. BCM
- D. Programme Manager
正解：B
質問 # 18
Which of the following is Not one of MSP defined levels of stakeholder engagement?
- A. Maintain Interest
- B. Keep informed
- C. Formally Approve
- D. Active Consultation
正解：C
質問 # 19
UU has partnered with a supplier who has expertise in training and change management. The supplier will provide a virtual change office function, helping staff in the business prepare for the significant transformation ahead and ensuring that the benefits will be realized. However, these change management services are very costly.
Is this an appropriate application of the 'justification' theme, and why?
- A. Yes, because the costs are justified by the support provided to staff members and the benefits to be delivered
- B. No, because defining the need for additional supporting offices is part of tailoring the 'organization' theme
- C. No, because the BCM should use a network of internal change agents to support the changes in order to save money
- D. Yes, because the money saved by having a single call centre will provide contingency to pay for the change office
正解：A
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 'Justification' theme in MSP 5th Edition is central to the programme's lifecycle, ensuring that the investment remains desirable, viable, and achievable. It is not simply about choosing the cheapest option; it is about ensuring that the expenditures made are necessary to secure the projected benefits. This is often referred to as the "Value for Money" assessment.
In this case, the use of a specialized external change office is a strategic decision to mitigate the risk of "value leakage"-where benefits are lost because the organization fails to adopt the new ways of working. Option A is the correct answer because MSP 5th Edition explicitly states that the costs of a programme (including specialized support services) must be weighed against the scale of the transformation and the value of the benefits at risk. If the transformation is "significant," as described, the cost of expert change management is often a necessary investment to ensure the Target Operating Model is successfully reached. Option B is incorrect as it describes "contingency" incorrectly; justification is about the primary investment, not just using leftover savings. Option C is a management choice but does not invalidate the justification principle if external expertise is deemed more effective. The justification theme requires the Senior Responsible Owner (SRO) to continually validate that the costs of these services are outweighed by the improved likelihood of benefit realization.
質問 # 20
Which of following is not responsibility of Programme Office?
- A. Risk and Issue tracking
- B. Providing regular updates on progress to SRO
- C. Repository of programme information
- D. Ensuring the control and management frameworks are effectively implemented
正解：B
質問 # 21
Which of following is a key attribute for a SRO?
- A. Good knowledge of project management approaches
- B. Have ongoing operational responsibilities
- C. Have access to and credibility with key stakeholders
- D. Should represent a relevant business area
正解：C
解説：
A key attribute for the Senior Responsible Owner (SRO) is having access to and credibility with key stakeholders because the SRO plays a pivotal role in stakeholder management and programme accountability.
The MSP Practitioner notes, "This attribute is necessary as SRO is also involved in stakeholder management," emphasizing that SRO's influence and stakeholder credibility are critical to programme success.
質問 # 22
Which document is created from Programme mandate and works as input for Business Case?
- A. Programme preparation plan
- B. Blueprint
- C. Programme Brief
- D. Programme management plan
正解：C
解説：
The Programme Brief is developed from the Programme Mandate and serves as a foundational input to the Business Case. It contains the programme objectives and expected outcomes, which the Business Case further elaborates. The MSP Practitioner states: "Programme brief contains objectives and outcomes of programme which is further enhanced in Business case." This positions the Programme Brief as a bridge between initial mandate and detailed justification for the programme.
質問 # 23
In which document would you expect to find the levels of confidentiality to be applied in the programme?
- A. The Benefits Management Strategy
- B. The Quality Management Strategy
- C. The Resource Management Strategy
- D. The Information Management Strategy
正解：D
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 # 24
At the start of the programme, the programme manager listed some design-related actions to be completed.
Which role is MOST focused on each task?
正解：
解説：
Explanation:
Design Action
Role
Show the vision statement to the engineering and maintenance staff and collect feedback from them Business change manager Facilitate the recruitment of a consultant to help the CTO assess new call centre technologies Programme manager Agree to the use of external consultants to help build the target operating model Senior responsible owner The BCM is responsible for the interface between the programme and the business (staff feedback). The Programme Manager handles the day-to-day operational facilitation and procurement support. The SRO has the ultimate authority to approve significant resource expenditures like external consultancies.
質問 # 25
Which document is prepared with a purpose to share with stakeholders?
- A. Vision
- B. Blueprint
- C. Programme Plan
- D. Business Case
正解：A
質問 # 26
Which activity from the Smart Meter Programme should be delivered using a continual improvement approach?
- A. Switch to installing new water meters gradually
- B. Develop integrated billing and accounting services
- C. Align the terms and conditions for customer-facing staff
- D. Develop automatic water leak detection systems
正解：A
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 advocates for the use of different delivery life cycles depending on the nature of the work.
While some projects are best suited to a "linear" (waterfall) approach, others benefit from incremental or continual improvement (agile) approaches. Continual improvement is particularly effective when the outcome can be delivered in stages, allowing for feedback and refinement at each step.
Option D is the correct answer because the physical rollout of smart meters is a repetitive process that provides numerous opportunities for learning. By "installing new water meters gradually," the programme can apply lessons learned from the first set of installations to the next, improving efficiency, customer communication, and technical reliability as the rollout progresses. This is the essence of the Plan-Do-Check- Act (PDCA) cycle within the transformational flow.
* Option A (legal/contractual) usually requires a discrete, linear completion.
* Option B (IT systems) often requires complex integration that might be incremental but is less about
"continual improvement" of a repetitive rollout.
* Option C is a R&D/product development activity.
Option D represents the best fit for an iterative, learning-based approach where the pace and quality of delivery are refined based on real-world operational feedback.
質問 # 27
Which of following best defines Outcomes?
- A. Measurable improvement resulting from outcomes perceived as advantage
- B. Deliverable of a project
- C. New operational state achieved after transition of capability in live operations
- D. Completed set of project outputs
正解：C
解説：
Outcomes are defined as the new operational state achieved after the transition of capability into live operations. They represent the changes in the organization's way of working resulting from the combined effect of project outputs.
The MSP Practitioner states: "Outcomes are combined outputs or projects to bring a new operational state in organization," emphasizing that outcomes go beyond deliverables to reflect actual changes in operations and behaviours.
This distinction is critical in MSP's focus on transformational change, ensuring programmes deliver real, sustainable benefits rather than just outputs.
質問 # 28
The programme is starting Tranche 1 and there is a lot of dissatisfaction in the workforce about the planned merging of the engineering roles. The programme board has made some proposals on how to deal with this issue but is unsure whether to involve the sponsoring group.
According to the 'decisions' theme, which document should be consulted to clarify whether it is necessary to escalate this issue to the sponsoring group?
- A. Issue register
- B. Programme strategy: decision-making approach
- C. Programme strategy: issue resolution approach
- D. Decision register
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:
The Decisions Theme in MSP 5th Edition defines how a programme maintains its integrity and remains aligned with strategic objectives through effective governance. A core part of this theme is the Decision- making Approach, which is a section within the Programme Strategy. This document outlines the levels of authority, the "delegation of power," and the escalation routes for issues and decisions that exceed the programme board's tolerance levels.
In this scenario, the workforce dissatisfaction is a significant issue that could derail the programme's benefits.
The Programme Board needs to know if they have the authority to implement their proposals or if the strategic impact requires approval from the Sponsoring Group. Option C is the correct answer because the Decision-making Approach specifies the criteria for escalation. It answers the question: "Who has the authority to make this specific choice?" While the Issue Resolution Approach (Option A) tells you how to handle an issue, the Decision-making Approach tells you at what level the final call must be made.
Consulting this document ensures that the programme respects the boundaries between operational management (the Board) and strategic ownership (the Sponsoring Group), thereby maintaining proper governance and accountability as defined in the MSP framework.
質問 # 29
The programme is in the 'design the outcomes' process. One risk to the programme is that new and improved meter technology may be developed during implementation. This risk has been assessed as high probability and high impact and is therefore a high priority. The initial delivery approach proposes a phased roll-out of the meters so that the programme can exploit any new technology that emerges. The CTO has been appointed as the owner of this risk.
Is this appointment an appropriate application of the identify and prioritize risks' activity, and why?
- A. Yes, because the exposure created by this risk warrants the appointment of a senior risk owner
- B. No, because the phased roll-out should be planned for as part of the 'develop programme plans' activity
- C. No, because the phased roll-out should be documented as landing points during the 'develop the target operating model' activity
- D. Yes, because this risk would impact on the expected increased number of gas and electricity customers
正解：A
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 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.
質問 # 30
Which of the following defines Dis-benefit?
- A. Measurable improvement resulting from outcome perceived as an advantage
- B. Measurable decline resulting from outcome perceived as negative
- C. A scenario that may bring profit or loss to programme
- D. Unplanned scenario that has happened and needs management intervention to reduce negative impact
正解：B
質問 # 31
In delivering the capability, which role is responsible for aligning projects with programme objectives?
- A. SRO
- B. Programme Office
- C. BCM
- D. Programme Manager
正解：D
質問 # 32
MSP is best suited for which programme?
- A. Technically complex but with defined outputs
- B. Simple programme with defined outcomes and strong governance in place
- C. Programme for long term societal change
- D. Launching new products
正解：C
質問 # 33
The programme is in the first tranche. The programme manager met with the project managers from the Employment Contracts and Call Centre Rationalization projects as well as the BCM. Many topics were discussed. After the meeting, the programme manager reviewed the information gathered at the meeting.
Which information should result in an addition to the risk register?
- A. Currently customer service staff have specialist areas of expertise in either electricity, gas or water and do not answer calls from other customers
- B. Customer service staff will be trained on all call centre systems in order to answer calls from customers and cross-sell all of UU's products
- C. Tranche 3 could be delayed as the Customer Processes Project has not yet started, and it is unclear what training the call centre staff will need
- D. Due to staff sickness, the Call Centre Rationalization Project is delayed in delivering the call centre integration, but the project is expected to finish on time
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:
In MSP 5th Edition, a Risk is defined as an uncertain event or set of events that, should it occur, will have an effect on the achievement of objectives. The Risk Register is used to capture these uncertainties. It is vital to distinguish between a "risk" (uncertainty about the future) and an "issue" (something that has already happened or a current fact).
Option C represents a classic programme risk: there is uncertainty regarding the training requirements for a future project, which creates a potential threat to the timeline of Tranche 3. This uncertainty needs to be managed, analyzed, and mitigated, making it a perfect entry for the risk register.
* Option A describes a planned outcome or benefit.
* Option B describes the current "as-is" state (a fact).
* Option D describes a project-level issue (staff sickness and delay) that the project manager expects to resolve. While it could be escalated, the inherent uncertainty regarding the future impact on Tranche 3 in Option C is a more fundamental programme-level risk that must be recorded and tracked.
質問 # 34
Which document has the as-is state of organization?
- A. Vision
- B. Programme Plan
- C. Business Case
- D. Blueprint
正解：D
質問 # 35
The programme is in the 'design the outcomes' process. The programme team is reviewing the programme brief and a revised version of the vision statement that has been prepared and validated in a workshop with key stakeholders.
What action should the programme manager and BCM take FIRST?
- A. Schedule the activities and resources to track the observable outcomes and realization of benefits
- B. Analyse past programme benefit profiles in order to agree a new, standard template to be used by the programme team
- C. Capture uncertain events that would affect one or more outcomes of benefit in the risk register
- D. Hold a workshop to confirm and document the increased customer numbers with call centre managers
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 'Design the outcomes' process is where the high-level vision is translated into a detailed Target Operating Model (TOM) and a Benefit Framework. Once the vision is validated, the next logical step in the MSP transformational flow is to begin detailing the benefits that the new state will provide.
Option B is the correct answer because it focuses on quantifying the benefits-specifically the "increased customer numbers." Before scheduling resources (Option C) or refining risk registers (Option A), the Business Change Manager (BCM) and the Programme Manager must work with the business (the call centre managers) to define what success looks like in measurable terms. This involves creating Benefit Profiles. By holding a workshop to confirm these numbers, the BCM ensures that the benefits are realistic, owned by the business, and directly linked to the validated vision. This step is crucial for the Justification Theme, as it provides the evidence needed to build the detailed Business Case. In MSP 5th Edition, the
"benefits-led" nature of programmes means that defining the measurable improvements is a top priority once the desired future state (the vision) is understood. Only after these benefits are clearly identified and documented can the programme effectively plan the delivery of the capabilities required to achieve them.
質問 # 36
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