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Tai: Diary

https://en.bloguru.com/tai
  • Hashtag "#msp" returned 16 results.

試験に合格しました

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受験直前に最新バージョンが公開されたのですが、まだ模擬試験が存在しないため、予定通り前バージョンを受験しました。

この資格は、利益を出す為に複数のプロジェクトを成功させなければならない状況≒プログラムに対し、成功率を上げるための方法論です。国内の資格保持者は殆どいないと思います。Sonyに1名いらっしゃるようです。
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模擬試験 7

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模擬試験 7
両方の模擬試験をクリアしました。そろそろ本試験の準備をします。
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模擬試験 6

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模擬試験 6 模擬試験 6
2種類の模擬試験の内、ひとつは合格域に達しました。
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模擬試験 5

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模擬試験その1 60%→70%... 模擬試験その1 60%→70%→80%→83% 模擬試験その2 62%→73%... 模擬試験その2 62%→73%→76%→82%
あともう少しと言えど、9問以上間違えているのは、理解していないという事ですね。
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模擬試験 4

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模擬試験その1 60%→70%... 模擬試験その1 60%→70%→80% 模擬試験その2 62%→73%... 模擬試験その2 62%→73%→76%
勉強の頻度は高くありませんが、やった分は結果に表れているようですので、もう一踏ん張りだと思います。

https://en.bloguru.com/tai/378371/3
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模擬試験 3

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模擬試験その1 60%→70% 模擬試験その1 60%→70% 模擬試験その2 62%→73% 模擬試験その2 62%→73%
今週は、祝日を含めて一週間休みを入れました。この間に試験勉強を進める予定です。
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模擬試験 2

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模擬試験 2
2種類の模擬試験が準備されており、先日のものとは別の種類です。現状、やはり6割程度の正答率です。本試験の合格率は50%なので、現状でも合格するかも知れませんが、高額な試験なので、十分に準備したいところです。取り敢えず、今年中に受験自体は出来そうな印象です。

https://en.bloguru.com/tai/374974/2020-05-31
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模擬試験

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模擬試験
設問数が多いので躊躇していましたが、本日やってみました。途中で止めても良いと書かれていたので、10問程度にしようと思っていたところ、本番と同様に1時間の制限があり、慌てて全55問を進めることに。取り敢えず、初回にも関わらず、時間内に全問に目を通せました。

結果はご覧の通りです。実試験は70問中の50%が正解なら通過らしいので、現状でも通過する可能性はありそうですが、模擬試験の合格基準は85%と厳しいので、もっと正答率を上げていきます。
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MSP: Transformational Flow

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https://www.axelos.com/best-p... https://www.axelos.com/best-practice-solutions/msp/what-is-msp

  1. Identifying a Programme

    • The trigger for initiating the overall programme management process.
    • Typically a short process, perhaps taking only a few weeks or less, which turns the idea into a tangible business concept.

  2. Defining a Programme

    • Provides the basis for deciding whether to procees with the programme or not.
    • The programme brief is used as the starting point for developing the programme definition information in more detail.
    • The business case and governance for the programme will now be developed.

  3. Managing the Tranches

    • Implement the defined programme management governance strategies for the programme, ensure that the capability delivery is aligned to the strategic direction of the organization, and enable the release of benefits.
    • Used for overseeing "Delivering the Capacity" and "Realizing the Benefits," providing the high-level direction, guidance and control.
    • 「Delivering the Capacity」と「Realizing the Benefits」で作成中、または作られた成果物が、戦略に沿っているか、予算は足りているか、などレビューして、問題ない場合「Closing a Programme」に進むと思われる。

  4. Delivering the Capacity

    • Covers the activities for coordinating and managing project delivery according to the programme plan.
    • Delivery from the projects dossier provides the new outputs that enable the capabilities described in the blueprint.
    • Repeated for each tranche of the programme.
    • Delivers the capability defined in the blueprint through the projects defined in the projects dossier.
    • 個々のプロジェクトを開始し、成果物を作るプロセスと思われる。

  5. Realizing the Benefits

    • Manage the benefits from their initial identification to their successful realization.
    • The activities cover monitoring the progress of the projects to ensure that the outputs are fit for purpose and can be integrated into operations such that the benefits can be realized.
    • Incorporates the planning and management of the transition from old to new ways of working and the achievement of the outcomes, whilst ensuring that the operational stability and performance of the operations are repeated as necessary for each tranche of the programme.
    • 「Delivering the Capacity」の成果物を運用移行するプロセスと思われる。ベネフィットを確認し、古い運用は廃止される。

  6. Closing a Programme

    • Ensure the end goal or formally recognizing that the progreamme is completed.

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MSP Documentation

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  1. Benefit profile
    Used to define each benefit (and dis-benefit) and provide a detailed understanding of what will be involved and how the benefit will be realized.

  2. Benefits management strategy
    Defines the approach to realizing benefits and the framework within which benefits realization will be achieved.

  3. Benefits map
    Illustrates the sequential relationship netween benefits.

  4. Benefits realization plan
    Used to track realization of benefits across the programme and set review controls.

  5. Blueprint
    Used to maintain focus on delivering the required transformation and business change.

  6. Business case
    Used to validate the initiation of the programme and the ongoing viability of the programme.

  7. Information management plan
    Sets out the timetable and arrangements for implementing and managing the information management strategy.

  8. Information management strategy
    Describes the measures, systems and techniques that will be used to maintain and control programme information.

  9. Issue management strategy
    Used to describe the mechanisms and procedures for resolving issues.

  10. Issue register
    Used to capture and actively manage programme issues.

  11. Monitoring and control strategy
    Defines how the programme will apply internal controls to itself.

  12. Organization structure
    Description of the management roles, responsibilities and reporting lines in the programme.

  13. Programme brief
    Used to access whether the programme is viable and achievable.

  14. Programme communication plan
    Sets out the timetable and arrangements for implementing and managing the stakeholder engagement strategy.

  15. Programme definition document
    A document that is used to consolidate or summarize the information that was used to define the programme.

  16. Programme mandate
    Used to describe the required outcomes from the programme, based on strategic or policy objectives.

  17. Programme plan
    Used to control and track the progress and delivery of the programme and resulting outcomes.

  18. Programme preparation plan
    A plan that details how Defining a Programme will be undertaken.

  19. Projects dossier
    Provides a list of projects required to deliver the blueprint, with high-level information and estimates.

  20. Quality and assurance plan
    Sets out the timetable and arrangements for carrying out the quality and assurance strategy.

  21. Quality and assurance strategy
    Used to define and establish the activities for managing quality across the programme.

  22. Resource management plan
    Arrangements for implementing the resource management strategy.

  23. Resource management strategy
    Used to identify how the programme will acquire and manage the resources required to achieve the business change.

  24. Risk management strategy
    Defines the programme approach to risk management.

  25. Risk register
    Used to capture anc actively manage the risks to the programme.

  26. Stakeholder engagement strategy
    Used to define the framework that will enable effective stakeholder engagement and communication.

  27. Stakeholder profiles
    Used to record stakeholder analysis information.

  28. Vision statement
    Used to communicate the end goal of the programme; could be seen as providing an external 'artist's impression' of the desired future state.
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