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[General] L4M2合格率書籍 & L4M2試験合格攻略

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【General】 L4M2合格率書籍 & L4M2試験合格攻略

Posted at 6 hour before      View：4 | Replies：0        Print      Only Author   [Copy Link] 1#
2026年CertJukenの最新L4M2 PDFダンプおよびL4M2試験エンジンの無料共有：https://drive.google.com/open?id=1_S6xPtJx76ylEB6WgkVhuqFc1D2OHGGo
当社CIPSの製品はデモを提供するため、L4M2 prepトレントを完全に理解できます。製品のページにアクセスして、製品のバージョン、L4M2テストブレインダンプの特性とメリット、製品の価格、割引を知ることができます。また、詳細の紹介と、お客様が読むことができるL4M2準備急流の保証もあります。また、当社への連絡方法や、L4M2テストブレインダンプに関する他のクライアントの評価を知ることもできます。 L4M2スタディグードの合格率は99％〜100％なので、L4M2試験に合格します。
CIPS L4M2（ビジネスニーズの定義）認定試験は、世界的に認められ、世界中の組織から高く評価されています。試験の成功裏に合格することは、ビジネス分析の熟練度を示し、プロの開発への取り組みを証明するものです。認定はまた、複雑なプロジェクトを管理し、効果的にビジネスニーズを定義するために必要なスキルと能力を持つ専門家を特定するのに役立つ貴重な資産です。
便利なCIPS L4M2｜権威のあるL4M2合格率書籍試験｜試験の準備方法Defining Business Needs試験合格攻略L4M2学習準備では、多くの利点とさまざまな機能が強化され、学習がリラックスして効率的になります。クライアントは、製品を購入する前にL4M2試験トレントの無料ダウンロードと試用ができ、クライアントが正常に支払いを行った直後にL4M2学習教材をダウンロードできます。また、L4M2ラーニングガイドの更新がある場合、システムは更新をクライアントに自動的に送信します。CIPSしたがって、あなたは、効率的な学習と試験の良い準備を持つことができます。 L4M2の最新の質問があなたにとって絶対に良い選択であると信じられています。
CIPS L4M2 資格試験の準備には、多大な努力と献身が必要です。候補者は、ビジネス分析の原則、ステークホルダー管理、要件エンジニアリング、ビジネスアーキテクチャを徹底的に理解する必要があります。また、試験形式に精通し、弱点を特定するために練習問題を解く必要があります。さらに、候補者は、試験に合格するために必要な知識と技能を持っていることを確認するために、トレーニングプログラムに登録することを検討する必要があります。
CIPS Defining Business Needs 認定 L4M2 試験問題 (Q299-Q304):質問 # 299
When preparing through-life specification, which of the following requirements should procure-ment team define besides the physical asset? Select TWO that apply.
  • A. Objectives
  • B. Logistics and installation
  • C. Market analysis
  • D. Customer service
  • E. Available substitute
正解：B、D
解説：
Through-life Management involves the life-cycle management of the products, services and activities required to deliver a fully integrated capability to the customer, while reducing the cost of ownership for the customer.
Diagram, table Description automatically generated

Source: Andrew Graves
With through-life management, buyer not only cares about the physical asset but also other factors like customer services and maintenance.

質問 # 300
A company is planning the procurement of an IT system and wants to agree a through-life contract with the supplier to ensure ongoing system support. The first step in producing that specification should be to:
  • A. Prepare tendering documents
  • B. Define the user requirements
  • C. Build a design
  • D. Identify the IT system supplier
正解：B
解説：
Writing a high-quality specification is very crucial in every purchase. In through-life management, it is even more important since the assets often have very high value. Defining user requirement is the first step to write a specification. Without doing this right, many problems may arise in later stages.
Reference:
LO 3, AC 3.2

質問 # 301
Which of the following positively affects a buyer's company cash flow? Select TWO that apply:
  • A. Buyer's company offers sales discounts and promotions
  • B. The bank grants a loan to the buyer's company
  • C. A customer agrees to pay the buyer's company upon purchase
  • D. Payment of dividends to the buyer company shareholders
  • E. A supplier reduces its payment terms to payment on receipt
正解：B、C
解説：
Detailed Explanation:
* A (Customer payment upon purchase): Immediate payments improve cash flow.
* D (Loan): Loans provide cash inflow, though they may increase liabilities.Options like supplier payment on receipt (C) negatively impact cash flow, and sales promotions (B) may increase expenses.
Reference: CIPS Level 4, Financial Management in Procurement.

質問 # 302
Which of the following are recognised competitive strategies?
1. Winning new business at all cost
2. Getting more customers' attention
3. Creating stand-out products and brands
4. Focusing on niche market
5. Acquiring competitors
  • A. 3 and 4 only
  • B. 1 and 2 only
  • C. 3 and 5 only
  • D. 2 and 5 only
正解：A
解説：
"A firm's relative position within its industry determines whether a firm's profitability is above or below the industry average. The fundamental basis of above average profitability in the long run is sustainable competitive advantage. There are two basic types of competitive advantage a firm can possess: low cost or differentiation. The two basic types of competitive advantage combined with the scope of activities for which a firm seeks to achieve them, lead to three generic strategies for achieving above average performance in an industry: cost leadership, differentiation, and focus." (Reference: Porter, Michael E., "Competitive Advantage". 1985, Ch. 1, pp 11-15. The Free Press. New York.) Creating stand-out products and brands is considered as Differentiation. An organisation that is not clear about which of these three strategies to use is described as 'stuck in the middle' LO 2, AC 2.1

質問 # 303
Which of the following is the core of value analysis process?
  • A. Carry out functional analysis
  • B. Gather information
  • C. Develop
  • D. Evaluate
  • E. Be creative
正解：A
解説：
Value Analysis (VA) is concerned with existing products. It involves a current product being ana-lysed and evaluated by a team, to reduce costs, improve product function or both. Value Analysis exercises use a plan which step-by-step, methodically evaluates the product in a range of areas. These include costs, function, alternative components and design aspects such as ease of manufac-ture and assembly.
According to the Value Methodology standard, there are 6 phases to a Value Analysis:
- Information
- Function Analysis
- Creative
- Evaluation
- Development
- Presentation
1. Information
In this first phase, the team attempts to understand why the project exists and who or what it is to produce. They obtain project data, present the original design or product concepts, and understand the project scope. Schedule, costs, budget, risk, and other non-monetary issues are studied until the team is comfortable with the concept of the project, what it is to produce, and who its end users are.
This step also includes things like site visits and meetings with the project team, if required. Project documents like plans, drawings, specifications, and reports are obtained and the value engineering team becomes familiar with them.
2. Function Analysis
This step represents the meat and potatoes (core) of the value analysis. The team attempts to determine the functions the project serves. Functions come in two forms:
- Primary functions are those that represent the reason for the project's existence, for example, a building project might have adequate plumbing as a primary function.
- Secondary functions are those that the project serves without being core to the project. For example, a building project might have as a secondary function maintaining the view of the neighboring building.
The functions are described in verb/noun pairs, such as "supply water to all suites," or "Maintain view of adjacent park." For a project like this, the team should come up with 10 - 15 functions. You might be surprised how many secondary functions exist for most projects. Subject matter experts would be a great resource, but in their absence an appropriate level of brainstorming and analysis are necessary.
The team should also identify value-mismatched functions to focus the improvements on. For ex-ample, maybe a large obstruction is preventing the view of the adjacent park from too many suites resulting in a potential mismatch of the cost vs. functional benefit. This is investigated in the next step.
3. Creative
This phase represents the generation of improvement ideas. The team develops alternative ways that the project can perform the functions that have been identified. At this step, the functions are looked at individually and each one gets a list of alternative ways to perform the function. There is no judging between the importance of the various functions.
4. Evaluation
At this stage, a priority is given to each project improvement idea. The ideas are discussed and potential costs are determined. Once the risk-reward profile of each idea is itemized, the team has determined which ideas are worth implementing into the project or feature.
A few years ago, there was a pedestrian bridge built near my home which was originally designed for emergency vehicles. Although this type of design is standard practice for the bridges of this type, the value engineering team identified that emergency vehicle passage was not needed (verb/noun pair = 'maintain passage for emergency vehicles'). Also, a second major outcome of this value analysis was to change the design to an aesthetic, curved bridge because it was in a prominent location. The redesign of the bridge cost some money but this was more than made up by the cost of the bridge construction. Thus, the value analysis paid for itself about 10 times over in the reduced construction cost, and the bridge was significantly more aesthetic.
5. Development
Once the value improvement options have been whittled down to the ones that make sense, the value engineering team develop the options to the point of passing them back to the original project team. They must be clearly written and explained so that the project owner and stakeholders can understand how it benefits the project and act on it. Any potential negative factors are identified. Potential costs and cost savings are itemized.
6. Presentation
This last phase represents the presentation of the alternatives to the stakeholders. Often value engineering represents a change in the normal practices that people are used to, an "out of the box thinking." Thus the best salesperson on the team is often the best one to do the presentation.
Some typical products of a value engineering analysis are a briefing document, risk analy-sis, present worth analysis, advantages vs. disadvantages, etc.
Reference:
LO 3, AC 3.4

質問 # 304
......
L4M2試験合格攻略: https://www.certjuken.com/L4M2-exam.html
ちなみに、CertJuken L4M2の一部をクラウドストレージからダウンロードできます：https://drive.google.com/open?id=1_S6xPtJx76ylEB6WgkVhuqFc1D2OHGGo
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