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NEW QUESTION: 1
展示を参照してください。

構成の結果は何ですか？
A. 負荷分散モードとEtherChannelモードが一致していなくても、EtherChannelは適切に形成および機能します。
B. 負荷分散方式はデバイスで一致する必要があるため、EtherChannelは形成されません。
C. EtherChannelが形成されますが、負荷分散方法が一致しないため、ネットワークループが発生します。
D. EtherChannelが形成され、Switch1はEtherChannelモードがアクティブに設定されているため、両方のデバイスでdst-ipロードバランシング方式が使用されます。
Answer: A

NEW QUESTION: 2
Some forms that you wrote have been through part of the testing cycle. One of the testers has reported encountering a navigation trap in your Orders form in which the cursor apparently is tuck?between two items. Which scenario could have caused the navigation trap?
A. A Pre-Text-Item trigger allows the focus into the text item the first time it is executed, but subsequent execution raises a FORM_TRIGGER_FAILURE. A Pre-Text-Item trigger on a different text item also fails.
B. The Next Navigation Data Block and Previous Navigation Data Block properties of the
Orders and Order_Items blocks have been set so that the focus cannot move to the
Inventories block.
C. The Next Navigation Item and Previous Navigation Item properties of some text items have been set so that the user is stuck in an infinite navigation loop.
D. The Pre-Form trigger validates the user and time of day and also contains the code:
GO_ITEM('ORDERS.Date_Ordered'); This is an illegal call to a restricted built-in, resulting in the navigation trap.
E. Two adjacent text items have When-New-Item-Instance triggers that fail when executed.
This left the internal cursor with no place to go when the tester attempted to navigate to them, and there was a fatal error for the form.
F. A When-Validate-Item trigger on a text item validates the contents of the wrong field, and you have coded a GO_ITEM() that sends the focus back to the item that invoked it.
Answer: A

NEW QUESTION: 3
Which 2 statements correctly define a Business Case risk which should be recorded under the Major risks heading?
A. Operational costs will increase as a result of the recruitment campaign.
B. The prepared calendar pack is to be delivered to the printers by the first week in December.
C. If the calendar quality is poor customers will not use it, creating the reverse effect and reducing orders further.
D. Staff morale will improve as a result of the promotional calendar.
E. If any competitors launch a calendar at the same time this will reduce the impact of the MNO calendar and benefits will be reduced.
Answer: C,E
Explanation:
Explanation/Reference:
Testlet 2
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
● Do nothing.
● Re-engineer selected business functions.
● Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
● One service provider should be contracted to provide the services currently provided by the Information Technology Division and the Facilities Division.
● A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and operating models, plus an outline Business Case for the required project. The external consultants also made the following recommendations for the management of the project:
● Use PRINCE2.
● Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating models) and the service level agreement between MFH and the future service provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the recommendations as a basis for the project. There is an expected saving of £20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage.
Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.

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