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NEW QUESTION: 1
MightyGears produces components for the Car industry. Driven by the global financial downturn they are looking to reduce IT costs. They believe there is a cost saving opportunity within IT but this is not quantified in terms of potential savings nor is there an agreed target architecture. Final decisions on the solutions are not yet fully agreed. They have completed the first pass architecture and now are looking at the best opportunities and solutions to meet their financial goals.
You are the Chief Architect from a consulting organization brought into review the work to date by MightyGears and to make recommendations to the CIO and the board on the opportunities and solutions present.
Refer to the scenario above
Which of the following answers best describes how TOGAF recommends examining the opportunities and solutions before presenting to the board?
Choose one of the following answers
A. I would look at the corporate culture and attitude to change, understand the constraints such as cost and the required time horizons. I would then look at the architecture work to ensure it is complete and seek to address any gaps. I would review the functional requirements and ensure there are complete interoperability requirements. I would then validate any dependencies and risks. Then formulate an implementation and migration strategy identifies major work packages and the transition architecture required. Finally, once agreement is reached with the board I will create project charters and re-factor any changes needed from the board discussion into the architecture.
B. I would assess the requirements of the organization particularly those requirements describing the functions required and information flows within the architecture. I would then look to produce artifacts that describe the recommended projects, the risk, issues and dependencies. This would also include transition architects to move us from current architecture to the recommended target architectures. I would present my recommendations to the board for agreement. Once this is done, I would update the architectures reflecting any changes resulting from the board discussion.
C. I would assess the architecture work today, create, and priorities projects to transition Widget Inc from the current architecture to target architecture. This will include a business value for each project, the resources required and the intended timing. I would then validate the prioritizations with the board particularly looking at cost benefits and risks. Lastly, I would generate the Architecture Implementation Roadmap and document lessons learned.
D. I would examine the architecture work today ensuring it is complete and accurate and addressing any gaps. I would look at functional and integration requirements. I would then ensure all dependencies are understood and documented. I would then create the necessary artefacts including major work packages and transition architectures and the project charters for the recommended projects for presentation to the board.
Answer: D

NEW QUESTION: 2
Which of the following must an internal audit satisfy in order to be deemed independent? Select ALL that apply.
A. The internal audit activity must be free from interference.
B. The head of the internal audit must communicate and interact directly with the board of directors.
C. Any problems identified during the audit should be reported.
D. The head of the audit must report to a high level within the organisation.
E. Action plans should be negotiated with management in order to address any identified problems.
Answer: A,B,D

NEW QUESTION: 3
Activity resource requirements and resource breakdown structure are outputs from what Project Time Management process?
A. Activity Resource Estimating
B. Schedule Control
C. Schedule Development
D. Activity Definition
Answer: A
Explanation:
Activity Resource Estimate Assumptions and Breakdown StructuresIn the Estimate Activity Resources process, the key output is activity resource requirements. These requirements describe the types and quantities of resources needed for each project activity.Once you know what resources you need, you can begin to estimate the time each activity will take to complete. In this way, the activity resource requirements list generated by the Estimate Activity Resources process become inputs for the Estimate Activity Durations process.
Activity resource requirements listThe activity resource requirements list identifies, for tracking purposes, the activity's code in the work breakdown structure, as well as its name.
Vital to generating the project schedule, it details the resources that you've estimated you need to complete the activity, and addresses.
Resource description - The Resource description column lists each type of resource that is required for the activity. This includes human resources, materials, and facilities.
Number required - The Number required column identifies the quantity required of each resource. This value can be specified in any measurement unit, such as hours, days, or physical number of units required.
Resource assumptions - Resource assumptions are important factors to consider when devising the project schedule. Any relevant assumptions about the resource can be included, for example resource availability, skills, or quality.
Resource availability - The Resource availability column specifies when each resource can be used. This is vital information for putting together the project schedule.
Resource dependencies - The Resource dependencies column identifies factors that may affect the availability of resources. It's important to identify dependencies when devising the project schedule because any change in an activity that has a dependency can affect the project timeline.The final row of the activity resource requirements list identifies the total resources needed for the activity. The resource totals are important in project scheduling as a base from which to calculate the duration of the activity.
Resource Assumptions - It's important to record resource assumptions, as they can help during different stages of a project. Select each project stage to find out how resource assumptions can help.
Monitoring - Recorded assumptions can affect performance monitoring. For example, if a particular task seems to be taking too long, looking at the assumptions can help you identify the problem.
Controlling - Recorded assumptions can also help you control performance. Having used the assumptions to identify a problem, you can now make performance adjustments so that the project can run more efficiently.
Closing - Recorded assumptions can provide insights during post-project assessments at the closing stage. For example, if you had made incorrect assumptions about staff capabilities, looking at the assumptions helps you understand what went wrong. This can then be recorded in the lessons learned file for the project.Failure to record assumptions can also have an impact during the Monitor and Control Project Work process.
Resource breakdown structuresAlong with the activity resource requirements list, there's one more main output of the Estimate Activity Resources process - the resource breakdown structure.The resource breakdown structure provides a hierarchical diagram of the resources required for a project. This structure is visually simple, showing resource information at a glance breaks resources into categories and resource types helps you to organize a project schedule and report on resource utilization information.
Although they look similar, a resource breakdown structure is not the same as a work breakdown structure.
A work breakdown structure, or WBS, decomposes a project into manageable units of work. Elements in a WBS include project phases, tasks, sub-tasks, and work packages.
These represent all the activities in a project.
Project document updatesThe Estimate Activity Resources process concludes with project document updates - the final output of the process. Initially, various project documents are used as inputs for the process. Now that resource estimation is complete, new information may have come to light. For this reason, you may need to update documents so they reflect the latest project information.
In the process of estimating resource requirements and creating the resource breakdown structure, it's often necessary to add or delete schedule activities that appear in the activity list.The activity changes have a subsequent effect on activity attributes and resource calendars. Because project activities have changed, you need to document those changes by updating the descriptions of activities and the availability of relevant resources.
The first output of the Estimate Activity Resources process is an activity resource requirements list. It's important to record any assumptions you've made about resources in this list, for use in monitoring and controlling project work, and in post-project assessments.
A second output of the process is the resource breakdown structure. This is a hierarchical diagram that shows the resources required for the project in a visually simple way. It groups resources by category, and can be used for organizing and reporting on resources.
The final output of the process is updates to relevant project documents, such as the activity list, activity attributes, and resource calendars.

NEW QUESTION: 4
Ein Unternehmen produziert und versendet Betonblöcke. Sie speichern Informationen zu Fabrik- und Versandzentren in Tabellen, die durch Ausführen der folgenden Transact-SQL-Anweisungen erstellt wurden:

Sie müssen einen Bericht erstellen, der die Regionen anzeigt, in denen es eine Fabrik, aber kein Versandzentrum gibt.
Sie müssen die Abfrage für den Bericht erstellen.
Welche zwei Transact-SQL-Anweisungen können Sie verwenden? Jede richtige Antwort bietet eine vollständige Lösung.
HINWEIS: Jede richtige Auswahl ist einen Punkt wert.

A. Option B.
B. Option C.
C. Option D.
D. Option A.
Answer: B,D