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NEW QUESTION: 1
In which two aspects does hot patching differ from conventional patching? (Choose two.)
A. It is not persistent across instance startup and shutdown unlike conventional patching.
B. It takes more time to install or uninstall compared with conventional patching.
C. It consumes more memory compared with conventional patching.
D. It does not require down time to apply or remove unlike conventional patching.
E. It can be installed and uninstalled via OPatch unlike conventional patching.
Answer: C,D
NEW QUESTION: 2
Seit Beginn eines Projekts fragt der Product Owner während der Zeremonien immer wieder nach dem Budget, das für jede Produktiteration ausgegeben wird. Der Product Owner scheint viel mehr an den Kosten als am Produkt selbst interessiert zu sein.
Was hätte der Projektmanager früher tun sollen, um das Verhalten des Produktbesitzers zu ändern? ''
A. Arbeitete an verschiedenen Schätzansätzen, um Vertrauen in die Kosten zu geben, die in jedem Produktinkrement aufgewendet wurden.
B. Arbeitete an einem Festpreisvertrag, um die Aufmerksamkeit des Produktbesitzers auf Wert statt Geld zu lenken
C. Arbeitete mit dem Product Owner zusammen, um deren Rolle in einem agilen Projekt und den Umfang der agilen Zeremonien zu klären
D. Arbeitete an einem Kommunikationsmanagementplan mit Berichten über das Budget, das in jeder Iteration ausgegeben wurde, im Vergleich zu den geplanten, um diese Diskussionen während der Zeremonien zu vermeiden
Answer: C
NEW QUESTION: 3
Project Scenario - Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to health and safety on construction sites. The project will deliver "capability to provide health and safety training", including the materials needed for classroom-based training and e-learning. The expected benefits for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for classroom-based training will be delivered by ABC Company's development team. All course materials will be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the course materials to other training companies as part of their operational business. ABC Company will use their own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The course materials and trainers have to be accredited by a government agency before courses can be delivered.
ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:
End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC Company has grown quickly into a successful training company. It delivers a range of accredited professional training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development budget. His department organizes courses, venues and trainers. They work with the Product and the Sales teams to provide a comprehensive training schedule. ABC Company's IT manager reports to the Operations Director.
The Business Development Director has recently been appointed to identify new training needs and propose new products. She will work with the Operations. Director to ensure a cost-conscious approach and that appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for developing training materials and gaining accreditation, in accordance with the standard course development model. Course developers in his team have skills in a range of development technologies and are allocated to projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that internal and external trainers deliver ABC Company training courses to the required standard. He also checks course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one quality management system and set up a corporate quality department, now managed by the Corporate Quality Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the company's document management system and now operates it across the business. She manages a team of administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new markets for the courses and material. All account managers and the marketing team report to him. They promote existing training courses to other training companies and existing customers.
End of the additional information.
The project is at the start of stage 3, and there will be six teams working on product delivery. In order to exercise control, the project manager has asked each team to submit a detailed team plan for approval. The external team manager for the 'e-learning course' has agreed to submit a summary to the project manager, but will submit the detailed team plan to the senior supplier to review and approve.
Is the team manager's response appropriate, and why?
A. No, because the project manager needs detailed plans to manage the work of several teams.
B. No, because the team plan must be submitted to project assurance to check it is viable.
C. Yes, because a supplier may want to keep the details of the specialist work confidential.
D. Yes, because team plans are mandatory on a project of this size and complexity.
Answer: A