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NEW QUESTION: 1
애자일 접근 방식을 사용하는 소프트웨어 프로젝트는 모든 릴리스에서 품질 문제에 직면하여 많은 프로덕션 문제를 발생시킵니다. 프로젝트 관리자는 문제를 해결하고 품질을 개선하기 위해 무엇을 해야 합니까?
A. 회고 회의를 사용하여 품질 문제의 근본 원인을 더 잘 이해하고 팀과 함께 문제 해결 계획을 수립합니다.
B. 더 경험이 많은 팀원을 위해 주니어 팀원을 대체하기 위해 스폰서와 추가 자금 승인을 요청합니다.
C. 외부 회사를 고용하여 테스트 단계를 추가하고 최종 제품이 출시되기 전에 잘 검사되었는지 확인합니다.
D. 더 많은 결함을 잡을 수 있는 팀원에게 인센티브를주는 보상 시스템을 만듭니다.
Answer: A
NEW QUESTION: 2
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's change control approach states that PRINCE2's recommended issue and change control procedure will be used. The senior user has requested that a new set of marketing materials and marketing channels be introduced to support the launch of the training course. The senior user has suggested that this should be managed informally.
Where should the project manager record the issue, and why?
A. In the daily log, because a change to a product at the default level can be handled informally.
B. In the issue register, because this is a request for change requiring a change to a baseline.
C. In the daily log, because the senior user has advised that this change should be informally.
D. In the issue register, because issues should be recorded here first, before determining how to manage them.
Answer: D
NEW QUESTION: 3
Where should the following information be stored?
1. The experience of staff
2. Records of user behaviour
3. Supplier's abilities and requirements
4. User skill levels
A. The forward schedule of change
B. The service knowledge management system (SKMS)
C. The service portfolio
D. A configuration management database (CMDB)
Answer: B
NEW QUESTION: 4
A customer is planning to install a new, highly available, IBM FileNet P8 environment that spans two data centers that are relatively close together and connected by very high speed, redundant, data connections. The network latency between data centers is less than 1 ms. One of the design goals of this enterprise tier implementation is to have both data centers be as active as possible regarding the processing of P8 data. IBM FileNet Enterprise Manager (FEM) will be configured to treat both data centers as a single site. WebSphere Application Server Network Deployment (WAS-ND) has been chosen to host Content Engine (CE) and Workplace XT (WPXT).
Which of the following choices both meets the criteria of the scenario and follows IBM best practices?
A. Configure WAS-ND as a single cell spanning both data centers. Create a cluster for WPXT with member nodes at both data centers. Create a cluster for CE with member nodes at both data centers. Install the CE software on the WAS Deployment Manager node and deploy the EAR file to the CE cluster. Install WPXT on each cluster member node and deploy one WPXT EAR file to the WPXT cluster. Use hardware load balancers and HTTP proxy servers to spread client traffic across the WPXT cluster's members. Configure WPXT to point to the members of the CE cluster.
B. Configure two WAS-ND cells, one for each site. In each cell, create one cluster for WPXT and one cluster for CE. Install the CE software on the WAS Deployment Manager node and deploy the EAR file to each CE cluster. Install WPXT on each cluster member node and deploy one WPXT EAR file to each WPXT cluster. Use hardware load balancers and HTTP proxy servers to spread client traffic across the two WPXT clusters' members. Configure each WPXT cluster to point to the CE cluster in its respective data center.
C. Configure two WAS-ND cells, one for each site. In each cell, create one cluster for WPXT and one cluster for CE. Create the CE clusters with identical names. Install the CE software on the WAS Deployment Manager node and deploy the EAR file to each CE cluster. Install WPXT on each cluster member node and deploy one WPXT EAR file to each WPXT cluster. Use hardware load balancers and HTTP proxy servers to spread client traffic across the two WPXT clusters' members. Configure each WPXT cluster to point to a list of all CE cluster members across both data centers.
D. Configure WAS-ND as a single cell spanning both data centers. Create two clusters for WPXT, one for each data center. Create two clusters for CE, one for each data center. Install the CE software on the WAS Deployment Manager node and deploy the EAR file to each CE cluster. Install WPXT on each cluster member node (of each WPXT cluster) and deploy one WPXT EAR file to each WPXT cluster. Use hardware load balancers and HTTP proxy servers to spread client traffic across the two WPXT clusters' members. Configure each WPXT cluster to point to the CE cluster in its respective data center.
Answer: B
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