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NEW QUESTION: 1
Scenario
Vericom is a leading provider of government, business and consumer telecommunication services, and is currently seeking ways in which to improve its utilization of IT services to drive growth across its' multiple lines of business. One of the largest organizations in the United Kingdom, Vericom is comprised of the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satellite services)
Infrastructure Services (planning, installing and maintaining the PSTN and mobile network
infrastructure)
VericomTV (Pay TV)
Consumer Sales and Marketing (including 400 Vericom retail outlets)
Business and Government
Finance and Administration
Information Technology Services (Shared Service Unit, however some business units also have their
own internal service provider)
Human Resources
Vericom Wholesale (for wholesale of Vericom infrastructure services)
Due to the extensive scope of infrastructure deployed and large employee and customer base, Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a barrier to future organizational growth and scalability of services offered. The CIO of Vericom has also raised the concern that while improvements to the technology utilized is important, this also needs to be supported by quality IT Service Management practices employed by the various IT departments.
The project of improving the IT Service Management practices employed by Vericom has been outsourced to external consultants who are aware of the major IT refresh that is going to be occurring over the next 24 months.
Refer to the scenario.
As part of the major refresh of IT systems, it has been agreed that the existing ITIL processes of Incident and Problem Management are not performing adequately. Recent surveys indicate that:
A high percentage of incidents are being escalated to second line support staff
There is inconsistency in the knowledge captured for diagnosing and resolving incidents and problems
Problem Management is predominantly reactive and typically only executed when a large volume of
incidents are identified to be of a common root cause
There is little handover of knowledge (including documentation of Known Errors) for many releases
deployed, creating significant workloads for the support groups in the weeks following deployment.
Which of the following responses BEST represents the way in which you would seek to improve the situation?
A: You understand the need to review current practices, so you compare current practices against those described in the ITIL volume of Service Operation. You perform a gap analysis, and realize most of the issues relate to inadequate knowledge capture and sharing. You focus on improving this by:
Reviewing the tools and systems used, and develop a business case for acquiring new Knowledge
Management Software to be used by the IT division.
Creating rules for the escalation of incident and problems so that higher level support groups are
not overloaded
Improving the level of documentation and knowledge capture by running incentive programs
rewarding staff for the number of contributions made to the knowledgebase Conducting training on how to use the refreshed Incident and Problem Management processes.
Developing performance metrics to be reviewed for Incident and Problem Management
B: You communicate the need to review the situation, inviting various stakeholders from the IT departments and other business units to discuss the issues at hand. Your main concern is the lack of communication between various IT groups, so to improve this you focus on:
Improving the Release Policy to be adhered to by the various Release & Deployment teams, stating
the documentation and knowledge transfer requirements for the different types of releases performed.
Developing guidelines, procedures and associated incentives for the capture of knowledge relating
to incidents, problems and general service requests.
Conducting training and awareness sessions on the requirements for documentation and
knowledge capture.
Rotating developers and second line staff through the Service Desk every three months
Develop consistency in the Early Life Support provided by design/specialist staff for major releases
Improving the interfaces between Incident and Problem
Management, particularly those around escalation and problem detection.
Scheduling regular Proactive Problem Management reviews, which will look at trends in incidents
and problems, and to identify vulnerable infrastructure components.
Developing metrics that will be used to evaluate the value and performance of the Incident and
Problem Management processes.
C: You understand the need for compliance to the defined processes, as currently many staff do not follow prescribed guidelines and procedures. Your efforts focus on improving compliance to the Incident and Problem Management processes by:
Auditing the processes, seeking where exceptions to defined procedures occur
Running awareness sessions to communicate the value and importance of the processes in place
Modifying existing systems and tools so that improve compliance to existing processes
Evaluating which groups are underperforming to identify any training that needs to occur
D: You communicate the need to understand more about the current issues, so you invite the Service Desk, Incident, Problem and Release & Deployment managers to a meeting to review the situation.
Your main concern is the lack of documentation and knowledge being recorded by various IT groups, so to improve this you focus on:
Defining the requirements for knowledge capture and transfer (including Known Errors) so that all
communication is improved
Improving the tools and systems used for by the various groups for knowledge capture and transfer
Creating rules for the escalation of incident and problems so that higher level support groups are
not overloaded
Develop consistency in the Early Life Support provided by design/specialist staff for major releases
Assigning responsibility to the lead infrastructure architect to oversee Proactive Problem
Management.
Conducting training on how to use the refreshed Incident and Problem Management processes.
Rotating Service Desk staff through higher level support teams every three months
Developing performance metrics to be reviewed for Incident and Problem Management
A. Option C
B. Option A
C. Option B
D. Option D
Answer: C
NEW QUESTION: 2
Solutions Architect는 고객이 모바일 애플리케이션에서 그림을 업로드 할 수있는 3 계층 웹 애플리케이션을 설계하고 있습니다. 그런 다음 응용 프로그램은 사진의 축소판을 생성하고 이미지가 성공적으로 업로드되었음을 확인하는 메시지를 사용자에게 반환합니다.
썸네일 생성에는 최대 5 초가 소요될 수 있습니다. 이미지를 업로드하는 고객에게 1 초 미만의 응답 시간을 제공하기 위해 Solutions Architect는 웹 티어와 애플리케이션 티어를 분리하려고 합니다.
프레젠테이션 계층이 요청을 응용 프로그램 계층으로 비동기식으로 전달할 수있는 서비스는 무엇입니까?
A. Amazon SNS
B. Amazon SQS
C. AWS Lambda
D. AWS 단계 함수
Answer: B
Explanation:
Explanation
https://medium.com/awesome-cloud/aws-difference-between-sqs-and-sns-61a397bf76c5
NEW QUESTION: 3
In reviewing the project timeline for a significant application software development project the IS auditor notes that no time was allocated for the design and performance of program code unit tests. Which of the following should the auditor recommend?
A. Unit test design should be performed after user testing is performed.
B. Unit lest design should be performed before program specifications are defined.
C. Unit testing is not necessary since exhaustive user testing will be performed.
D. Unit test design should be performed before program coding begins.
Answer: D
NEW QUESTION: 4
Under the RBRVS, each HCPCS/CPT code contains 3 components, each having assigned relative value units. These 3 components are
A. physician work, practice expense, and malpractice insurance expense.
B. conversion factor, CMS weight, and hospital-specific rate.
C. geographic index, wage index, and cost of living index.
D. fee-for-service, per diem payment, and capitation.
Answer: A