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NEW QUESTION: 1
Your customer's initial use case was Home Directories. They implemented the cluster with four 1Gbps ports and LACP. They are planning to expand their cluster to support their core file services. They plan to upgrade their network infrastructure to 10 GbE to facilitate this.
What are two design impacts this change will have?
A. Dual 10GbE ports on each node will enable throughput of 20Gbps.
Only connect half of the nodes to the network.
B. LACP and multiple links may be used to increase redundancy, but will not provide more overall performance to the system.
FCoE should be considered for the External Network Ports on the nodes.
C. Maximum performance is obtained by only using a single 10GbE interface per node.
Isilon can support up to 400MB/s per node
D. Maximum performance is obtained by only using a single 10GbE interface per node.
LACP and multiple links may be used to increase redundancy, but will not provide more overall performance to the system
Answer: D

NEW QUESTION: 2
Which of the following Succession Planning permission only work with the position level target population for MDF positions?
There are 3 correct answers to this question
Response:
A. Succession Planning
B. Succession Management and Matrix Reports
C. Succession Organization chart
D. Succession Approval
E. Talent Search
Answer: A,B,D

NEW QUESTION: 3
Which of the following is based on the premise that the quality of a software product is a direct function of the quality of its associated software development and maintenance
processes?
A. Expert Systems Model
B. The Waterfall Model
C. The Spiral Model
D. The Software Capability Maturity Model (CMM)
Answer: D
Explanation:
The Capability Maturity Model (CMM) is a service mark owned by Carnegie Mellon University (CMU) and refers to a development model elicited from actual data. The data was collected from organizations that contracted with the U.S. Department of Defense, who funded the research, and became the foundation from which CMU created the Software Engineering Institute (SEI). Like any model, it is an abstraction of an existing system.
The Capability Maturity Model (CMM) is a methodology used to develop and refine an organization's software development process. The model describes a five-level evolutionary path of increasingly organized and systematically more mature processes. CMM was developed and is promoted by the Software Engineering Institute (SEI), a research and development center sponsored by the U.S. Department of Defense (DoD). SEI was founded in 1984 to address software engineering issues and, in a broad sense, to advance software engineering methodologies. More specifically, SEI was established to optimize the process of developing, acquiring, and maintaining heavily software-reliant systems for the DoD. Because the processes involved are equally applicable to the software industry as a whole, SEI advocates industry-wide adoption of the CMM.
The CMM is similar to ISO 9001, one of the ISO 9000 series of standards specified by the International Organization for Standardization (ISO). The ISO 9000 standards specify an effective quality system for manufacturing and service industries; ISO 9001 deals specifically with software development and maintenance. The main difference between the two systems lies in their respective purposes: ISO 9001 specifies a minimal acceptable quality level for software processes, while the CMM establishes a framework for continuous process improvement and is more explicit than the ISO standard in defining the means to be employed to that end. CMM's Five Maturity Levels of Software Processes
At the initial level, processes are disorganized, even chaotic. Success is likely to depend on individual efforts, and is not considered to be repeatable, because processes would not be sufficiently defined and documented to allow them to be replicated. At the repeatable level, basic project management techniques are established, and successes could be repeated, because the requisite processes would have been made
established, defined, and documented.
At the defined level, an organization has developed its own standard software process
through greater attention to documentation, standardization, and integration.
At the managed level, an organization monitors and controls its own processes through
data collection and analysis.
At the optimizing level, processes are constantly being improved through monitoring
feedback from current processes and introducing innovative processes to better serve the
organization's particular needs.
When it is applied to an existing organization's software development processes, it allows
an effective approach toward improving them. Eventually it became clear that the model
could be applied to other processes. This gave rise to a more general concept that is
applied to business processes and to developing people.
CMM is superseded by CMMI
The CMM model proved useful to many organizations, but its application in software
development has sometimes been problematic. Applying multiple models that are not
integrated within and across an organization could be costly in terms of training, appraisals,
and improvement activities. The Capability Maturity Model Integration (CMMI) project was
formed to sort out the problem of using multiple CMMs.
For software development processes, the CMM has been superseded by Capability
Maturity Model Integration (CMMI), though the CMM continues to be a general theoretical
process capability model used in the public domain.
CMM is adapted to processes other than software development
The CMM was originally intended as a tool to evaluate the ability of government contractors
to perform a contracted software project. Though it comes from the area of software
development, it can be, has been, and continues to be widely applied as a general model
of the maturity of processes (e.g., IT Service Management processes) in IS/IT (and other)
organizations.
Source:
http://searchsoftwarequality.techtarget.com/sDefinition/0,,sid92_gci930057,00.html
and
http://en.wikipedia.org/wiki/Capability_Maturity_Model

NEW QUESTION: 4
Azure DevOpsを使用して、ビルドパイプラインと展開パイプラインを管理します。
あなたの会社には500人の開発者のチームがいます。
新しいメンバーはチームから継続的に追加されます。
可能であれば、ユーザーとライセンスの管理を自動化する必要があります。
どのタスクを手動で実行する必要がありますか？
A. 受領権の割り当て
B. グループメンバーシップを変更する
C. ライセンス取得
D. ユーザーを追加する
Answer: C
Explanation:
References:
https://docs.microsoft.com/en-us/azure/devops/organizations/accounts/migrate-to-group-based-resource-management?view=vsts&tabs=new-nav
https://docs.microsoft.com/en-us/rest/api/azure/devops/memberentitlementmanagement/?view=azure-devops-rest-5.0