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NEW QUESTION: 1
チームメンバーは、スプリントの途中で、製品設計が組織のエンタープライズアーキテクチャ標準に準拠していないことに気付きました。このため、さらなる分析と解決のためにアーキテクチャチームにエスカレーションする必要があったため、チームはスプリントの目標を達成できず、スプリントはキャンセルされました。
これを回避するためにチームは何をすべきでしたか？
A. 問題を管理者にエスカレーションしました
B. エンタープライズアーキテクチャ標準を変更するためにアーキテクチャチームにフィードバックを提供しました
C. この製品のエンタープライズアーキテクチャ標準に準拠していないという例外を発生させた
D. 主要な利害関係者の早期の関与を確保
Answer: D
NEW QUESTION: 2
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
● Do nothing.
● Re-engineer selected business functions.
● Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
● One service provider should be contracted to provide the services currently provided by the Information Technology Division and the Facilities Division.
● A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and operating models, plus an outline Business Case for the required project. The external consultants also made the following recommendations for the management of the project:
● Use PRINCE2.
● Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating models) and the service level agreement between MFH and the future service provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the recommendations as a basis for the project. There is an expected saving of £20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage.
Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Timescale heading?
A. The expected benefits will be calculated over 10 years from completion of the project.
B. The transfer of equipment and staff is estimated to take six weeks.
C. If more MFH divisions are added to the scope of the services to be outsourced, the project timescale will be extended and the realization of benefits will be delayed.
D. The contract with the selected service provider will be agreed during stage 3.
E. The expected benefits should start to be realized as soon as the outsourced services become operational at the end of stage 4.
Answer: A,D
NEW QUESTION: 3
Evict all existing pods from a node-1 and make the node unschedulable for new pods.
A. kubectl get nodes
kubectl drain node-1 #It will evict pods running on node-1 to
other nodes in the cluster
// Verify
kubectl get no
When you cordon a node, the status shows "SchedulingDisabled"
B. kubectl get nodes
kubectl drain node-1 #It will evict pods running on node-1 to
other nodes in the cluster
kubectl cordon node-1 # New pods cannot be scheduled to the
node
// Verify
kubectl get no
When you cordon a node, the status shows "SchedulingDisabled"
Answer: B