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NEW QUESTION: 1
Scenario: Global Mobile 1
Please read this scenario prior to answering the question
Global Mobile is a mobile telecommunications company formed through a series of mergers and acquisitions. They are yet to fully integrate the customer service systems for the most recent acquisitions, and as result, customer service has been a major concern for the Chief Technology Officer.
Results for the last two quarters have shown that Average Revenue Per User (ARPU) and the customer retention (Churn) rate have fallen below the industry average. The Corporate Marketing group has published some new findings about customer satisfaction. The customers appear to be switching to Air Light, a competitor, because of superior customer service. Global Mobile actually has better coverage in nearly all markets than Air Light, and good roaming agreements that keep rates low for business travelers. But, customer satisfaction has remained low.
The Business Strategy group and the Enterprise Architecture group have conducted a high-level project to develop the enterprise-wide strategic plan. They have developed a business scenario which contains a good conceptual model of what needs to be done, and also identifies the key requirements. This was used in preparing the proposal presented to the Executive Council and the Corporate Board.
The planning for the program has been underway for several months. Global Mobile has selected TOGAF 9 as the basis for its Enterprise Architecture.
The Corporate Board has approved funding for a multi-million Euro conversion to transition to a packaged Customer Service System. It is anticipated that the overall program will take five years to complete, but there are some tactical projects that can commence immediately to address the situation. The Corporate Board has placed one additional major constraint on the program. In addition to achieving the business outcomes directly related to improving overall customer service within each business unit, the Corporate Board expects the Target Architecture to produce an additional saving of at least 30% over current operating costs through energy efficiency initiatives, virtualization of servers and workstations, and expanded telecommuting and desk-sharing. This Green initiative is intended to become a model for future investments at all company facilities worldwide.
Refer to Global Mobile scenario
You have been engaged as a consultant to advise the Chief Architect on the best ways to approach to the implementation planning activities for this significant business transformation.
Based on TOGAF 9, which of the following is the best answer? (Is this the right answers to choose?)
A. You recommend using conventional implementation planning techniques. The Capability-Based Planning approach is normally only used in public sector, defense-related programs. This approach is not appropriate for a private sector company.
B. You recommend that the implementation planning activities be conducted using Capability-Based Planning. This is appropriate because the Green initiative is an enterprise-wide plan with a horizontal scope. Its metrics are aggregated at the enterprise level. It is crucial to gain business unit support and cooperation to achieve the broader business outcomes which will benefit all.
C. You recommend using conventional implementation planning techniques. The horizontal scope of the Green initiative would make the Capability-Based Planning approach used in the organization's TOGAF-based Enterprise Architecture framework difficult to manage and govern. This approach to planning was better applied within the vertical scope of a business unit.
D. The Capability-Based Planning approach used in the organization's TOGAF-based Enterprise Architecture framework is focused on business outcomes. The Green initiative is an infrastructure program that is technical in nature; therefore, it would not be appropriate to use the Capability-Based Planning approach. Instead, the Global Mobile systems development lifecycle approach should be utilized to develop the Solution Architecture.
Answer: B
NEW QUESTION: 2
One aspect of organizational development is leadership development. According to Pano's model, there are five components needed to bridge the gap between management and leadership. Which of the following is not one of the five components of Pano's model of Leadership Development?
A. Establish credibility
B. Align people
C. It's not about you
D. Determine the leader
Answer: D
Explanation:
Explanation/Reference:
Answer option B is correct.
There is not a component of Pano's model called determine the leader. The five components of Pano's model are commit to achieve, it's not about you, establish credibility, align people, and impact people significantly.
Answer option A is incorrect. Establish credibility is one of the five components of Pano's Model of Leadership Development.
Answer option D is incorrect. It's not about you is one of the five components of Pano's Model of Leadership Development.
Answer option C is incorrect. Align people is one of the five components of Pano's Model of Leadership Development.
Reference: Professional in Human Resources Certification Guide, Sybex, ISBN: 978-0-470-43096-5.
Chapter 5: Human Resource Development. Official PHR and SPHR Certification Guide, HR Certification Institute, ISBN: 978-1-586-44149-4, Section III, The US Body of Knowledge.
Chapter: Core Knowledge Requirements for HR Professionals
Objective: Leadership Concepts
NEW QUESTION: 3
솔루션 아키텍트는 AWS 외부에서 호스팅되는 여러 웹 서버에서 제공하는 고 가용성 웹 사이트를 설계하고 있습니다. 인스턴스가 응답하지 않는 경우 설계자는 해당 인스턴스를 회전에서 제거해야합니다.
이 요구 사항을 충족하는 가장 효율적인 방법은 무엇입니까?
A. Amazon CloudWatch를 사용하여 사용률을 모니터링합니다.
B. Amazon Elastic Load Balancer를 사용하십시오.
C. Amazon API Gateway를 사용하여 가용성을 모니터링합니다.
D. Amazon Route 53 상태 확인을 사용합니다.
Answer: B