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NEW QUESTION: 1
The Cisco Finesse supervisor features extend the agent desktop with additional gadgets.
Which three additional features are provided? (Choose three.)
A. Cisco Unified Communications Manager Remote Silent Monitoring
B. barge-in and intercept
C. gadget to park calls
D. queue statistics gadget to view queue (skill group) statistics for the supervisor's queues
E. team performance gadget to view agent status
F. transcoder gadget for recording
Answer: B,D,E
NEW QUESTION: 2
Which of the following terms describes the annually expected financial loss to an organization from a threat?
A. Exposure factor (EF)
B. Annualized Loss Expectancy (ALE)
C. Single Loss Expectancy (SLE)
D. Annualized Rate of Occurrence (ARO)
Answer: B
NEW QUESTION: 3
Which of the following tools and techniques is used in the Develop Project Team process?
A. Acquisitions
B. Virtual teams
C. Team-building activities
D. Organizational theories
Answer: C
Explanation:
Explanation/Reference:
Explanation:
9.3.2.3 Team-Building Activities
Team-building activities can vary from a 5-minute agenda item in a status review meeting to an off-site, professionally facilitated experience designed to improve interpersonal relationships. The objective of team-building activities is to help individual team members work together effectively. Team-building strategies are particularly valuable when team members operate from remote locations without the beneft of face-to-face contact. Informal communication and activities can help in building trust and establishing good working relationships.
As an ongoing process, team building is crucial to project success. While team building is essential during the initial stages of a project, it is a never-ending process. Changes in a project environment are inevitable, and to manage them effectively, a continued or a renewed team-building effort should be applied. The project manager should continually monitor team functionality and performance to determine if any actions are needed to prevent or correct various team problems.
One of the models used to describe team development is the Tuckman ladder (Tuckman, 1965; Tuckman
& Jensen, 1977), which includes fve stages of development that teams may go through. Although it's common for these stages to occur in order, it's not uncommon for a team to get stuck in a particular stage or slip to an earlier stage. Projects with team members who worked together in the past may skip a stage.
Forming. This phase is where the team meets and learns about the project and their formal roles and
responsibilities. Team members tend to be independent and not as open in this phase.
Storming. During this phase, the team begins to address the project work, technical decisions, and the
project management approach. If team members are not collaborative and open to differing ideas and perspectives, the environment can become counterproductive.
Norming. In the norming phase, team members begin to work together and adjust their work habits and
behaviors to support the team. The team learns to trust each other.
Performing. Teams that reach the performing stage function as a well-organized unit. They are
interdependent and work through issues smoothly and effectively.
Adjourning. In the adjourning phase, the team completes the work and moves on from the project. This
typically occurs when staff is released from the project as deliverables are completed or as part of carrying out the Close Project or Phase process (Section 4.6). The duration of a particular stage depends upon team dynamics, team size, and team leadership. Project managers should have a good understanding of team dynamics in order to move their team members through all stages in an effective manner.
9.3 Develop Project Team
Definition: The process of improving competencies, team member interaction, and overall team environment to enhance project performance.
Key Benefit: The key benefit of this process is that it results in improved teamwork, enhanced people skills and competencies, motivated employees, reduced staff turnover rates, and improved overall project performance.
Inputs
1. Human resource management plan
2. Project staff assignments
3. Resource calendars
Tools & Techniques
1. Interpersonal skills
2. Training
3. Team-building activities
4. Ground rules
5. Colocation
6. Recognition and rewards
7. Personnel assessment tools
Outputs
1. Team performance assessments
2. Enterprise environmental factors updates
NEW QUESTION: 4
Your company is using an Autoscaling Group to scale out and scale in instances. There is an expectation of a peak in traffic every Monday at 8am. The traffic is then expected to come down before the weekend on Friday
5pm. How should you configure Autoscaling in this?
A. Manuallyadd instances to the Autoscaling Group on Monday and remove them on Friday
B. Createdynamic scaling policies to scale up on Monday and scale down on Friday
C. Create a scheduled policy to scale up on Fridayand scale down on Monday
D. CreateascheduledpolicytoscaleuponMondayandscaledownonFriday
Answer: D
Explanation:
Explanation
The AWS Documentation mentions the following for Scheduled scaling
Scaling based on a schedule allows you to scale your application in response to predictable load changes. For example, every week the traffic to your web application starts to increase on Wednesday, remains high on Thursday, and starts to decrease on Friday. You can plan your scaling activities based on the predictable traffic patterns of your web application.
For more information on scheduled scaling for Autoscaling, please visit the below URL
* http://docs.aws.amazon.com/autoscaling/latest/userguide/schedule_time.htmI