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NEW QUESTION: 1
Note: This
Question is part of a series of
Question s that present the same scenario. Each
Question in the series contains a unique solution that might meet the stated goals. Some Question s sets might have more than one correct solution, while others might not have a correct solution.
After you answer a
Question in this section, you will NOT be able to return to it. As a result, these Question s will not appear in the review screen.
You develop an ASP.NET Core MVC web application. You have a legacy business system that sends data to the web application by using Web API. The legacy business system uses proprietary data formats.
You need to handle the proprietary data format.
Solution: Add a custom formatter class to the Web API and implement the IOutputFormatter interface.
Does the solution meet the goal?
A. Yes
B. No
Answer: A

NEW QUESTION: 2
What kind of protocol is the load balancer used to distribute user requests to different components?
A. SSL
B. SIP
C. HTTPS
D. TCP
Answer: C

NEW QUESTION: 3
You are developing a SQL Server Analysis Services (SSAS) cube named Sales Planning.
The cube consists of two measure groups named Sales and Planning. Each measure group is based on a data warehouse fact table and consists of a single MOLAP partition that has the same name as its measure group.
The Planning measure group consists of two measures:
*Forecast, which uses the Sum aggregate function
*Forecast Count, which uses the Count aggregate function
Users contribute planning values by using a legacy application. An extract, transform, load (ETL) process is scheduled to periodically transfer the planning values from the database of the legacy application to the data warehouse.
Financial analysts query the Sales Planning cube and report that the planning values are sometimes out of date. A new company requirement mandates that the planning values be entered directly into the cube by using Microsoft Excel 2010 PivotTable What-If Analysis.
You need to write-enable the Planning partition.
What should you do before write-enabling the partition?
A. Convert the Planning measure group to a linked measure group.
B. Set the ProcessingMode property of the Planning partition to LazyAggregations.
C. Set the StorageMode property of the Planning partition to Rolap
D. Remove the Forecast Count measure.
E. Set the ProcessingMode property of the Planning measure group to LazyAggregations.
F. Set the Type property of the Planning measure group to Budget.
Answer: D
Explanation:
Explanation: A cube can be write-enabled only if all its measures use the Sum aggregate function.

NEW QUESTION: 4
A project management office manages a number of aspects including the:
A. Assignment of project resources to best meet project objectives.
B. Project scope, schedule, cost, and quality of the products of the work packages.
C. Central coordination of communication management across projects.
D. Overall risk, overall opportunity, and interdependencies among projects at the enterprise level.
Answer: D
Explanation:
Explanation/Reference:
Explanation:
1.4.4 Project Management Office
A project management office (PMO) is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. The responsibilities of a PMO can range from providing project management support functions to actually being responsible for the direct management of one or more projects.
There are several types of PMO structures in organizations, each varying in the degree of control and influence they have on projects within the organization, such as:
Supportive. Supportive PMOs provide a consultative role to projects by supplying templates, best

practices, training, access to information and lessons learned from other projects. This type of PMO serves as a project repository. The degree of control provided by the PMO is low.
Controlling. Controlling PMOs provide support and require compliance through various means.

Compliance may involve adopting project management frameworks or methodologies, using specific

templates, forms and tools, or conformance to governance. The degree of control provided by the PMO is moderate.
Directive. Directive PMOs take control of the projects by directly managing the projects. The degree of

control provided by the PMO is high.
The PMO integrates data and information from corporate strategic projects and evaluates how higher level strategic objectives are being fulfilled. The PMO is the natural liaison between the organization's portfolios, programs, projects, and the corporate measurement systems (e.g. balanced scorecard).
The projects supported or administered by the PMO may not be related, other than by being managed together.
The specific form, function, and structure of a PMO are dependent upon the needs of the organization that it supports.
A PMO may have the authority to act as an integral stakeholder and a key decision maker throughout the life of each project, to make recommendations, or to terminate projects or take other actions, as required, to remain aligned with the business objectives. In addition, the PMO may be involved in the selection, management, and deployment of shared or dedicated project resources.
A primary function of a PMO is to support project managers in a variety of ways which may include, but are not limited to:
Managing shared resources across all projects administered by the PMO;

Identifying and developing project management methodology, best practices, and standards;

Coaching, mentoring, training, and oversight;

Monitoring compliance with project management standards, policies, procedures, and templates by

means of project audits;
Developing and managing project policies, procedures, templates, and other shared documentation

(organizational process assets);
and
Coordinating communication across projects.

Project managers and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts are aligned with the strategic needs of the organization. Differences between the role of project managers and a PMO may include the following:
The project manager focuses on the specified project objectives, while the PMO manages major program

scope changes, which may be seen as potential opportunities to better achieve business objectives.
The project manager controls the assigned project resources to best meet project objectives, while the

PMO optimizes the use of shared organizational resources across all projects.
The project manager manages the constraints (scope, schedule, cost, quality, etc.) of the individual

projects, while the PMO manages the methodologies, standards, overall risks/opportunities, metrics, and interdependencies among projects at the enterprise level.