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Exam Code: C-TS410-1909-Deutsch

Exam Name: SAP Certified Application Associate - Business Process Integration with SAP S/4HANA 1909 (C_TS410_1909 Deutsch Version)

Version: V15.35

Q & A: 208 Questions and Answers

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NEW QUESTION: 1
Click the Exhibit.

Referring to the exhibit, what is the minimum number of MSTP regions where the topology would be implemented?
A. 0
B. 1
C. 2
D. 3
Answer: C

NEW QUESTION: 2
A customer using the TTrace tool has accumulated a lot of log files, and would like to archive them.
Where does the customer access the tool that supports the easy archiving of files from the Windows Start menu?
A. Click Avaya Aura Call Center Elite Multichannel > Server > Trace System > Log2Zip
B. Click Avaya Aura Call Center Elite Multichannel > Server > Trace System > Save us
C. Click Avaya Aura Call Center Elite Multichannel > Server > Trace System > Archive
D. Click Avaya Aura Call Center Elite Multichannel > Server > Trace System > Backup
Answer: A

NEW QUESTION: 3
A project management office manages a number of aspects including the:
A. Central coordination of communication management across projects.
B. Project scope, schedule, cost, and quality of the products of the work packages.
C. Assignment of project resources to best meet project objectives.
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.

NEW QUESTION: 4
Which of the following statements describe the operation of WRED on the Alcatel-Lucent 7750 SR? (Choose three)
A. WRED polices the shared buffer pool and marks all packets above a certain rate as "discard eligible."
B. WRED monitors the shared buffer space utilization over a period of time.
C. WRED uses the shared buffer utilization, instead of the individual queue depth, to get a better picture of the average resource utilization of the shared buffer space.
D. WRED uses two configurable slopes for each buffer pool: a high slope and a low slope.
E. WRED disables the TCP slow-start congestion control mechanism.
Answer: C

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