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NEW QUESTION: 1

A. Option D
B. Option B
C. Option A
D. Option C
Answer: C

NEW QUESTION: 2



A. the Hyper-V Manager console
B. the Computer Management console
C. the clussvc.exe command
D. the Server Manager Desktop app
E. the cluster.exe command
F. the Disk Management console
G. the configurehyperv.exe command
H. the Failover Cluster Manager console
Answer: D

NEW QUESTION: 3
A CUCM engineer has deployed Type В SIP Phones on a remote site and no SIP dial rules were deployed for these phones. How will CUCM receive the DTMF after the phone goes off- hook and the buttons are pressed?
A. The first digit will be received in a SIP INVITE and subsequent digits will be received using notify MASSAGE as soon as they are pressed.
B. Each digit will be received by CUCM in a SIP NOTIFY message as soon as they are pressed.
C. All digits will be received by CUCM in a SIP INVITE as soon as the dial softkey has been pressed
D. Each digit will be received by CUCM in a SIP INVITE as soon as the dial softkey has been pressed.
Answer: A
Explanation:
Explanation/Reference:
Explanation:

NEW QUESTION: 4
You have been assigned as the manager for a major transformation portfolio in your company. You are acquiring the position due to the failure of the previous manager and the strategic importance of the portfolio.
You start by consulting the portfolio strategic plan. What do you expect finding in that plan?
A. Scope of the portfolio and the initial list of primary internal and external portfolio stakeholders
B. Governance model
C. Managing strategic changes
D. Allocation of funds and resources for different types of initiatives and how these contribute to the organization's objectives
Answer: D
Explanation:
Explanation
The Governance model, Managing strategic changes and Scope of the portfolio and the initial list of primary internal and external portfolio stakeholders, are part of the Portfolio Management Plan.
The Portfolio Strategic Plan includes: Vision for the portfolio, which is based on the alignment with the organization's goals and objectives; Objectives; Measurable goals and guidance, Components relationships and dependencies; Allocation of funds and resources for different types of initiatives (portfolios, sub-portfolios, and other work) and how these contribute to the organization's objectives; Portfolio benefits are clearly and consistently identified; Performance results, and value expected; Communication required to ensure successful change and implementation; Initiatives can be appraised and prioritized; Strategic objectives can be optimized with available resources and risks; Resources required by type and quantity; Key assumptions, constraints, relationships, dependencies, and risks; Portfolio structure including a listing of the various portfolio components and other work; Portfolio prioritization model, a high-level prioritization, decision-making framework; Org areas and org structure; Organizational risk tolerance, communication strategy, and performance strategy