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NEW QUESTION: 1
Project Scenario - Health and Safety Training Project:
ABC Company is a well-established training company that uses a standard model to develop training materials and deliver courses to customers.
ABC Company has commissioned a project in response to recent changes in government legislation relating to health and safety on construction sites. The project will deliver "capability to provide health and safety training", including the materials needed for classroom-based training and e-learning. The expected benefits for construction companies include a reduction in lost days and legal costs due to accidents.
The e-learning course will be developed by a specialist external consultancy. The materials for classroom-based training will be delivered by ABC Company's development team. All course materials will be piloted before they are used. ABC Company will deliver training to its customers and also hopes to sell the course materials to other training companies as part of their operational business. ABC Company will use their own sales and marketing departments to promote the courses.
The legislation requires construction companies to comply with the new legislation within two years. The course materials and trainers have to be accredited by a government agency before courses can be delivered.
ABC Company is planning to deliver pilot courses within five months of starting the project.
The ABC Company standard development model for new courses recommends the following stages:
End of the Project scenario.
Additional Information:
The Chief Executive Officer (CEO) founded the company five years ago. Under her leadership, ABC Company has grown quickly into a successful training company. It delivers a range of accredited professional training.
The Finance Director is also a founder member of ABC Company and is responsible for authorizing budgets for the Operations and Development Teams. She authorizes all large contracts personally.
The Purchasing Manager reports to the Finance Director and is responsible for managing and monitoring supplier contracts.
The Operations Director is responsible for the delivery off all training and for the training development budget. His department organizes courses, venues and trainers. They work with the Product and the Sales teams to provide a comprehensive training schedule. ABC Company's IT manager reports to the Operations Director.
The Business Development Director has recently been appointed to identify new training needs and propose new products. She will work with the Operations. Director to ensure a cost-conscious approach and that appropriate development technologies are used for the health and safety course.
The Training Development Manager reports to the Business Development Director and is responsible for developing training materials and gaining accreditation, in accordance with the standard course development model. Course developers in his team have skills in a range of development technologies and are allocated to projects as needed.
The Training Delivery Manager, who reports to the Operations Director, is responsible for ensuring that internal and external trainers deliver ABC Company training courses to the required standard. He also checks course materials to ensure they are fit for purpose and of the required quality.
The Central Services Director has responsibility for corporate communications, facilities management and configuration management. He recently led a project to consolidate all company quality systems into one quality management system and set up a corporate quality department, now managed by the Corporate Quality Manager.
The Corporate Document Manager reports to the Central Services Director. She helped establish the company's document management system and now operates it across the business. She manages a team of administrators and contracts staff when workload is high.
The Sales Director joined ABC Company two months ago and is keen to establish himself by suggesting new markets for the courses and material. All account managers and the marketing team report to him. They promote existing training courses to other training companies and existing customers.
End of the additional information.
ABC Company has a standard course development model with four defined stages that the company manages using PRINCE2. The project manager for the Health and Safety Training Project has recommended the stage 2 of the standard model be split into two separate stages. As a result, there will now be five management stages in the project.
Is this an appropriate application of the 'tailor to suit the project' principle, and why?
A. Yes, because the standard course development structure should be tailored to suit the project.
B. No, because the standard course development structure should be applied to the project.
C. Yes, because the project manager can adapt or combine PRINCE2 process to suit the project.
D. No, because a simple project should have no more than two management stages.
Answer: A
NEW QUESTION: 2
You have an Azure subscription that contains the resources shown in the following table.
The Not allowed resources types Azure policy is assigned to RG1 and uses the following parameters:
In RG1, you need to create a new virtual named VM2, and then connected VM2 to VNET1.
What should you do first?
A. Remove Microsoft.Compute/virtualMachines from the policy.
B. Remove Microsoft.Network/virtualNetworks from the policy.
C. Create an Azure Resource Manager template.
D. Add a subnet to VNET1.
Answer: A
Explanation:
The Not allowed resource types Azure policy prohibits the deployment of specified resource types. You specify an array of the resource types to block.
Virtual Networks and Virtual Machines are prohibited.
Reference:
https://docs.microsoft.com/en-us/azure/governance/policy/samples/not-allowed-resource-types
NEW QUESTION: 3
以下は、プロジェクトのネットワーク図です。
プロジェクトの最短の非クリティカルパスは、何日ですか？
A. 0
B. 1
C. 2
D. 3
Answer: B
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