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NEW QUESTION: 1
Click the Exhibit button.

A customer has a 4-node cluster and wants to know what will happen to their data if one of the two HA pairs goes down. Epsilon is configured and working properly and is owned by Node1. Nodes 3 and 4 have failed as shown in the exhibit.
What happens to the customer's data that is owned by the HA pair 3 and 4?
A. The entire cluster will panic and no data will be accessible.
B. The customer will lose access to the data on nodes 3 and 4 but will still have access to storage in nodes 1 and 2.
C. The cluster will go into maintenance mode and only allow administrators access to data on nodes 1 and 2.
D. Nodes 1 and 2 will takeover the storage for nodes 3 and 4 and continue running normally.
Answer: D
Explanation:
An HA pair is two storage systems (nodes) whose controllers are connected to each other directly. In this configuration, one node can take over its partner's storage to provide continued data service if the partner goes down.
Reference: Clustered Data ONTAP 8.3, High-Availability Configuration Guide, page 7

NEW QUESTION: 2
Which of the following tools and techniques is used in the Develop Project Team process?
A. Virtual teams
B. Organizational theories
C. Team-building activities
D. Acquisitions
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: 3
애플리케이션의 성능 테스트 중에 Amazon RDS 데이터베이스에서 성능 병목 현상이 발생했습니다.
데이터베이스 성능을 향상시키기 위해 어떤 단계를 수행 할 수 있습니까? (2 개를 선택하십시오.)
A. RDS에 Auto Scaling 그룹을 사용하여 확장합니다.
B. RDS 데이터베이스 인스턴스를 여러 가용 영역으로 변경하십시오.
C. 읽기 쿼리를 RDS 읽기 전용 복제본으로 리디렉션합니다.
D. 더 큰 RDS 인스턴스 유형으로 확장합니다.
E. 별도의 AWS 리전에서 RDS를 사용하십시오.
Answer: C,D

NEW QUESTION: 4
DaveはExample Corp.のメイン管理者であり、パスを使用して会社のユーザーを明確にし、各パスベースの部門に個別の管理者グループを設定することにしました。
以下は、彼が使用する予定のパスの完全なリストのサブセットです。
. /marketing
. /sales
. /legal
Daveは、会社のマーケティング部門の管理者グループを作成し、Marketing_Adminと呼びます。
彼はそれに/ marketingパスを割り当てます。グループのARNは
arn：aws：iam :: 123456789012：group / marketing / Marketing_Admin。 Daveは、Marketing_Adminグループに次のポリシーを割り当てます。これにより、/ marketingパス内のすべてのグループおよびユーザーですべてのIAMアクションを使用する許可がグループに与えられます。このポリシーは、Marketing_Adminグループに、企業バケットの一部のオブジェクトに対してAWS S3アクションを実行する許可も与えます。
{
"Version": "2012-10-17",
"Statement": [
{
"Effect": "Deny",
"Action": "iam:*",
"Resource": [
"arn:aws:iam::123456789012:group/marketing/*",
"arn:aws:iam::123456789012:user/marketing/*"
]
},
{
"Effect": "Allow",
"Action": "s3:*",
"Resource": "arn:aws:s3:::example_bucket/marketing/*"
},
{
"Effect": "Allow",
"Action": "s3:ListBucket*",
"Resource": "arn:aws:s3:::example_bucket",
"Condition":{"StringLike":{"s3:prefix": "marketing/*"}}
}
]
}
A. 偽
B. 真
Answer: A