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NEW QUESTION: 1
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
One service provider should be contracted to provide the services currently provided by the Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and operating models, plus an outline Business Case for the required project. The external consultants also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating models) and the service level agreement between MFH and the future service provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run trial period.
Initial estimates indicated that the project would cost £2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the recommendations as a basis for the project. There is an expected saving of £20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage.
Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Major risks heading?
A. The initial estimates, taken from the feasibility study report, indicate that the project will take two years to complete, which means that the business problems would remain for this period.
B. Due to market conditions a suitable service provider may not be found, possibly leading to premature closure of the project.
C. The management stages recommended by the consultants may not be appropriate, resulting in confusion in planning.
D. Owing to employment contract changes staff may resist outsourcing, which would make it difficult to transfer staff to the selected service provider.
E. MFH's operations may be reduced and the 1a-year contract may not achieve its estimated value of
£80m, which would reduce the service provider's profit.
Answer: A,D

NEW QUESTION: 2
Which earned value management (EVM) metric is a measure of the cost efficiency of budgeted resources expressed as a ratio of earned value (EV) to actual cost (AC) and is considered a critical EVM metric?
A. Cost performance index (CPI)
B. Budget at completion (BAC)
C. Cost variance (CV)
D. Variance at completion (VAC)
Answer: A

NEW QUESTION: 3
Which statements is correct about global security policies?
A. Global policies eliminate the need to assign interface to security zones.
B. Traffic matching global is not added to the session table.
C. Global policies allow you to regulate traffic with addresses and applications, regardless of their security zones.
D. Global security require you to identify a source and destination zone.
Answer: D

NEW QUESTION: 4
Ein Projektmanager bemerkt, dass das Projektteam in Burndown-Diagrammen zurückfällt. Nach einigen Nachforschungen erfährt der Projektmanager, dass ein Teammitglied nicht aktiv teilnimmt, was dazu führt, dass das gesamte Team zurückfällt.
Was soll der Projektmanager tun?
A. Bitten Sie die Personalabteilung, den Leistungsmanagementprozess zu verwalten.
B. Arbeiten Sie mit dem Teammitglied zusammen, um einen Aktionsplan zur Beseitigung der Barriere für Nichterfüllung zu formulieren.
C. Treffen Sie sich mit dem Projektteam, um das Problem zu besprechen und das Sitzungsprotokoll an die Stakeholder zu verteilen.
D. Fordern Sie die Projektmanagement-Organisation (PMO) auf, das Teammitglied einem anderen Projektteam zuzuweisen.
Answer: B

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