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NEW QUESTION: 1
A national branch of a global company is struggling to improve business processes of its Public and Government Affairs (PGA) department. To work with external stakeholders effectively, PGA employees need to collect, manage, and exchange a vast amount of information. Complex cases involve collaboration of many employees from different departments. The ability to share information and to coordinate corresponding activities is crucial for the company's growth plans. Their current tools and practices do not serve the purpose well. The existing system, which was deployed a couple of years ago, has only a few active users. The majority of PGA employees avoid using it because the system is hard to use and lacks needed functionality. Consequently, available information is mostly unstructured and stored either locally or on a shared network drive. Some of the information exists only in a paper form.
The branch's PGA head, who sponsors the project, wants to implement a configurable solution that two other branches successfully deployed several months ago. Both deployments were done by three solution consultants, who will be available to assist in the project. They will be responsible for tailoring the solution to PGA needs, as well as for training the PGA staff. With their help, the sponsor plans to complete the project in approximately three months.
The solution consultants reside in another country 7 hours ahead of the rest of the project team. They will be available part-time, but are planning two one-week long trips to the PGA central office to conduct initial training and to participate in the final deployment of the system into production. The consultants, in turn, expect a business analyst (BA) to assist in collecting necessary data and defining customization requirements.
The solution consultants have composed a spreadsheet with all requirements that are already implemented in the solution. The requirements in the catalog are organized partially by user tasks and partially by system features. The branch has distinct definitions of PGA user roles and uses a different approach to structuring requirements specifications.
How should the BA organize the customization requirements?
A. Devise a structure that best fits the branch's definition of user roles
B. Use the structure of requirements suggested by the corporate standard
C. Explore and apply best practices for specifying this type of requirements
D. Reuse the structure of the solution consultants' requirements catalog
Answer: A

NEW QUESTION: 2
You are the data steward for a Business Intelligence project.
You must identify duplicate rows stored in a SQL Server table and output discoveries to a CSV file. A Data Quality Services (DQS) knowledge base has been created to support this project.
You need to produce the CSV file with the least amount of development effort.
What should you do?
A. Create a custom .NET application based on the Knowledgebase class.
B. Create a data quality project.
C. Create an Integration Services package and use a Data Profiling transform.
D. Create a Master Data Services (MDS) business rule.
E. Create a CLR stored procedure based on the Knowledgebase class.
Answer: B
Explanation:
References: http://msdn.microsoft.com/en-us/library/hh213052.aspx http://msdn.microsoft.com/en-us/library/ff877917.aspx http://msdn.microsoft.com/enus/library/microsoft.masterdataservices.services.datacontracts.knowledgebase.aspx http://msdn.microsoft.com/en-us/library/bb895263.aspx

NEW QUESTION: 3
The failure of change management often occurs due to all the following EXCEPT which reason?
A. No system to evaluate the change
B. Lack of buy-in for the change
C. Inconsistency between managements words and actions
D. Unrealistic timelines for the change
Answer: B
Explanation:
The failure of change management often occurs due to all the following EXCEPT lack of buy-in for the change. Lack of buy-in is the least likely cause. The remaining answers are all causes of change management failure: Inconsistency between managements words and actions, No system to evaluate the change, Unrealistic timelines for the change