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NEW QUESTION: 1
An IAM group is a:
A. collection of AWS accounts.
B. group of EC2 machines that gain the permissions specified in the group.
C. collection of IAM users.
D. guide for IAM users.
Answer: C
Explanation:
Explanation
Within the IAM service, a group is regarded as a collection of users. You can use groups to specify permissions for a collection of users, which can make those permissions easier to manage for those users.
NEW QUESTION: 2
Der Product Owner beschließt, ein Produkt nach einigen Releases auf den Markt zu bringen, da er weiß, dass dem Minimum Viable Product (MVP) einige Funktionen fehlen. Einer der wichtigsten Stakeholder, der Marketing Vice President, ist mit den Ergebnissen nicht zufrieden und stellt die Release-Entscheidung in Frage.
Was soll der Projektmanager tun?
A. Eskalieren Sie das Problem an den Sponsor, indem Sie die Autorität des Hauptakteurs bezüglich der Produkteinführungsentscheidung befragen
B. Unterstützen Sie die Entscheidung des Produktbesitzers und bemühen Sie sich um eine bessere Abstimmung mit diesem Stakeholder, um diese Art von Problem in Zukunft zu vermeiden
C. Trainieren Sie das Team im Entscheidungsprozess und gehen Sie dabei von einer risikoaversen Strategie zur Produktfreigabe aus
D. Übernehmen Sie die Verantwortung für Produktfreigaben, die den letzten Anruf tätigen, wenn etwas für den Kundenstart bereit ist
Answer: A
NEW QUESTION: 3
A project manager of a project that is scheduled to take 18 months to complete announces that the project is in a healthy financial position because, after 6 months, only one-sixth of the budget has been spent. The IS auditor should FIRST determine:
A. if the project budget can be reduced.
B. if the project could be brought in ahead of schedule.
C. what amount of progress against schedule has been achieved.
D. if the budget savings can be applied to increase the project scope.
Answer: C
Explanation:
Explanation/Reference:
Explanation:
Cost performance of a project cannot be properly assessed in isolation of schedule performance. Cost cannot be assessed simply in terms of elapsed time on a project. To properly assess the project budget position it is necessary to know how much progress has actually been made and, given this, what level of expenditure would be expected. It is possible that project expenditure appears to be low because actual progress has been slow. Until the analysis of project against schedule has been completed, it is impossible to know whether there is any reason to reduce budget, if the project has slipped behind schedule, then not only may there be no spare budget but it is possible that extra expenditure may be needed to retrieve the slippage. The low expenditure could actually be representative of a situation where the project is likely to miss deadlines rather than potentially come in ahead of time. If the project is found to be ahead of budget after adjusting for actual progress, this is not necessarily a good outcome because it points to flaws in the original budgeting process; and, as said above, until further analysis is undertaken, it cannot be determined whether any spare funds actually exist. Further, if the project is behind schedule, then adding scope may be the wrong thing to do.