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NEW QUESTION: 1
During Business Blueprint, the customer indicated they want to run perpetual inventory with moving average valuation method.
They went into production a week ago and they now want some existing products to use standard cost valuation instead. How can this be accomplished?
Please choose the correct answer.
Response:
A. The moving average valuation method is only a default, and can be changed to standard cost for an item at any time.
B. Once an item has been imported into SAP Business One, the valuation method is fixed and the items must be deleted and re-imported to change the method.
C. As long as there are no open transactions and there is no inventory for the item, they can change the valuation method.
D. They can move the items to an item group with the standard cost valuation method. This automatically changes the valuation method.
Answer: C

NEW QUESTION: 2
Ein Projekt einer Regierungsinitiative hat eine strenge Frist für die Fertigstellung. Ein Kick-off-Meeting ist eine Voraussetzung, aber ein kritischer Stakeholder kann nicht teilnehmen. Wenn Sie dieses Meeting verschieben, wird das Projekt verzögert. Was sollte der Projektmanager tun?
A. Verzögern Sie das Projekt und akzeptieren Sie die staatlichen Strafen.
B. Dokumentieren Sie das Problem, fahren Sie mit dem Kick-off-Meeting fort und sprechen Sie zu einem späteren Zeitpunkt mit dem nicht verfügbaren Stakeholder
C. Dokumentieren Sie, dass der Stakeholder nicht verfügbar ist, und fahren Sie mit dem Kick-off-Meeting fort.
D. Verschieben Sie das Projekt, bis der Stakeholder verfügbar ist, planen Sie jedoch, dass das Team Überstunden leistet, um die Frist einzuhalten.
Answer: B

NEW QUESTION: 3
SCENARIO
Please use the following to answer the next question:
As the director of data protection for Consolidated Records Corporation, you are justifiably pleased with your accomplishments so far. Your hiring was precipitated by warnings from regulatory agencies following a series of relatively minor data breaches that could easily have been worse. However, you have not had a reportable incident for the three years that you have been with the company. In fact, you consider your program a model that others in the data storage industry may note in their own program development.
You started the program at Consolidated from a jumbled mix of policies and procedures and worked toward coherence across departments and throughout operations. You were aided along the way by the program's sponsor, the vice president of operations, as well as by a Privacy Team that started from a clear understanding of the need for change.
Initially, your work was greeted with little confidence or enthusiasm by the company's "old guard" among both the executive team and frontline personnel working with data and interfacing with clients. Through the use of metrics that showed the costs not only of the breaches that had occurred, but also projections of the costs that easily could occur given the current state of operations, you soon had the leaders and key decision-makers largely on your side. Many of the other employees were more resistant, but face-to-face meetings with each department and the development of a baseline privacy training program achieved sufficient
"buy-in" to begin putting the proper procedures into place.
Now, privacy protection is an accepted component of all current operations involving personal or protected data and must be part of the end product of any process of technological development. While your approach is not systematic, it is fairly effective.
You are left contemplating: What must be done to maintain the program and develop it beyond just a data breach prevention program? How can you build on your success? What are the next action steps?
How can Consolidated's privacy training program best be further developed?
A. Through a review of recent data breaches
B. By adopting e-learning to reduce the need for instructors
C. Through targeted curricula designed for specific departments
D. By using industry standard off-the-shelf programs
Answer: C

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