Preparing for your Salesforce Certified Marketing Cloud Consultant Exam Related Certification

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=,|,II,
110 run;
What changes should be made to the KEEP statement to correct the errors in the LOG?
A. keep product sales;
B. keep product, sales;
C. keep = (product sales);
D. keep = product, sales;
Answer: A



NEW QUESTION: 2
Scenario
Vericom is a leading provider of government, business and consumer telecommunication services, and is currently seeking ways in which to improve its utilization of IT services to drive growth across its' multiple lines of business. One of the largest organizations in the United Kingdom, Vericom is comprised of the following business units:
Verinet (providing ADSL, cable, 3GSM, dialup and satellite services)

Infrastructure Services (planning, installing and maintaining the PSTN and mobile network

infrastructure)
VericomTV (Pay TV)

Consumer Sales and Marketing (including 400 Vericom retail outlets)

Business and Government

Finance and Administration

Information Technology Services (Shared Service Unit, however some business units also have their

own internal service provider)
Human Resources

Vericom Wholesale (for wholesale of Vericom infrastructure services)

Due to the extensive scope of infrastructure deployed and large employee and customer base, Vericom continues to rely on legacy systems for some critical IT services; however this is seen as a barrier to future organizational growth and scalability of services offered. The CIO of Vericom has also raised the concern that while improvements to the technology utilized is important, this also needs to be supported by quality IT Service Management practices employed by the various IT departments.
The project of improving the IT Service Management practices employed by Vericom has been outsourced to external consultants who are aware of the major IT refresh that is going to be occurring over the next 24 months.
Refer to the scenario.
As part of the major refresh of IT systems, it has been agreed that the existing ITIL processes of Incident and Problem Management are not performing adequately. Recent surveys indicate that:
A high percentage of incidents are being escalated to second line support staff

There is inconsistency in the knowledge captured for diagnosing and resolving incidents and problems

Problem Management is predominantly reactive and typically only executed when a large volume of

incidents are identified to be of a common root cause
There is little handover of knowledge (including documentation of Known Errors) for many releases

deployed, creating significant workloads for the support groups in the weeks following deployment.
Which of the following responses BEST represents the way in which you would seek to improve the situation?
A: You understand the need to review current practices, so you compare current practices against those described in the ITIL volume of Service Operation. You perform a gap analysis, and realize most of the issues relate to inadequate knowledge capture and sharing. You focus on improving this by:
Reviewing the tools and systems used, and develop a business case for acquiring new Knowledge

Management Software to be used by the IT division.
Creating rules for the escalation of incident and problems so that higher level support groups are

not overloaded
Improving the level of documentation and knowledge capture by running incentive programs

rewarding staff for the number of contributions made to the knowledgebase Conducting training on how to use the refreshed Incident and Problem Management processes.

Developing performance metrics to be reviewed for Incident and Problem Management

B: You communicate the need to review the situation, inviting various stakeholders from the IT departments and other business units to discuss the issues at hand. Your main concern is the lack of communication between various IT groups, so to improve this you focus on:
Improving the Release Policy to be adhered to by the various Release & Deployment teams, stating

the documentation and knowledge transfer requirements for the different types of releases performed.
Developing guidelines, procedures and associated incentives for the capture of knowledge relating

to incidents, problems and general service requests.
Conducting training and awareness sessions on the requirements for documentation and

knowledge capture.
Rotating developers and second line staff through the Service Desk every three months

Develop consistency in the Early Life Support provided by design/specialist staff for major releases

Improving the interfaces between Incident and Problem

Management, particularly those around escalation and problem detection.

Scheduling regular Proactive Problem Management reviews, which will look at trends in incidents

and problems, and to identify vulnerable infrastructure components.
Developing metrics that will be used to evaluate the value and performance of the Incident and

Problem Management processes.
C: You understand the need for compliance to the defined processes, as currently many staff do not follow prescribed guidelines and procedures. Your efforts focus on improving compliance to the Incident and Problem Management processes by:
Auditing the processes, seeking where exceptions to defined procedures occur

Running awareness sessions to communicate the value and importance of the processes in place

Modifying existing systems and tools so that improve compliance to existing processes

Evaluating which groups are underperforming to identify any training that needs to occur

D: You communicate the need to understand more about the current issues, so you invite the Service Desk, Incident, Problem and Release & Deployment managers to a meeting to review the situation.
Your main concern is the lack of documentation and knowledge being recorded by various IT groups, so to improve this you focus on:
Defining the requirements for knowledge capture and transfer (including Known Errors) so that all

communication is improved
Improving the tools and systems used for by the various groups for knowledge capture and transfer

Creating rules for the escalation of incident and problems so that higher level support groups are

not overloaded
Develop consistency in the Early Life Support provided by design/specialist staff for major releases

Assigning responsibility to the lead infrastructure architect to oversee Proactive Problem

Management.
Conducting training on how to use the refreshed Incident and Problem Management processes.

Rotating Service Desk staff through higher level support teams every three months

Developing performance metrics to be reviewed for Incident and Problem Management

A. Option C
B. Option A
C. Option B
D. Option D
Answer: C



NEW QUESTION: 3
Which of the following statements are not true about Gantt Charts, Resource Histograms and Work Breakdown Structures?
Select ALL that apply.
A. Gantt Charts are a good way to compare the original plan versus the actual position
B. Resource Histograms graphically show the resources required over the term of the project
C. Work Breakdown Structures cannot be used to determine resource requirements
D. Gantt Charts clearly identify key activities that must be completed before others begin
E. Critical activities can be identified using Gantt Charts
F. Statement of Work (SOW) outlines the objectives against which Work Packages must be measured
G. A Work Breakdown Structure will help to produce a clear list of individual tasks involved to complete each project element
H. Resource Histograms are particularly useful where there are complicated resources to manage
Answer: C,D,E,H