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NEW QUESTION: 1
Susan Foley, CFA, is Chief Investment Officer of Federated Investment Management Co. (FIMCO), a large investment management firm that includes a family of mutual funds as well as individually managed accounts. The individually managed accounts include individuals, personal trusts, and employee benefit plans. In the past few months, Foley has encountered a couple of problems.
The Tasty IPO
Most portfolio managers of FIMCO have not participated in the initial public offering (IPO) market in recent years. However, recent changes to the compensation calculation at FIMCO have tied manager bonuses to portfolio performance. The changes were outlined in a letter that was sent out to clients and prospects shortly before the new bonus structure took effect. Carl Lee, CFA, is one portfolio manager who believes that investing in IPOs may add to his client's equity performance and, in turn, increase his bonus. While Lee's individual clients have done quite well this year, his employee benefit plans have suffered as a result of limited exposure to the strongest performing sector of the market. Lee has placed an order for all employee benefit plans to receive an allocation of the Tasty Doughnut IPO. Tasty is an over-subscribed IPO that Lee knew would make money for his clients. When he placed the order, Lee's assistant reminded him that one pension plan. Ultra Airlines, was explicitly prohibited from investing in IPOs in its investment policy statement, due to the under-funded status of the pension plan. Lee responded that the Tasty IPO would never actually be owned in Ultra's account, because he would sell the IPO stock before the end of the day and realize a profit before the position ever hit the books.
Another manager, Franz Mason, CFA, who manages accounts for about 150 individuals, is also interested in the Tasty IPO. Mason visits Lee's portfolio assistant and quizzes him about Lee's participation in the Tasty deal. Mason is sure that Lee would not have bought into Tasty unless he had done his homework.
Mason places an order for 10,000 shares of the IPO. Mason returns to his desk and begins to allocate the IPO shares among his clients. Mason divides his client base into two groups: clients who are income- oriented and clients who arc capital gains-oriented. Mason believes those clients that are income-oriented are fairly risk averse and could not replace lost capital if the Tasty Doughnut deal lost money. Mason believes the capital gains-oriented accounts arc better able to withstand the potential loss associated with the Tasty IPO. Accordingly, Mason allocates his 10,000 share order of the Tasty IPO strictly to his capital appreciation clients using a pro rata allocation based on the size of the assets under management in each account.
FIMCO Income Fund (FIF)
Over the past three years, the FIF, with $5 billion in assets, has been the company's best performing mutual fund. Jane Ryan, CFA, managed the FIF for seven years, but resigned one year ago to start her own hedge fund. Under Ryan, the FIF invested in large cap stocks with reliable dividends. The fund's prospectus specifies that FIF will invest only in stocks that have paid a dividend for at least two quarters, and have a market capitalization in excess of $2.5 billion. Foley appointed FIMCO's next best manager (based on 5-year performance numbers) Steve Parsons, CFA, to replace Ryan. Parsons had been a very successful manager of the FIMCO Opportunity Fund, which specialized in small capitalization stocks. Six months after Parsons took over the helm at FIF. the portfolio had changed. The average market capitalization of FIF's holdings was $12.8 billion, as opposed to $21 billion a year ago. Over the same period, the average dividend yield on the portfolio had fallen from 3.8% to 3.1%. The performance of the FIF lagged its peer group for the first time in three years. In response to the lagging performance, Parsons purchased five stocks six months ago. Parsons bought all five stocks, none of which paid a dividend at the time of purchase, in anticipation that each company was likely to initiate dividends in the near future. So far, four of the stocks have initiated dividend payments, and their performance has benefited as a result.
The fifth stock did not initiate a dividend, and Parsons sold the position last week. Largely due to the addition of the five new stocks, the FIF's performance has led its peer group over the past six months.
Before leaving FIMCO, Ryan had told Foley that above-average returns from both the management and client side could be gained from entering into the risk-arbitrage hedge fund market. Ryan had tried to convince FIMCO management to enter the risk-arbitrage market, but the firm determined that no one had the experience or research capability to run a risk-arbitrage operation. As a result, Ryan started the Plasma Fund LLC one month after leaving FIMCO. Foley remembers seeing Ryan at the annual FIMCO client dinner parly (before she left the firm) discussing the profits to be made from risk-arbitrage investing with several large FIF shareholders. Ryan mentioned that she would be opening the Plasma Fund to these FIMCO clients, several of whom made substantial investments in the first months of Plasma Fund's life.
After Ryan resigned and left her office, Foley performed an inventory of firm assets signed out to Ryan.
One of the copies of the proprietary stock selection software packages, FIMCO-SelectStock, assigned to Ryan was missing along with several of the SelectStock operating manuals. When Foley contacts Ryan about the missing software and manuals, Ryan states that the reason she took the SelectStock software was that it was an out of date version that FIMCO's information technology staff had urged all managers to discard.
Has there been any violation of CFA Institute Standards of Professional Conduct relating to either the change in the average holdings of the FIF during the first six months of Parsons's leadership, or in Parsons's subsequent investment in the non-dividend paying stocks?
A. The change in average holdings would not have been a violation of CFA Institute Standards if client notification had occurred before the change was initiated.
B. There is no violation regarding the change in average holdings, but the purchase of non-dividend paying stocks is a violation.
C. Both actions. The change in average holdings, and the purchase of non-dividend paying stocks, are violations of CFA Institute Standards.
Answer: B
Explanation:
Explanation/Reference:
Explanation:
Standard 111(C). The prospectus requires that he hold stocks that are greater than $2.5 billion in market cap and have paid a dividend for two quarters. Parsons has remained in compliance with the market cap requirement. Parsons decision to include non-dividend paying stocks is a clear violation of the FIF mandate. The fact that four of the five stocks initiated dividends, and that these stocks apparently outperformed, is irrelevant. This is a violation of Standard III(C ) Duties to Clients - Suitability. (Study Session 1, LOS 2.a)

NEW QUESTION: 2
회사 A는 제조 단위를 A 국가의 여러 위치로 확장하고 있습니다. 회사가 이 지역으로 확장하는 것은 이번이 처음이기 때문에 프로젝트 관리자와 팀은 많은 초기 고수준 위험을 식별했습니다.
프로젝트 관리자는 이러한 위험을 관리하기 위해 프로젝트 전체에서 무엇을 해야 합니까?
A. 교훈 데이터베이스에서 다른 지역의 확장을 검토합니다.
B. 현지 법률 고문을 모집하여 이 국가로 확장 할 위험을 자세히 설명합니다.
C. 프로젝트에서 나타나는 위험을 식별하고, 위험 분석을 수행하고, 대응을 계획합니다.
D. 별도의 지역 기반 위험 관리 계획을 만들고 위험 분석 구조를 설명합니다.
Answer: C

NEW QUESTION: 3
Which two methods can be used to add an Oracle 11g database to a multitenant container database (CDB) as a pluggable database (PDB)?
A. Use the d3MS_pdb package to plug the Oracle 11g database into the existing CDB as a PDB.
B. Use the create database ... enable pluggable database statement to create a PDB by copying data files from pd3Sseed and use data pump to load data from the Oracle 11g database into the newly created PDB.
C. Pre-create a PDB in CDB and use data pump to load data from the complete database export of the Oracle 11g database into the newly created PDB.
D. Pre-create a PDB in CDB and use the network_link and parallel parameters with data pump import to import data from the Oracle 11g database to the newly created PDB.
E. Upgrade the Oracle 11g database to a 12c non-CDB and use the dbms_pdb.describe procedure to plug the database as a new PDB into the CDB.
Answer: B,E
Explanation:
Explanation/Reference:
Explanation: