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NEW QUESTION: 1
Ferris Plastics, Inc. is a medium sized company, with an enterprise network (access, distribution and core switches) that provides LAN connectivity from user PCs to corporate servers. The distribution switches are configured to use HSRP to provide a high availability solution.
DSW1 primary device for VLAN 101 VLAN 102 and VLAN 105
DSW2 primary device for VLAN 103 and VLAN 104
A failure of GigabitEthemet1/0/1 on primary device should cause the primary device to release its status as the primary device, unless GigabitEthernet1/0/1 on backup device has also failed.
Troubleshooting has identified several issues. Currently all interfaces are up. Using the running configurations and show commands, you have been asked to investigate and respond to the following question.

All interfaces are active. DSW2 has not become the active device for the VLAN 103 HSRP group. As related to the VLAN 103 HSRP group, what can be done to make the group function properly?
A. On DSW1, disable preempt.
B. On DSW1, decrease the priority value to a value less than 190 and greater than 150.
C. On DSW2, increase the decrement value in the track command to a value greater than 10 and less than 50.
D. On DSW2, increase the priority value to a value greater 200 and less than 250.
Answer: D
Explanation:
Explanation/Reference:
Explanation:
From the output shown below of the HSRP status of DSW2, we see that the active router has a priority of
200, while the local priority is 190. We need to increase the priority of DSW2 to greater than 200, but it should be less than 250 so that if the gig 1/0/1 interface goes down, DSW1 will become active. DSW2 is configured to decrement the priority by 50 if this interface goes down, so the correct answer is to increase the priority to more than 200, but less than 250.

NEW QUESTION: 2
Scenario
A central government department, the Ministry of Food Hygiene (MFH), faces increasing pressure to cut costs, better manage suppliers' performance and reduce the confusion caused by inadequate internal controls, outdated standards and outdated technology. External consultants were employed to conduct a feasibility study to identify options to address the problems, and the likely costs and benefits. The following options were considered:
Do nothing.
Re-engineer selected business functions.
Outsource selected business functions.
The feasibility study concluded that there was a case for outsourcing the MFH Information Technology
Division and the Facilities Division (maintenance of buildings and grounds). The recommendations were:
One service provider should be contracted to provide the services currently provided by the
Information Technology Division and the Facilities Division.
A 10-year service contract should be agreed with the selected service provider.
The feasibility study developed high-level designs of the current organization, processes, systems and
operating models, plus an outline Business Case for the required project. The external consultants
also made the following recommendations for the management of the project:
Use PRINCE2.
Set up the project with 4 management stages:
Stage 1. Standard PRINCE2 initiation activities.
Stage 2. Create detailed designs (future organization, processes, systems and operating
models) and the service level agreement between MFH and the future service
provider.
Stage 3. Request and evaluate proposals, select service provider and agree contract.
Stage 4. Transfer equipment and staff, transfer responsibility for service provision and run
trial period.
Initial estimates indicated that the project would cost (GBP)2.5m and take two years to complete.
MFH senior management agreed that there was a case for outsourcing, and accepted the
recommendations as a basis for the project. There is an expected saving of (GBP)20m over 10 years.
The Outsourcing project has completed the Starting up a Project process and is now in the initiation stage. Because of the strategic importance of the project, the MFH Chief Executive Officer has taken the role of Executive. A PRINCE2-experienced Project Manager has been appointed from within MFH. Staff within the business functions being outsourced will work with the external consultants who conducted the feasibility study to define the detailed designs.
Which 2 statements should be recorded under the Expected benefits heading?
A. Outsourcing would allow MFH to take advantage of the best services the outsourcing industry has to offer.
B. The 10-year outsourcing contract will enable MFH to stabilize costs at agreed levels.
C. The confirmed cost of the Outsourcing project is (GBP)2.5m, but with considerable savings over 10 years.
D. The total expected savings over 10 years, at current prices, is (GBP)20m.
E. The 10-year outsourcing contract, at current prices, will be worth (GBP)80m.
Answer: B,D
Explanation:
Reference: http://www.whatisprince2.net/prince2-theme-business-case.php

NEW QUESTION: 3
Refer to the exhibits.
Exhibit 1.

Exhibit 2.

The exhibits show the current operational state for routes on Switch-3 to send all traffic to 172.16.0.0/16 through Switch-2 during normal operation.
Which single configuration change creates the desired behavior?
A. Change the OSPF external metric type to 1 on Switch-1, and set a cost of 100 on Switch-3 VLAN 108.
B. Change the OSPF external metric type to 1 on Switch-1, and set a cost of 100 on Switch-3 VLAN 104.
C. Set a cost of 100 in the redistribute static command on Switch-2 to change the external LSA metric.
D. Set a cost of 100 in the redistribute static command on Switch-1 to change the external LSA metric.
Answer: D