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Exam Code: 300-135
Exam Name: Troubleshooting and Maintaining Cisco IP Networks
[2017 Cisco Certification 300-135 Dumps From Google Drive]: https://drive.google.com/open?id=0BwxjZr-ZDwwWVjNzVmpXTDBzU00
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Scenario: Rollins Manufacturing Please read this scenario prior to answering the question Rollins Manufacturing is a major supplier in the automotive industry, headquartered in Cleveland, Ohio with manufacturing plants in Chicago, Sao Paulo, Stuttgart, Yokohama,
and Seoul. Each of these plants has been operating its own Manufacturing Requirements Planning (MRPII) system, production scheduling, and custom developed applications that
drive the automated production equipment at each plant. Rollins is implementing lean manufacturing principles to minimize waste and improve the efficiency of all of its production operations. During a recent exercise held for internal quality improvement, it
was determined that a significant reduction in process waste could be achieved by replacing the current MRPII and scheduling systems with a common Enterprise Resource Planning (ERP) system located in the Cleveland data center. This central system would provide support to each of the plants replacing the functionality in the existing systems. It would also eliminate the need for full data centers at each of the plant facilities. A reduced number of IT staff could support the remaining applications. In some cases, a third-party contractor could provide those staff. The Rollins Enterprise Architecture department has been operating for several years and has mature, well-developed architecture governance and development processes that are strongly based on TOGAF 9.At a recent meeting, the Architecture Review Board approved a Request for Architecture Work from the Chief Engineer of Global Manufacturing Operations who is the project sponsor. The request covered the initial architectural investigations and the development of a comprehensive architecture to plan the transformation. The Common ERP Deployment architecture project team has now been formed, and the project team has been asked to develop an Architecture Vision that will achieve the desired outcomes and benefits. Some of the plant managers have expressed concern about the security and reliability of driving their MRPII and production scheduling from a central system
located in Cleveland. The Chief Engineer wants to know how these concerns can be addressed. Refer to the Rollins Manufacturing Scenario: You are serving as the Lead Enterprise Architect for the Common ERP Deployment architecture project. One of the earliest initiatives in the Enterprise Architecture program at Rollins was the definition of a set of IT principles and architecture principles that are well aligned with the overall enterprise principles. These now need to be updated to address the concerns raised. You have been asked to select a set of principles most appropriate for guiding the team to define a robust solution. [Note: You should assume that Rollins has adopted the example set of principles that are listed and defined in TOGAF 9, Section 23.6.] Based on TOGAF 9, which of the following is the best answer?
A. Common-use Applications, Data is Shared, Data is Accessible, Data is Secure, Interoperability, Control Technical Diversity.
B. Business Continuity, Service-orientation, Data is Accessible, Data is Secure, Responsive Change Management.
C. Maximize Benefit to the Enterprise, Business Continuity, Common-use Applications,Data is Shared, Data is Accessible, Data is Secure.
D. Information Management is Everybody’s Business, IT Responsibility, Data Trustee, Technology Independence, Responsive Change Management.
300-135 exam Answer: C
Scenario: Global Mobile 1
Please read this scenario prior to answering the question Global Mobile is a mobile telecommunications company formed through a series of mergers and acquisitions. They are yet to fully integrate the customer service systems for the most recent acquisitions,
and as result, customer service has been a major concern for the Chief Technology Officer. Results for the last two quarters have shown that Average Revenue Per User (ARPU) and the customer retention (Churn) rate have fallen below the industry average.
The Corporate Marketing group has published some new findings about customer satisfaction. The customers appear to be switching to Air Light, a competitor, because of superior customer service. Global Mobile actually has better coverage in nearly all
markets than Air Light, and good roaming agreements that keep rates low for business travelers. But, customer satisfaction has remained low. The Business Strategy group and the Enterprise Architecture group have conducted a high-level project to develop the enterprise-wide strategic plan. They have developed a business scenario which contains a good conceptual model of what needs to be done, and also identifies the key requirements. This was used in preparing the proposal presented to the Executive Council and the Corporate Board. The planning for the program has been underway for several months. Global Mobile has selected TOGAF 9 as the basis for its Enterprise Architecture. The Corporate Board has approved funding for a multi-million Euro conversion to transition to a packaged Customer Service System. It is anticipated that the overall program will take five years to complete, but there are some tactical projects that can commence immediately to address the situation. The Corporate Board has placed one additional major constraint on the program. In addition to achieving the business outcomes directly related to improving overall customer service within each business
unit, the Corporate Board expects the Target Architecture to produce an additional saving of at least 30% over current operating costs through energy efficiency initiatives, virtualization of servers and workstations, and expanded telecommuting and desk sharing. This Green initiative is intended to become a model for future investments at all company facilities worldwide. Refer to Global Mobile scenario You have been engaged
as a consultant to advise the Chief Architect on the best ways to approach to the implementation planning activities for this significant business transformation. Based on TOGAF 9, which of the following is the best answer? (Is this the right answers to
A. You recommend using conventional implementation planning techniques. The horizontal scope of the Green initiative would make the Capability-Based Planning approach used in the organization’s TOGAF-based Enterprise Architecture framework
difficult to manage and govern. This approach to planning was better applied within the vertical scope of a business unit.
B. You recommend that the implementation planning activities be conducted using Capability- Based Planning. This is appropriate because the Green initiative is an enterprise-wide plan with a horizontal scope. Its metrics are aggregated at the enterprise
level. It is crucial to gain business unit support and cooperation to achieve the broader business outcomes which will benefit all.
C. The Capability-Based Planning approach used in the organization’s TOGAF-based Enterprise Architecture framework is focused on business outcomes. The Green initiative is an infrastructure program that is technical in nature; therefore, it would not be appropriate to use the Capability- Based Planning approach. Instead, the Global Mobile systems development lifecycle approach should be utilized to develop the Solution
D. You recommend using conventional implementation planning techniques. The Capability-Based Planning approach is normally only used in public sector, defense related programs. This approach is not appropriate for a private sector company.
Scenario: AGEX Inc.
Please read this scenario prior to answering the 300-135 dumps question AGEX is a large, global commodities trading company which has been growing rapidly through a series of acquisitions. Each new business is performing well in its markets. However, the lack of
integration between headquarters and the business units has increasingly caused problems in the handling of customer and financial information. The inability to share information
across businesses has resulted in lost opportunities to “leverage the synergies” that had been intended when the businesses were acquired. At present, each business unit maintains its own applications. Despite an earlier initiative to install a common
application to manage customer, products, supplier, and inventory information, each business unit has different ways of defining each of these core elements and has customized the common application to the point where the ability to exchange information is difficult, costly, and error-prone. As a result, AGEX has begun
implementing a single Enterprise Resource Planning (ERP) system to consolidate information from several applications that exist across the lines of business. The Corporate Board is concerned that the new ERP system must be able to manage and safeguard customer information in a manner that meets or exceeds the legal requirements of the countries in which the company operates. This will be an increasingly important capability as the company expands its online services offered to clients and trading partners. The CIO has formed an Enterprise Architecture department, and one of the primary goals in its charter is to coordinate efforts between the ERP implementation team and the business unit personnel who will be involved in the migration process. The CIO
has also formed a cross- functional Architecture Review Board to oversee and govern the architecture. After reviewing the available alternatives, and based on recommendations from the ERP vendor, AGEX has selected TOGAF 9 as the basis for its Enterprise
Architecture program. The CIO has endorsed this choice with the full support of top management. Refer to the AGEX Inc. Scenario
You are serving as the Chief Architect. You have been asked to recommend the approach to take in the Preliminary Phase to
ensure that the Corporate Board’s concern is addressed. Based en TOGAF 9, which of the following is the best answer?
A. You evaluate the implications of the Board’s concern in terms of regulatory and security policy requirements. You then update the AGEX security policy to reflect the concern, ensuring that this policy is communicated across the organization. You allocate
a security architecture team to ensure that security considerations are included in ongoing architecture planning. You then assess the security implications and agreements within the AGEX businesses and their suppliers.
B. You evaluate the implications of the Board’s concern in terms of regulatory requirements and their impact on business goals and objectives. Based on this understanding, you then issue a Request for Architecture Work to commence an architecture development project to develop a solution that will address the Board’s
concern. You allocate a security architect to oversee the implementation of the solution in the ERP system that is being developed.
C. You start by clarifying the intent that the Board has for raising this concern. This enables you to understand the implications of the concern in terms of regulatory requirements and the potential impact on current business goals and objectives. You propose that a security architect or security architecture team be allocated to develop comprehensive security architecture.
D. You evaluate the implications of the Board’s concern by examining the potential impacts on business goals and objectives. Based on your understanding, you then update the current AGEX security policy to include an emphasis on the Board’s concern. In
addition, you allocate a security architect to ensure that security considerations are included in the architecture planning for all domains.
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