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For this question, refer to the JencoMart case study.
JencoMart has built a version of their application on Google Cloud Platform that serves traffic to Asia. You want to measure success against their business and technical goals.
Which metrics should you track?
A. Latency difference between US and Asia
B. Total visits, error rates, and latency from Asia
C. Total visits and average latency for users in Asia
D. The number of character sets present in the database
E. Error rates for requests from Asia
Answer: C
Topic 4, Dress4Win case studyCompany Overview
Dress4win is a web-based company that helps their users organize and manage their personal wardrobe using a website and mobile application. The company also cultivates an active social network that connects their users with designers and retailers. They monetize their services through advertising, e-commerce, referrals, and a freemium app model.
Company Background
Dress4win's application has grown from a few servers in the founder's garage to several hundred servers and appliances in a colocated data center. However, the capacity of their infrastructure is now insufficient for the application's rapid growth. Because of this growth and the company's desire to innovate faster, Dress4win is committing to a full migration to a public cloud.
Solution Concept
For the first phase of their migration to the cloud, Dress4win is considering moving their development and test environments. They are also considering building a disaster recovery site, because their current infrastructure is at a single location. They are not sure which components of their architecture they can migrate as is and which components they need to change before migrating them.
Existing Technical Environment
The Dress4win application is served out of a single data center location.
* Databases:
* Application servers:
* Storage appliances:
* Apache Hadoop/Spark servers:
* MQ servers:
* Miscellaneous servers:
Business Requirements
* Build a reliable and reproducible environment with scaled parity of production.
* Improve security by defining and adhering to a set of security and Identity and Access Management (IAM) best practices for cloud.
* Improve business agility and speed of innovation through rapid provisioning of new resources.
* Analyze and optimize architecture for performance in the cloud.
* Migrate fully to the cloud if all other requirements are met.
Technical Requirements
* Evaluate and choose an automation framework for provisioning resources in cloud.
* Support failover of the production environment to cloud during an emergency.
* Identify production services that can migrate to cloud to save capacity.
* Use managed services whenever possible.
* Encrypt data on the wire and at rest.
* Support multiple VPN connections between the production data center and cloud environment.
CEO Statement
Our investors are concerned about our ability to scale and contain costs with our current infrastructure. They are also concerned that a new competitor could use a public cloud platform to offset their up-front investment and freeing them to focus on developing better features.
CTO Statement
We have invested heavily in the current infrastructure, but much of the equipment is approaching the end of its useful life. We are consistently waiting weeks for new gear to be racked before we can start new projects. Our traffic patterns are highest in the mornings and weekend evenings; during other times, 80% of our capacity is sitting idle.
CFO Statement
Our capital expenditure is now exceeding our quarterly projections. Migrating to the cloud will likely cause an initial increase in spending, but we expect to fully transition before our next hardware refresh cycle. Our total cost of ownership (TCO) analysis over the next 5 years puts a cloud strategy between 30 to 50% lower than our current model.


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

Please use the following to answer the next QUESTION:
It's just what you were afraid of. Without consulting you, the information technology director at your organization launched a new initiative to encourage employees to use personal devices for conducting business. The initiative made purchasing a new, high-specification laptop computer an attractive option, with discounted laptops paid for as a payroll deduction spread over a year of paychecks. The organization is also paying the sales taxes. It's a great deal, and after a month, more than half the organization's employees have signed on and acquired new laptops. Walking through the facility, you see them happily customizing and comparing notes on their new computers, and at the end of the day, most take their laptops with them, potentially carrying personal data to their homes or other unknown locations. It's enough to give you data- protection nightmares, and you've pointed out to the information technology Director and many others in the organization the potential hazards of this new practice, including the inevitability of eventual data loss or theft.
Today you have in your office a representative of the organization's marketing department who shares with you, reluctantly, a story with potentially serious consequences. The night before, straight from work, with laptop in hand, he went to the Bull and Horn Pub to play billiards with his friends. A fine night of sport and socializing began, with the laptop "safely" tucked on a bench, beneath his jacket. Later that night, when it was time to depart, he retrieved the jacket, but the laptop was gone. It was not beneath the bench or on another bench nearby. The waitstaff had not seen it. His friends were not playing a joke on him. After a sleepless night, he confirmed it this morning, stopping by the pub to talk to the cleanup crew. They had not found it. The laptop was missing. Stolen, it seems. He looks at you, embarrassed and upset.
You ask him if the laptop contains any personal data from clients, and, sadly, he nods his head, yes. He believes it contains files on about 100 clients, including names, addresses and governmental identification numbers. He sighs and places his head in his hands in despair.
In order to determine the best course of action, how should this incident most productively be viewed?
A. As an incident that requires the abrupt initiation of a notification campaign.
B. As the premeditated theft of company data, until shown otherwise.
C. As a potential compromise of personal information through unauthorized access.
D. As the accidental loss of personal property containing data that must be restored.
Answer: C

2つのCiscoスイッチ間でEtherChannelが設定された後、インターフェイスポートチャネル1はダウン/ダウン状態になります。スイッチAはアクティブなチャネルグループ1モードで構成され、スイッチBは望ましいチャネルグループ1モードで構成されています。 EtherChannelバンドルが機能しないのはなぜですか?
A. スイッチポートはトランキングモードで構成されていません。
B. LACP優先度は両方のスイッチで設定する必要があります。
C. チャネルグループIDは、スイッチAとスイッチBで異なる必要があります。
D. スイッチは不一致のEtherChannelネゴシエーションモードを使用しています。
Answer: D

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